Thank you,
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sir.
Next slide, please.
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the Republic for which it stands, one nation under God, indivisible, with liberty and justice for all.
Okay.
Okay. Is
Mr. Drum online? Okay. But anyway, these ‸ interviews are going to take about 45 minutes each. They can take up to 45 minutes each.
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Pick up a question that's relevant to you that you think is very important. And if you have some others, that's fine. It'd
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a good opportunity. But we want to try to make sure that we ask the same question of all the candidates.
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just let us tell him, he's going to tell us a little about himself. And ‸ I'll just kind of go from there and
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that way. ‸ So we're not here all night doing this. So Mr. Drum, how are you doing today, sir?
Can you hear okay, sir?
I ‸ can
hear you. It's
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Can you hear me okay, sir?
Okay. Maybe I might need to hold the phone out.
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you as well. So if you want to start off by just telling us a little bit about yourself.
Okay, can you hear me okay?
Oh, we can hear you fine.
Very good. Okay. I think I'm gonna try to put you back on speaker. It's a little muffled
my
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listening to you, but I'll put you back on speaker. ‸ Okay, how does that sound?
Sounds fine.
Okay.
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As a boy,
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lived in Stewart and along the Indian River.
You might need to put the mic a little closer to you. Can you
hear me?
Okay. Okay. No, you're fine. We just adjusted our mic here. So you probably can put it back down if you want to. Thank you. Okay.
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municipal government. I thought when I went to college, I was going to be working for the federal government. But I actually enjoyed working in small towns. That sort of set me on that path. And let's see.
it was
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about
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moved around a little bit here and there. I went back home to be the city
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of started my career in city management.
I've
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worked in a number of cities in Florida
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Okay.
Okay.
Thank you, sir. We're going to start off. We're just going to ask you a few questions here. We're going to start off with ‸ our Deputy Mayor from District 1.
How are you doing, Mr. Drum? I'm good this evening. Thank you. Thank
you. The
first question I have is, what is your idea plan to spark growth and development in our most impoverished areas without displacing the current residents?
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Okay.
development in our most impoverished areas without displacing the current residents?
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Okay.
What I've done historically, and I have worked a lot on that. I've done that in here in Brunswick, specifically. We have a very old city here on the coast. And we have put plans in place for that very purpose. What we've done is try to set up enterprise zones. We work with the opportunity zones very similar
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we
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to provide jobs for our residents. And it's nice to have new growth
come
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in from outside. It might bring people with us as
far
as companies.
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what you're hoping to do when you bring in economic development is to provide jobs for the people that already live there. I mean,
it
does occasionally happen.
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But truly, if you're going
to
make a true difference to your community, you really need to provide those jobs. So we put incentives in our community here in
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as well. And
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We have an industrial part. We have certain incentives, whether impact
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to the enterprise zones.
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We often gave grants determining what they needed to do with structures.
Whether it's
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a small business or a large companies, we would definitely work to plan the expense. Almost like an opinion.
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need to be a user of a business that's looking to locate and see what you can draw to there. That's what makes a personal touch of that.
A
little extra bit. You can work out and find out what their business are. Make sure ‸ community are more brighter than the next one. They're looking to potentially relocate instead. It's really a competition sometimes between you and your neighbor. And so ‸ you can find that out and fill that niche. You
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be
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company. So I would say what are your incentives. It's small businesses, large businesses. In Brunswick as well, we also put in place using CDBG
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a project that we decided ‸ you're not always a
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So let's try to build a business here. We had interested reps that had certain thoughts or skills. Sometimes they were small business caterers. Sometimes they were larger business, such as putting in a truck in front. And we worked with them to help them learn how it is
for
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educators to come in from the,
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And
we basically
made
some instructions on how to start a business. How do you set up a business plan? How do you get your occupational life? How do you make sure your properties are zone correctly for what you need?
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community from our own citizens. We figured
it's
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a way to help these people that had a great
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And on the other hand,
we're
finding and planning the seeds for our own town. So it
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It
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Thank you, sir.
Thank you, sir.
Was
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there a follow-up question?
Yeah,
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going to be here in just a second. We're trying to get our sound system right here.
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The clarity is much better when he has the phone off of speaker. Mr. Drum on your side, I don't know if it's possible if you have a headset to plug in or if you could just hold the phone like that, but we've got quite a bit of feedback when it's on speaker. I see.
Okay. I'm having difficulty understanding you all as well. It's a little muffled in my case, but okay. Do I need to repeat?
No, no, you're good. Thank you.
Thanks, sir. And then we've got another follow-up question from District 3, Councilwoman
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District 4? I'm sorry, District 3, Councilman
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That's me.
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Yes, sir.
Good evening, sir. How are you? What strength do you bring that will contribute to the meeting of the expectation of this position?
I'm sorry, could you repeat it?
What strengths do you bring that will contribute to the meeting the expectations of this position?
Oh, okay. I believe I bring a lot of strength. I've been working in the city management field in Florida for nearly 20 years in Florida, and more than 20, 25, 26 years, including my
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All my work has primarily been with municipalities. And in your particular experience, I've worked in communities like
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which had a very
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system, not only in the city but outside the city. Actually, one of the biggest utility customers, I have one tonight,
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Zephyr Hills Water. So we had definitely a good business
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in Zephyr Hills, so I have that background. I think my community is very similar to
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the strengths I bring is a knowledge of
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government, working through the sunshine laws, working through the budget requirements, community redevelopment agencies. I know that Coco has three. I've actually, in Florida, helped set up two, initially from the start, two community redevelopment agencies, CRAs. And in Georgia, put one together, which is referred to up here as
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increment financing district. But so whether it's economic development or whether it's managing the municipal services of police and fire, public works, I've got a very strong understanding of the laws that are involved in all those operations, budget operations, equipment needs. I've got a lot of background experience in all of it. So I think I come to you with an education, with a spirit in public service, and a great track record
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lot of accomplishments.
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Thank you.
Thank you, sir. Councilwoman
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district.
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Hello, James. Good evening. I enjoyed talking to you on the phone a couple weeks ago.
Yes.
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I think we can all agree that we live in tumultuous times. Certainly this last year has been pretty surreal. I think that Coco has a lot of strengths. It also has a lot of challenges. In a position like this, the most important position in our city is going to require a lot of courage. Can you share with me an experience that required you to show that courage, that required you to encourage your council to be courageous? Could you understand that? ‸ Do you have an example of a time where you had to show considerable courage in a decision you made or in guidance that you were giving to your council?
Courage. ‸ I can think of a couple examples. I would probably go a number of years ago to the
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And there was a park known as Twin Lakes Park. And Twin Lakes Park was an undeveloped piece of land on Lakefront. And it just happened to be in one of the old historic neighborhoods. And the city has owned the land since the 1930s. And I had received an evaluation that year, and one of my council members said, we'd like to see you look for more tents for recreation.
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mail, and I said, well, here's an opportunity. So I applied myself. I didn't have a city planner at the time. So I actually put it together, put the grants together, and mailed it off, thought I could check it off there.
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‸ It was a great thing.
‸ It
came back to be, I think, about $150,000 for some park development.
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even sure that we'd have much of a response, and wasn't even certain why the city owned land all those years without having done anything with it. But I came to learn that the residents in that neighborhood did not want to see a park. ‸ They felt that the home set up on a hill, you had a road, and then you had this declining land down to the lake park. So in a way, they sort of felt like even though the city mowed it and maintained the trees and everything, that there was an extension of the front yard.
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neighborhoods to use the land. They said, we want to keep people out of our neighborhood. This is our exclusive neighborhood, and we want the city to withdraw the
project and not take the grant.
And it was actually an innocent application that fits a park. But what I ended up learning is that we had a bigger issue and a bigger problem.
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adjacent neighborhood, and it apparently came across to us in the city administration and our elected officials, was that there was this pushback of not allowing or wanting to have more people coming into the neighborhood for recreation.
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And it became a very hot issue. I ended up at the time, one of my
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his daughter, she was about 40 years old at this time, but she remembered a little girl when she was nine years old that she was escorted off the property by one of the people by saying she wasn't allowed to fish there because it was private land.
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‸ she was horrified. And so it became a little bit of a, I
won't
say
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problem. They did not want, a lot of the residents,
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have additional people coming in from neighbor, additional adjacent neighborhoods.
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person to person.
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And I said, this is the right thing to do. The state of Florida has put money towards our project. I believe that the city council in 1933 bought that land to improve it.
They
didn't have the money to do it at the time. And so we owe it to them. We owe it to all of our residents to do the right thing and move that park project forward. And we formed a major task force to review the plan involving neighbor residents from all surrounding neighborhoods to be a part of ‸ it.
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and it should have done. I think it needed to have that community touch. But it also needed to make sure that every part of the city was involved in the park and everybody would enjoy whatever it was that ended up being built there. So the city councils stood firm, would not back down, even though they had a lot of pressure, even had threats to ‸ run against them to remove them from the council. But they ‸ would
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the right way and stay with it.
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And that park is still there today. And that was about 20 years ago. Nearly 20 years ago.
Thank you. That was a strong answer.
Thank you, sir. I appreciate that.
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Okay.
Well, seeing as how Councilwoman Warner was late, and thanks to work and the weather, probably my question would be, what would be your plan for, your first day on the job and, getting to know your staff and what would you do to make sure that the staff got to know and was comfortable with you right away?
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the department directors. And I probably may have that opportunity even prior to that. But I would definitely like to get out and meet with them because I know that's a team that I'll work with very frequently to accomplish the goals of the council.
And
I think,
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but I would like to plan out at that point how I'm going to go out to each of the departments and meet with the staff. Because I don't want to say that I've been there 30 days and that someone said they haven't even met the new city manager yet. So I would definitely want to get out there and do that. So working with initially the staff, get around City Hall,
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Is everyone still there?
Yes, sir.
Okay. I know the pictures went down for me, but ‸ okay. So ‸ I would get out and actually try to meet everyone. ‸ The very first day, it's going to be City Hall and then
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with the fire shifts. I know I have to show up three different days of the fire department. Meet with the various shifts of the police department
to
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make sure I
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‸ with the city staff. And knowing when I'm coming in,
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will be day one. I want to hear from them, to hear what they see are the successes that they see as some of the stumbling blocks in the past. I think
it'd
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be a good conversation to have
for
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staff. So I focus on that first. I definitely would want to meet with all of you one-on-one to talk about your goals individually and that to ask you.
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why you individually ran for the office of the City Council and what you're hoping to accomplish in your term.
Thank you.
Thank you, sir. And I'm going
to
ask this one question right here.
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leader?
Well,
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I mean, if you just have one of the skills, then you may be leaving half of the job on the table there. But I think a good manager is someone who knows the details, knows the operation, knows the finances, keeps everything in good shape, works to put in place a process of ‸ what needs to be done, and measures results.
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project, and that's important, especially in city government. A good leader is the second part. And I think that's, again, important as well with the city manager. I think you've got to be able to get out again to those departments I talked about a little earlier and inspire those folks. You need to not just say this is the job, you have a good paycheck, come to work, you have good benefits, but to help them understand those things that we, the manager and the council work on, are your vision, your goals, your master plan.
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high that everyone must follow, but it's more or less something that's ours. And so really to work with them to understand this is something we all are doing as a team to accomplish because the city manager's accomplishments or the mayor or the council's accomplishments are really the employee's accomplishments. I mean, the truth is the majority of the work that gets done on a daily basis, whether it's mowing the grass or putting out a fire, is done by ‸ staff. And so they need to take a pride in what our goals are and what our accomplishments are.
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I think a good leader is someone who can inspire the staff that basically makes them feel that they have to accomplish something because they're told to. They want to go out and do it because you've inspired them and made them understand that they're a part of the organization.
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wanted to...
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So have you had any experience with negotiating with unions and insurance carriers? If so, what was your experience like and what would you have done differently?
Okay. I have experience negotiating contracts with unions and it's all in Florida.
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in unions. So while in Florida, I did negotiate contracts with the PBA for police and also the IAFF for the firefighters.
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In Zephyr Hill, I was the primary negotiator and worked to put in, working with the union ‸ representatives sentence by sentence on our contract to make sure we got to some solution. I never reached the point of impact that we had to go to an arbitrator. We were able to come to some solution. And that's the other city I was in, High Springs. We also worked contracts. And occasionally you would go through and you've had some, we've had some differences here and there, and as we went through case by case of disciplinary issues.
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place, a policy in place, you make sure that your staff lives up to the policies and those regulations. ‸ But overall, I've had a good relationship with the unions to make sure everything's in place.
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Okay. Thank you, sir. And I know I asked you to take a moment,
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but could you tell us what your interest in the city of Cocoa is? Just tell us a little bit about why you're interested in coming to the city of Cocoa or...
Well,
I was excited to see the city of Cocoa open. Actually, my wife, when I met my wife almost 20 years ago, she was a resident of Brevard County. She lived initially in Rockledge and then down to Melbourne. And so we still have some family in that area. And so we find ourselves going to Brevard County very frequently or they come this direction. So we really
like
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the idea of coming back to that part of Florida. When I left
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I realized it was probably not a long-term situation. So I really wanted to find a good opportunity to come back to Florida as a manager.
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the services I've worked with. It's a beautiful location. Some of the issues and challenges that you have are issues and challenges I've worked on in the past. And so I feel comfortable working on them. They're not something you can solve in a day, but you chip away and you take care of a piece of it at a time and build a better, stronger city. And that's what I hope to do. So I see the challenges there. I have the personal ties.
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for me and my family.
Thank you, sir.
we
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got enough time for one more question.
We
have a...
customer
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Warner.
Yes. And I hate that we lost the video,
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Cocoa is a community that's full of tourism and a lot of our economy for our downtown and our merchants depends on tourism. Do you have any experience in a community that depends heavily on tourism? And can you describe what that's like and how you feel you can deal with that?
Okay. So not completely clear, but I'm thinking the question is what is my experience ‸ in and working with a city as tourism?
A city ‸ that depends heavily on tourism for keeping downtown businesses operating.
Oh, yes. Okay. Very good. One of my great interests, actually, is historic preservation. It's something I really love, old architecture and old buildings. I really think it gives the community a unique look. No matter whether it's Cocoa or it's downtown Orlando, which was once a small town. So
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and trying to make your downtown especially. I often think the downtown of any city is its front porch. You're often judged by what your front porch looks like on your house as people pass by. So people who get an impression of what your community is often get it from that downtown community. And so I enjoy working and trying to do some, again, I know the question is tourism, but to try to build that as a destination.
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in the redevelopment of downtown, whether it's bringing in restaurants, entertainment venues, and recruiting businesses, but also festivals.
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here in Brunswick. We see some tourism come here because of Jekyll Island and St. Simons Island, which are our neighbors.
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if they're here for a two- or three-day beach vacation, what can we do to pull them in downtown for something while they're here for the energy? And here we worked to recruit a microbrewery downtown, and we were successful in getting them to purchase an old 1800s building and
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some incentives to come in and rebuild the building primarily
in
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the interior.
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but to bring people in downtown for the microbrewery and music and entertainment. So ‸ in the communities I've been in, we've used the Main Street approach, which is very popular in Florida, and some of them we've graduated out of that and then took it further, but to make sure we have events, whether it's monthly, first Fridays, parades, festivals, anything we could do to try to pull people in, like we said in our case here, to take those visitors that are coming to the coast or the beach to come spend a little bit of time in our city and spend some money while they're here. Additionally, in my experience, I was in High Springs, Florida, and
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and so we are a little bit close to the University of Florida, so we have a lot of people that kind of come and go to there,
but
High Springs actually has Clearwater Springs, so if you're looking for a vacation away from the coast, you can go up in a canoe or tube on the rivers, and so we were sort of a canoe post, outpost type ecotourism community,
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and again, we would try to have musical events, ‸ to keep people and try to pull them off the river while they were here, and again, spend some time in our city and spend some money and help those local businesses, so I have had that opportunity to work with the chamber and some tourist committees on the county level and city level. To see how to best sell your community
for
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much. Thank
you, sir. And we started a little bit late, so I'm going to squeeze in just one last question,
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Okay, James.
Well,
like all cities, we have a lot of different stakeholder groups, and sometimes it seems like we're very divided. Not all times, but there ‸ are times when we seem divided, and people become hardened in their position. Do you have any techniques, or how do you work to create that atmosphere of trust and unity and kind of cross those divides?
Okay. And I think I missed a little beginning of that, but I think you were saying that sometimes the council is divided on issues. Is that ‸ how it started?
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Well, that's good to hear. I've had that as well. I would say, truly, it's not been as much that way here in the city of Brunswick,
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was very active. We had a lot of influence from the university, a lot of teachers and students and professors, And we had a lot of old families that had been farmers and ranchers, And so there's people coming in from different backgrounds, And there was really a difference of how people thought things should be, And so when we would realize that we had found some of these issues, we would actually put together
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really believe that people coming forward, even if they were coming from two totally different directions, both sides had good ideas, ‸ but they were opposing,
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for a good
honest
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discussion and try to work out the best parts of both plans, and so what I've often done is recommended to the council ‸ that we define what the issue is, ‸ put out a resolution creating
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and find the most qualified people locally to serve on it. It's not meant to be a permanent advisory committee because
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answer because they believe they have forever and ever to resolve the issue.
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in my case, has been limited to six to eight months, and we would have a limitation of meetings, and I did that for economic development plans. I did that to determine our downtown sign guidelines, which were very controversial in the downtown.
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Some people think ‸ the more beauty it is, ‸ the more business they'll get, So we had a lot of different views in High Springs with that, and a number of task forces that were led by the mayor, and Sometimes we would put the vice mayor in charge of our task forces, and they would share it, and we would have a lot of stakeholders from all the different groups in the community, and it could be a recreation issue.
It
could have been, again, a business economic issue. There's a number of different issues that popped up that I would recommend that and study it and come up with a good overall strategy for the city commission to follow the council to follow.
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and we hope that you're staying safe, you and your family. We are. So with that being said, any last comments before you go? ‸ I'm sorry? I said, do you have any last comments that you'd like to make before? Any
last comments? Okay. Only to say that I'm really interested, again, in the position. I really think that I think my resume and my experience in Florida really is important, and when you're working in Florida, the laws are so unique. And even to the point that when I came to Georgia, not wanting to lose that tie, I made sure I attended the Florida City County Management Association every year on the conference to keep up with Florida law so I wouldn't fall behind and become rusty.
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way through Georgia law and Florida law, but it actually, I think it's been very helpful. So I have a good, I got a good, strong background that I believe I could bring a lot of excitement and change for the City of Cocoa.
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Thank you, sir.
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your day and thank you for coming on and speaking with us.
Not a problem. Thank you,
sir.
Hopefully I'll talk with you in person. It might be a little bit more clear than the telephone.
Yes, sir. Thank you, sir.
Have a
good evening. Okay, you
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could you hear me
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link to the go to meeting are you able to access the
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is that what
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in the lively pen
yeah we're working out uh the technical aspects to get to be able to see you at this time, but we could. it sounds like
you're hearing.
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She may have to
activate her
camera.
Sure, I can put my camera on that's probably you want me to do that for you.
Yes, please.
‸ you got it. How's that can
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me
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How about that. There you go. There you go. I see you up on the screen. okay
All
right, then we'll ask maybe the mayor to speak just to make sure that you can hear the questions for the council ‸ mayor. ‸ Yes,
ma'am. Can you hear me okay?
I can, mayor.
Okay. Well, welcome. How are you doing today?
I
am doing well. ‸ Although I will be honest, it's about to have a major uh rain shower here. So if you hear thunder, it's not coming from you guys. It's coming from the weather down here in West Palm. ‸ So I just wanted to let you know.
Sounds good. Okay. We're gonna ‸ go ahead and get started here.
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and why you're interested in the city of
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Well,
thank you for the opportunity. I'm real excited about the opportunity here. uh It's, you know, I did a lot of research, read your budget. I read your strategic plan, talked to several people within the community. And it just seems like a really good match for me. um You know, I've been in Florida for a long time. So I understand all the necessities and the intricacies that come with Florida. um
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Parkland. um met and dealt with most of the issues that you have i'm looking for some place for a
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a stepping stone for me when i go to places i generally stay long when i was the city
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So
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88. So they're going to be coming up and moving up with us. And um the area is beautiful. uh
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think the opportunities within the city match really well with what I can provide. I'm i'm absolutely who you see I am. I'm honest. I'm upfront. I tell you the good, the bad, and the ugly. I'm very inclusive, great communication. And i I'm really looking forward to hearing from you and me showing you why I should be your next city manager. Yes,
ma'am. Thank you. um we got a Our first question is going to come from our deputy mayor, Deputy Mayor
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How are you doing? I'm
doing great. How about yourself? All
right. Awesome. Awesome. All right. My first question is, what is your ideal plan to spark growth and development in our most important areas
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Deputy Mayor, I'm sorry, I couldn't hear you really well. um Maybe, Mayor, you could read it. It seems, or I'm not sure what the issue was. maybe
that
place
i can Can you hear me now? Hear me better?
It's uh it's it's like, uh um it's kind of shaky. It's not clear on the um on what you're saying. I apologize. i'll
read it for uh the Deputy Mayor. What is your ideal plan to spark growth and development in our most impoverished areas without displacing the current residents? you understand
That ‸ perfect. Thank you very much, Commissioner, Council Member.
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know, I've addressed this in Delray Beach. Delray Beach is um also
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17 unemployment rate. uh And so we were really trying to figure out how do we bring some sort of money worth without gentrifying the area and forcing people to have to leave. um You know, it's not an easy answer.
uh
You know,
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if it's downtown, you have your CRA, you deal with your CRA. um In Delray, what we dealt
with,
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we also had a supermarket desert ‸ there. We actually worked with
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where typically the city provides something and a developer provides something. In this instance,
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And the developer came in and uh promised to build affordable housing, as well as bring in a shopping center, as ‸ well as the opportunity in order to also bring another businesses that the neighborhood could use. I think you also need to work
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actually, again, in Delray, we worked with our high school, in which we donated land. um And then we what we did is we were able to train the high school students with a trade. ‸ So when they came out of school, they had a job. And we helped them build houses that people could go into and left those houses with some restrictions so that the value of the homes wouldn't increase those substantially that would force the individual to have to move or what the neighborhood was like, whether they have to leave. I think the third thing you have to look at is the historic nature of the community and how much that community's identity matters to the people who were residing there. And
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I think you would be able to create an environment that would encourage uh you know in uh development or redevelopment, but at the same time not uh removing or requiring people to move from the location which they may want to stay. I hope that
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appreciate it thank you my next question is going to come from councilwoman warner district 2.
Hi, Karen. Thanks for being with us tonight. um You have obviously done some homework
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the knowledge that you have now, what is your biggest concern about um coming to work here? yes you know
That's a great question.
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Because there's always so many.
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Manager that affect all cities. uh Cyber security, um you know, active shooters, um you know, so those are always in the back of the mind. um You know, from my my research, I think there are, I can't, I don't, Council Member, I apologize. I don't think I can give you one. Because I think there are several. um You know, one certainly is uh the image of the city, right? um And I think that's important because that's what drives your population. That's what drives your development.
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would say is sustainability. ‸ Okay? And for me, sustainability is broad. So it's environmental sustainability. ‸ So we
got to
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address if there's any flooding, sea walls um you know, pollution in the water, whatever it is. Then there's financial sustainability. Do we have enough money to sustain ourselves for the future? Because we're not only living for today, but we're living for tomorrow.
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could be nationality. It could be religion. um All these things are what ultimately gives you a quality of life. uh And, you know, obviously, again, crime is in that sustainability
in
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people and places. You know, it's, you know, do people want to come there? coco Village, we want to highlight that. We want people to come there. We want parks. These are the things that will drive your community to want to stay there, the next generation to come in there, and to ensure that the City of
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is there in the future. Thank you. Appreciate that.
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District
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you two mixed up. I don't know
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are to ask each candidate the same question
question yes.
okay Okay, great. How ‸ you doing, Karen?
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in your shoes. This has got to be like the interview, you know, they do to make you sweat, right? um
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that with the events of the last year. And um
sitting
on the dais or as in the most important position, our City Manager requires courage. Can you share with us an experience you had where you had to show your courage or guide your council to be courageous?
um Sorry, if you could say it one more time for me just to make sure I got the question right?
Yes. Can you share with us one experience where you had to be ‸ courageous or you guided your consult to be courageous?
okay Thank you. um So I would have to say this is in Parkland. And,
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before the shooting happened. uh So I did have to, I didn't personally have to deal with that. But during the time I was there, there was a lot of controversy regarding a charter school coming in. And,
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was that, you know, the a rated the the um the upper level students would end up leaving the public schools and going to the private schools and ‸ bring down the school rating of the schools. Another issue they had was traffic because they felt that a lot of the individuals would be coming from outside of Parkland and therefore the local roadways would fill up with non-residents, which they were not looking for. On the other hand, on the other side, was the issue that the public schools in Parkland were overcrowded. uh That the opportunity that a private school could give is different than what a public school could give. And
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Parkland was a very uh closed community
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individuals coming in ‸ was a benefit, was an experience for the kids.
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that surrounded the property. um You know, unfortunately, and again, my strength is in planning and zoning is kind of where I came up from. ‸ previous um job for me was as an attorney. uh
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zoning, you have some discretion, but you don't always have full discretion. uh And at the point where this property was, the charter school was actually permitted. And I, you know, discussed with the commissioners and look, if if you hire me as your city manager, I'm a very strong believer in communication. i I treasure the opportunity to talk with each and every one of you individually in order for some sound bites to be discussed, to think about your thoughts, for me to talk about what the facts and figures show. um You know, a lot of false information was being sent out. So I told the commission,
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in a lawsuit. And would it be advantageous to the city of Parkland to end up in a lawsuit where that money could be spent for other purposes? And, you know, it took a lot of courage in order for a staff, including myself and my planning director, in order to get up and say, you know, commission, you have some discretion. We can help negotiate what some of the impacts may be. So, you know, we encouraged a longer throat in the school to prevent the traffic from sitting out on the street.
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K through
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So we said, start through K through
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Let's see how that goes. We can look at a traffic study and then we can go forward. So that way we weren't placing ourselves in a lawsuit. But at the same time,
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your residents
concerns are. We can try to address those as conditions of approval and work with the developer in order to address whatever those issues that are out there and need to be addressed.
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approvals
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but
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They ended up not uh prohibiting it. They ended up working with the developer and that, like I said, took a lot of courage because a lot of the residents were against it. It took a lot of meetings to talk with those residents and to provide them the opportunity. I will tell you in most instances when you're in the heated situation,
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but as long as you're listening to them, that matters to them. And I think that's important. That's one of the things that I do strive on.
Thank you.
Thank you, ma'am. i Appreciate
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I'm doing great. We got the districts right.
Okay. What strength do you bring that will contribute to the meeting the expectations of this position?
So,
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tout myself. um I bring a lot of strength. First of all, there are a lot of distinctions I have from the other candidates. As I said, I'm from Florida. I think there's a big difference between Georgia and Florida. If you've never dealt with Sunshine Law violations, you don't know what that's like or the public records requests that are in Florida or, you know, I've had to deal with ADA and your website. So I've dealt with a lot of the issues that that have to be addressed in Florida that you don't get in
Georgia.
I've been a manager of a city and not of a county. And I think there's a big difference between those. um You know, county, I mean, how many of us really will go to the county seat, but they'll certainly show up at your city hall because it's right near nearby. So I understand that.
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uh When I was in the city of Parkland, let me tell you, if you didn't respond to someone's email, like within three hours, you were late. So I understand that there's a huge demand and you're competing with social media right now. And I, you know, to educate my commission, which I think is another strength that I can provide to you is that when I was with my commission, um we were we were friends. I mean, it wasn't only just a job. I mean, when I left Parkland, I left three years ago until the virus came in, I was meeting with two of my commissioners for lunch every month. ‸ I happen to know my two commissioners advanced. As a matter of fact,
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and we have any FEMA problems, I've got a person to go to. So, um you know, so i I've become friends with them.
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because I built that trust. I built that communication and I built that kind of relationship. I also believe that our staff is our number one asset. I mean, honestly, they can help us or hurt us the most. And so I'm a firm believer in, you know, empowering staff. I don't like to micromanage. I i believe in compensating them appropriately. um I believe that staff um should be held accountable. um You know, I'll tell you my management style is I am cooperative but result oriented And I think the two aren't separate. I think I'm a very big on teams and working together, pulling people from different areas to come up with solutions. But you can't just sit in these meetings. You ultimately got to come up with a result because your residents are looking to see where the money's being spent. I am very flexible is my strength. I've probably been in charge of almost every department that the city of
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has. one way or the other
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um I've done fire, police. So, I mean, I know enough about everything, um but I don't have to be the expert, right? I need to have people around me who are smarter and he certainly can help me.
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what's going on with now with Black Lives Matter. I've had to deal with that in Delray. I don't know if you're aware, but Delray i had a resolution adopted in 1929, prohibited resident black residents from going to the east side of the city. So, they have a big history regarding racial divide in their particular city. And
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I've done studies. I've gone door-to-door with businesses. These are all areas I think that I can bring expertise to, and
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in order to make sure that we're meeting the demands and the needs and the desires of both the council and of the residents.
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And I have one final question here for you. And it's, uh what do you feel is the difference between a good manager and a good leader?
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a good leader. So,
there are... There definitely is a difference. um In in my mind, a leader... um A leader is a manager, but has additional skills. The leader is the one that's going to motivate the staff. The leader is going to talk about the vision, is going to talk about the traits and the and and the core values. And
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to show that. You cannot expect your staff to do something that you wouldn't do. And that's what a leader does. So, you know, when I'm out on the street and I see a
snipe
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sign on the side that's illegal, I don't pass it. I stop. I put it in my car. I'm no better than anybody else. And that's a core value that a leader has to show to their staff to say, this is what is expected of us and this is what we're going to provide. Motivation is another one that I think is important for a leader. And motivation is different for all sorts of people. You know, I'll tell you one of my motivations that I did is, um
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that they had. I used that as a motivational tool for my staff in which I did it as a fundraising um to say whoever raised the most money would be the one to pour the bucket over me. And so it was like a race. It was just like, it was unbelievable. And the money went to a great, a great organization. And in the end, just if anybody wanted to know, the police chief was the one who won. And
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any, any consequences.
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doesn't do that either. But
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but typically a leader will make you a manager. So
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what the difference is.
Yes, ma'am. That was a great answer. I appreciate that. And uh
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right now for any other comments you'd like to make or just, you know, just uh that you want people to know about you. I mean, this is a great opportunity right now for you to do that before we we close out this session. Well,
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talk. So thank you for the opportunity. Look, um I'm excited about being in this group. I hope I make it to the next step. um As you can tell, I'm very personable. I won't sit behind my desk, guys. um
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I'll tell you the good, the bad, and the ugly. I believe as being a facilitator, uh I believe in mentoring. I i can tell you a story. I had a parks director in Parkland who was being hammered by his staff. He was young, uh one of the millenniums, and didn't have great strength as a supervisor. I could have fired him, um but I didn't. Instead, what I did is I took him under my wing. I made him my PIO, you know Public Information Officer, figuring as a Generation uh X that he would,
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he would be great in social media. He was. He rebuilt our entire website, helped us in social media. And in the interim, I helped um on understanding what you need to be, to be a manager, to be a supervisor, helped strengthen his, um you know, personality and support for him. And today, he had to leave Parkland because his wife got transferred. Today,
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you have been
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premier Parks Department with everything they got going on there. I could have devastated him, but instead of doing that, because I believe our job is to make our people better, know their weaknesses, and help improve them, I've actually made him a better person and made him very successful. So, I'm that type of person. But, you know, again,
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You know, again, I will look at everybody fairly. um
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listening, listening, listening. I'm not here to go do wholesale changes. I'm here to see what's the good, the bad, the ugly. However, I will say that I am a believer in reviewing processes and procedures, because I always feel there's always continuous improvement. We can always do better than what we've been doing. I'd like to take COCO to the next step. I believe I can take it to the next step. I'm excited about the opportunity that they're here. ‸ And like
i
said,
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And um
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to it trans um aligns very well with my history. And um if there's any other questions, I'd be more than willing to answer them.
Thank you, ma'am. It was such a pleasure listening to you. And uh ‸ we're so grateful that you came on today and uh looking forward to possibly speaking to you again. And uh
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And the same to all of you and all please be healthy.
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I appreciate that. And uh ben thank you. You have a wonderful city and uh hopefully
i'll
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hear from you. And you have a great night now. Appreciate it. You too. bye
Okay.
Take care.
Okay. bye Okay. We got a little time before our next um individual come on. So if any want to take a restroom break, quick this is ‸ opportunity. Okay,
James, you want to speak up to make sure we can hear you okay?
Yes. Jim
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here um from ‸ city of Winter Garden. Welcome. Yes,
sir. How are you doing today?
um Very well. uh Kind of a little nervous and been anticipating this uh all day, even though I had the opportunity to visit your city on uh Friday and Monday. um So I apologize. um I logged on and I didn't realize that y'all were trying to call as I was trying to connect through the go-to meeting
oh okay. Well, sir, if you're ready, we're ready to get started. Are you ready? Yes, sir. okay um First thing, uh if you if you don't mind, could you please just take a moment to tell us a little bit about yourself and why you're
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and uh
I
don't have a connection here anymore.
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yeah
hello jim
hey yeah whatever reason i'm not sure which hand it dropped out so we'll try it through this bridge one more time are you calling us from from your [phone removed] number right and maybe that's where the connection dropped out so what we'll do we'll try it through this medium that you talking through your camera if it drops off again i'll call you directly from our phone here
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okay okay so we'll pick that up i'll have the mayor
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okay okay we got you back jim yes sir yes
sir okay
jim how are you doing man
um okay sir uh nice
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again
okay yeah my first question is uh just take
a moment
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to tell us about yourself and why you're interested in the City of
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the five of us on your list. I mean, we're all professional city managers. um I've been a credentialed manager since um 2006. And uh
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years. And um while it's been a very good run and I've done some very successful things over the last couple of months has become very difficult. I've had to lead the city through a process
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And one of the recommendations was to merge with Lake County. And that was the unanimous vote of the council minus one member whose spouse happens to be the fire chief. And
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they can become very vocal. And uh uh kind of has become a little bit of a very difficult and hostile work environment. And um I was fortunate enough, to be very honest, to see
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And when I did some research on that, um a couple of things stuck out. One, some great opportunities and some great challenges that um your city offers and
has
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And something that I would love to be able to bring my experience and my abilities to. And on a personal level, having lived in Florida
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And I'd love nothing better than to uh to find an opportunity that got me close to um the water. And I know that may not be a professional reason to uh to tell you why I applied, but it's definitely a personal reason. um It's uh something that uh I've enjoyed since I've been living in Florida since i'm 1965.
all right thank you sir we're going to start off with a
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Mr. Goins. how
are you doing, Mr.
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your idea plan to spark growth and development in our most impoverished areas without displacing the current residents? Well,
first of all, I know that you have a um a CRA in place. And that is one of the um first tools that needs to be looked at and how it can be maximized in reference to the incremental revenue increase. But that also will take the community, the business association, and also ensuring that you have adequate infrastructure investment in that portion of town so that the services are there and necessary for businesses that may want to expand and to come in. Also is the opportunity to look at in
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because I've worked both at the federal and the state level in securing both grants and economic ‸ incentive money to help redivitalize
areas. I was very successful in my time with the City of Ocoee
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uh
in developing uh getting
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uh
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that was also used for Social Security and Veterans benefits, which tied in why the federal government uh felt the need to invest in that area.
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um
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while we're a very polarized political system,
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at a grant or an economic opportunity that you're able to apply for, you're able to work with on a partnership, then you seek it and you do what you need to be able to go after those opportunities and see to it that those investments are made in that portion of town. That creates jobs, creates opportunity, and maybe economic incentive for businesses to open and relocate in that area, just as you've done very successfully involving your riverfront CRA and redevelopment well maybe difference in location, but some of the very same successful tools that utilize there can be maximized also in that second CRA area that is is right for development
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Warner. Hey,
Jim, how you doing? Hello,
ma'am.
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the job. What's the very first thing you're going to do to pull your team together and get to know them and let them get to know you?
Well, first thing you do is is uh start with your staff meeting. You bring in all of your directors and what has been a management team. ‸ And while I have attempted to meet with several of them on Friday
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I wasn't able to meet with all, but I was able to meet with um several one-on-one. But on day one is uh you'd spend your time getting them all together and letting them educate you on their role, what they have been doing for the city, how they see the direction going. And I know uh um we don't want a city that is run by a city manager and employees, the city that's run by policy that's set by the mayor and council. But they also would be very valuable, especially for a new manager from outside the area, help filling in the gaps, updating you on their departments, on their needs, and then developing that rapport on how we would start to work together for the benefit of not only the departments, but then
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and working with the city manager can enhance and ensure
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council have passed and want imposed um
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Thank you, sir.
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Good evening,
James. Good evening, sir.
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of this position?
One is I'm a decisive leader. I'm not afraid to make decisions. I think that I am fair. I'm equitable. I do not micromanage. I believe greatly in allowing people who have the talent and the skills to do their job. As I tell people, sometimes as a city manager, you know a little bit about police, you know a little bit about fire, you know a little bit about development, you know a little bit about utilities.
But
you also know a little bit to where you can be dangerous. And by that, what I mean is, is that you know smartly when to step back and let those with the experience do their job. And the best thing you can do is learn how you help them do their job. Some people like to communicate regularly, check in, and others, if they know what the goals ‸ the objectives are and the deadline, then they show up and bring you back that project when it's there
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front of me and i'm also as i said treat people fairly and equally, but
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And a manager is best when they recognize that and they adapt themselves so that they allow each one of those individuals to uh blossom as they work best with your guidance.
Thank
you.
Thank you, sir.
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district 4.
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well i think you've already shared one example but could you share with us an example of when ‸ you've had to display courage or or encourage your council to be courageous? I think leadership, particularly in these tumultuous times, requires courage. Do you have an example of that?
Yes, ma'am. um
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February in 2011.
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matter of months away of uh what would be classified in Florida as called a financial emergency. I think in layman's term, we can use the
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drained daily um the property values in the community at the bottom of the housing market
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didn't take some dramatic action um quite honestly we would have been self-reporting to the state which then would require the governor and the legislature to step in and um what the council um with hopefully my leadership and direction made a very tough ‸ decision of raising a millage rate from um 7.6 mills to
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and uh we had an immediate freeze um on positions and unfortunately um like in many cities when you find yourself in tough times
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public ‸ works vehicles and things last longer and i
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um because if we didn't get that debt under control nothing else was going to matter and it was very difficult to get elected officials to vote for a millage rate that at the time was the highest in Lake County. And the only reason it wasn't 10 mills is because we had to leave ‸ enough room for the Lake EMS, which was the ambulance transport, which was um assessed on a county-wide basis. the
ambulance
um here nine years later um two weeks ago i proposed a millage rate of 7.132 It has been the seventh year that we reduced the millage rate. In 2017, the city was debt free Some of the debt went out to 2032. By paying it off early,
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employees have gotten raises the last six years city reserves are now 1.6 million And the council will be voting on August 4th on selling some land that we had on the market since 2014 which will add another million dollars which will give them
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and reserves. So we went from very, very dire times, making some very tough decisions, to looking back today, that I can probably say, while it's a small residential community, it's probably in the best financial position of any city in Lake County, and well positioned to weather out the challenges that we're
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Thank you. Thank
you, James. Appreciate that. um I have one other quick question. What do you feel is the difference between a good manager and a good leader?
Well,
a
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leader is by example. It's how you act every day in terms of your ethics and who you are as a person and how you treat people. A manager, as I said earlier, recognizes and understands that each one of us is works differently. And the manager is able to allow those people to work in the environment they is that they find successful. And
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a neat freak. You walk into my office, everything has its place. um Some people will joke and say it's almost like there's a template, you know, where everything sits. um I work with a city clerk today that when I walk in her office, it looks like a bomb went off. And it's a completely different style of working than than I'm accustomed to. But I know when I walk in Michelle's office and I say, Michelle, do you remember that report uh or that item on that agenda or
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pull that report out and hand it to me. And what matters in my issue there is, is not how neat her office is, not how organized that is, is what's the best environment that works for her. And I think the difference between a leader and a manager is that a leader sets the example of ethics and integrity. And a manager knows how those individuals can be encouraged to work using their own strengths. And that you also then can help strengthen and build and mentor them,
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they can be by sometimes you getting out of the way and recognizing, letting them work to their strengths, not your strengths.
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expand a little bit or just tell us anything else you'd like
for us,
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in closing.
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I've managed from small to big, and I will tell you, I think managing in a small city like I've done
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last nine years sometimes is a little more challenging in a big city. The reason being is that you're much closer to the everyday employee, and there's little
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to departments and how you deal with. But
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I started out in the city of Ocoee, which today has a population of over 40,000 and significant number of employees and significant budget standpoints. And as I tell people that your budget principles are the same. You may move the
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and there are some more zeros, but it's still all about managing the public's money and managing it with transparency ‸ and with efficacy. And I manage my own home as I manage the public's money. And that is that before we're going to
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a penny of it, we want to be able to justify in terms of where that's at. The other thing I will say is sometimes as managers, we're involved in projects and things that it takes years for fruition. And I know we can all Google and find items about all of us and
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elected official at one time. I don't know if that's a good thing or a bad thing, but I started out as a city commissioner before I went on to the administrative side.
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for race discrimination.
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type of person that I am and how I've lived my life and how I've worked in that environment to try to create equality and fairness. It was a kind of an eye opener. And it's a little bit what I learned was is that when you talk about something like race, which in this country is a very tough subject that we're dealing with, sometimes you've got to be aware of how the other person is ‸ perceiving that. And so, you know, I very much regret that that ‸ opportunity happened or not the opportunity, ‸ that experience happened. But I just want to tie that in if I could onto something that if any of you all have lived in Florida for any length of time, I would ask you to go back and Google or do research on the city of Ocoee and a little bit of its history. In 1920, on election day, they prevented African Americans from voting. The city of Ocoee that time was 50% black and 50% white. One of the wealthiest people in town was a gentleman by the name of July Perry. And Mr. Perry was shot and arrested that day by the Orange County Sheriff and was taken to the Orange County jail. He was lynched that evening or the next day. When
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first outsider due to new growth to the community. And as I became aware of the history of the city, I kept challenging the council to bring this issue up, to deal with it, not to bury it and hide it into the past.
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and that mob rule, the clan that had come into that community.
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four to one, four to one, four to one. Over a period of time, it came three to two. And then eventually it came three to two in my favor. And a few years later, I had the opportunity to come back and work as city manager for that very same community.
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And because the community didn't even recognize Martin Luther King Day at the time. If you will just check here recently, the Florida legislature just passed in its current year, funding and the renaming of a highway in
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monument to recognize both Mr. Perry and the black community.
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on that
plaque,
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But I can tell you that it was something I started in 1993 and I saw through till 2004. And I'm very proud to be able to sit and see the results of that today, of what can happen when you plant the right seeds and you do the right work and you do the right thing, ‸ what can happen and what can be done. And so sometimes as managers, we've got to recognize that we play an important role in maybe how we get policy implemented and how we get things started.
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Yes, I'm proud I got a city out of debt and they're running great today. But I'm more proud of the fact that something is horrific that took place in 1920 was finally recognized in 2020 and will be memorialized and now will be taught in schools and people will learn from that lesson. And hopefully the reason we teach history is so that we don't repeat the mistakes of that history. Your community offers unbelievable opportunity. You're a very diverse community. You're there in the Space Coast and
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resurgence in the Space Coast and the developments happening around that area.
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we work with other governmental entities, how we work within the county, how we work with the state, how we work with the feds. I would love that opportunity to chat,
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community as a complete destination. As a place where someone wants to live, wants to be, wants to raise a family, wants to bring a business, wants to invest a business, and wants to build a life in that community. And I would love to be part of that challenge and that opportunity.
All right. Thank you, sir. We appreciate you being here today. And some of us had the pleasure of speaking with you either Friday or Monday as well.
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But we thank you for coming on and speaking on us today. And if you have anything else to say, we just hope that you enjoy the rest of your day and stay safe.
I appreciate that.
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I know you all have meetings tomorrow. You have a very tough decision ahead of you. Your city is going through some challenges both politically and staff wise as any city would when it goes through a change involving management. I wish you all nothing but success in that move. And I would be honored to be one of the three and believe that I would do one hell of a job with you and for you at this point in time in the city's future. And I thank you much for the opportunity to be part of the process.
Thank you, sir. We
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Yeah, that's a
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You're
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But I mean,
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Thank you.