How are you doing there, sir?
Doing well.
Well, welcome to the, well, I hope it's not our new norm. And we appreciate you being on today. We got all our council members here, as you can see. We're all
smiling.
Yeah, we're smiling behind these masks, you just can't tell.
All right, all right, we'd like to meet each of you. I'm hoping you can hear me okay, and I apologize. There's a lot of, my office has a lot of natural light, so it appears a little dark. We have a little overcast going on, so hopefully the sun will come back out and light my office more, so.
Oh, no, you're fine. And, okay.
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If you, if you don't mind, could you just please take a moment, tell us about yourself and why you're interested in ‸ the city of Cocoa?
Okay, well, again, my name is Keith
moffitt
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where I was born and raised. I left here right after high school and went into the Navy. And at that time I was strictly going for educational purposes. I did about eight to nine years. You know, they say join the Navy and see the world, but the world is 95% water. So I bought my share of water and decided to come back home and finish my education.
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undergrad and fell in love with economic development. And they hired me as my first job out in economic development. I was the project manager recruiting new industry here into the city of Macon. Had a few successful ‸ projects.
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be feast to famine, depending on what's going on. From there, I was recruited to work for the state and work the 20 counties in the middle Georgia area with not just new industry, but also existing industry and entrepreneurship. Those are the three components of economic development and ‸ working with those communities. I thought I loved it so much and working with the elected officials that I thought I could be one. And
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which was some say a blessing, but I learned a lot being on the campaign trail and being there.
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join his staff and
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liaison between the mayor's office and city council passing all the legislation at the local level, working with all the departments inside of city hall. That's why I was internal affairs from there.
I
moved up to the assistant. We call it chief administrative officer, but now ‸ the
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a number of reasons.
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well. We got a lot of service to service delivery issues that we just couldn't agree upon. And from that, getting an example at that time, probably 30 or 40 years ago, the library and recreation would cost about the same. So the county took the library,
the
city took recreation, probably in fast forward to 2010
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the library is only 300,000 on the county expenses. So we had a lot of service delivery debate back and forth.
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At that time, being on the mayor's staff, I was afforded the opportunity to lead a department and the E-91 department working with public safety and very successful there. We will, in my first year,
we
was actually named E-91 department of the year here in the state of Georgia. But knowing that I wanted to come back to the county manager's office, I left for about two and a half years. I went to a smaller community just north of here, and I served as county manager there. Again, different set of politics going from a larger community to a smaller community, but
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basic principles and foundations in managing the day-to-day operations of the government. While
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gone, the county manager here left, and it afforded me the opportunity to come back, and I call this my dream job. And I've been here for the last two and a half years.
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mayor, and this mayor administration ends on December 31st of this year. We're currently in a runoff with the two candidates.
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when they do come to office, but I was talking with my wife, and we decided that I want to be in charge of my career and looking to see what opportunities are out there. And
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ago, I just looked on the website and saw what opportunities are out there and saw this beautiful opportunity here in the city of Cocoa.
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which I'm appreciative, even though
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with your process. And I put in my application and I'm talking to you today. I'm very honored to be selected to be one of your five finalists, and I believe that I'm looking for an opportunity to be where I can best be a good fit to the community to use the skill sets that I've been trained in ‸ county management, administration,
in
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all areas of HR, finance, public safety, economic development, and the day-to-day with solid waste recreation, things of that nature. I do know that every government is different. I consider myself to be a very flexible and open-minded individual who believes ‸ I can work with all people. In the Navy,
I
was on a submarine where we had to fix the problem there and deal with the people that were in front of us, and I've taken that into my career. Again, Keith Moffitt,
and
I look forward to answering your questions this evening.
Thank you, sir. Appreciate that. We're going to have our first question now. Let's come from
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Good evening, Mr. Moffitt.
Good evening.
The question that I have is, what is your ideal plan to spark growth and development in our most impoverished areas without displacing the current residents?
I believe any ideal plan for working with areas of concentrated poverty would be depending on the people that are already in that area to identify what the strengths are.
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where we work with communities, work on the ABC, asset building communities, where we looked at the assets in those communities and ‸ found opportunities on how we could grow them. Everything from vacant buildings that can be turned into some type of community use to taking down dilapidated housing, which we know that
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What partners we could have to come into the community, such as the higher ed entities in the community. They can come in and do some type of workforce training. I believe personally that every answer, every question, education is the answer. The more we can educate individuals in a community, the better off they will be. So if given the opportunity, I
would
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start there with looking at what the assets in those particular areas are. And again, they will vary from community to community or from neighborhood to neighborhood. Most neighborhoods have a historic or some type of identity that they don't want to lose. And I think it would be unfair to go in and try to change that makeup of that neighborhood. So it's very important to work with the citizens in that neighborhood to see what it is they want and then how we can build upon the strengths that are already there. So that's how I would look at doing any type of growth initiative in an impoverished neighborhood.
Thank you. Thank you, sir.
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have
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Hey, Dr. Moffitt. Thanks for being here. My question is, how do you vision
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What would be your plan for meeting and starting your relationship with your ‸ staff?
Well, again, I told you I consider myself a people person. So it would be going around and ‸ really meeting them where they are talking ‸ about their history, their experiences, asking them what they envision of their role
in
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working with me would be seeing what their strengths and opportunities are identifying areas that we can definitely find some low hanging fruit from day one. So, again, institutional knowledge is very important
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meeting
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the people who are the decision makers, the ones that are out front and
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Knowing who those people are and go ahead and working on those relationships, building those bridges,
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I do believe in clarity of communication to get the ball rolling.
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setting out what the agenda will be and how we move forward and identifying one, how
we're
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going to communicate that and how
we're
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going to measure it?
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So I would just take day one and just go from there.
Thank you so ‸ much.
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Good evening,
Kate.
Good evening, sir.
What
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strengths do you bring that will contribute to meeting the expectations of this position?
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One, as I mentioned earlier, I'm very open minded and flexible. I believe that there is no one way to do something, but I do believe that there is a wrong way to do something. And my goal is not to do it the wrong way. That because we work in a community with very different personalities, goals and objectives, it's very important to bring all that to the table. So I believe in collaboration is one of my strengths of working with people. Again, open minded, flexible. But I also believe one of my greatest strengths is that I'm a strategic thinker. I try to think of all aspects of the box and even outside of the box to try to make sure that I give the leadership all the options they need to make the best decision. Again, my job is not to make the decision for you. My job is to give you all the information and then carry out the decision that you make. So from that, my last strength, I
would
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say ‸ that I'm an executor. I believe in getting the job done and moving forward from there.
Thank you very much.
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Hey, good evening, Dr. Moffitt.
Good evening, ma'am.
Thank you for your interest in Coco. My question is, do you have, can you share with us an example of where you have had to be courageous or advise your consult, push your consult to be courageous on a decision?
‸ I understood you sent a question as a kind of example of why,
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Yeah, an example of where you've had to show courage or you've been in a position to guide your Council to show courage to do the right thing or to get something done.
Oh, we're doing
that
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every day right now with the pandemic and the data changing every day. Today, we've had to make the decision of how do we go from what we did,
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Phase one, depending on the five day average of ‸ more positive cases. So we decided that we would have a trigger point of five days, 15 or more cases will take us from phase one to phase two. Back in March, the state of Georgia, pretty much the whole month ‸ of April, decided to pretty much go into a shutdown, much like most of the country. Since we come out of that shutdown, we are struggling with what is the proper balance of having people out in the community, especially in public facilities. Today, we've had to make the difficult decision of closing down parks and rec centers, where the indoor rec centers are already closed, but then closing out things that are already scheduled for rentals, like our pavilions and our larger event space areas. Again, that's called a lot of phone calls to me through the office, ‸ even on my personal cell phone of how we are trying to flatten the curve by trying to discourage mass gathering. And again, that takes a lot of courage because again, we're not medical doctors. You could find a report either way supporting. I give you an example. I see all of you in face masks. I've watched the news about the increased number of Florida,
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The mayor, my mayor currently did an executive order urging face mask, but
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Is the sheriff willing to have his deputy's right tickets? And do we find people for violating not wearing a face mask? So again, it takes a lot of courage to make these decisions right now because you have people for and against it. But at the end of the day, we all want a healthy community
but
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we kind of kind of view it differently as far as what we want.
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do their graduation ‸ ceremony in May.
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recently we've had a significant increase in positive cases. We're probably going to have to tell them they can't do it on this Friday. That's going to hurt a lot of families that were looking forward to that ceremony.
That's
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going to take courage to do that
So
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my job in this is advising my commission members on here's the data.
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the numbers are increasing. And we decided on what that trigger number was. And once we reached that trigger number, now we need to enact the things that we say we want to do.
Thank you.
Thank you, sir. Appreciate that. And just one last question.
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the difference between a good manager and a good leader?
How you execute and operate. A good
leader's
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job is to explain the vision and influence people to accomplish that vision. A good manager is all about the process and making sure that the details are taken care of and that the order is being followed, the policies, the procedures, are being followed and proper issues are being addressed. Leadership is going back to getting people to go above and beyond where they probably think their limits are. A good manager is getting people to follow the process, follow the procedures and execute in accordance to those guidelines.
Thank you, sir. Appreciate that. And in closing, could you just anything else that you might want to talk about or let us know?
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Just
well as a person that has interviewed numerous people throughout my career. I noticed I know that one of the things that you always need to do ‸ an interview is make sure that the people interviewing you know that you want the position. Again, I told you earlier about why I was even interested in making sure that, you know, I'm just looking out for for my next step in my career and finding a community that I feel I'd be a
good
fit for.
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next city manager. What are you looking for in your next city manager? So I can make sure that I address my quality and they line up to what you're looking for.
Thank you, sir. I appreciate that.
He asked you a question.
I'm looking for a strong city manager,
very
strong city manager that can make those tough decisions.
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the with the council given direction that understands that we're the policymakers. We're just not a little figurehead. They're sitting there just dangling around that we have the answer to the residents of our city. And so that's what we work for. That's who elected us ‸ office. And then we when we pass those those concerns and issues on to the city manager, we just I'm looking for a city manager.
that can implement those if it's the will of the council, you know, the majority of
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a
term I'm trying to use? It's just uh that
he can implement those and move forward doing that without any... um any um Diversity.
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I'm looking for, just a strong city manager, very strong city manager.
well I can assure you that my strength comes from paul from from the policy that would be outlined, that I should be able to come to
you
at the end of the day
saying
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that
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These decisions were made in accordance with the strategic plan. I even try to go so far to make sure that all expenditures can be matched up to something that's in the budget. um We take a lot of time creating budgets, approving budgets. And so, ‸ it's very difficult to to justify when we make an expenditure that's outside of something that was that that was not discussed during the budget. And so, in in in finding strength in my position, I think it comes from what is outlined in ‸ strategic plan, what you have approved in the budget, and what policy you have adopted.
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I feel comfortable sleeping at night, that every decision I made, it I can back up uh
via
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that. Thanks for um coming on and um answering our questions
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‸ All right. Thank you for having me again. And again, hopefully, if I'm blessing this opportunity, I would love to meet you in person.
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