G E O R G E L . K O R T H A U E R . . Petoskey, Michigan 49770 . . . . SUMMARY OF EXPERIENCE Thirty-plus years of service in local government, having gained extensive experience and expertise with: Unique communities – affluent, suburban and central, resort- and tourism-based economies; Organization structure – streamlining operations and out-sourcing with staff and union support; Capital projects - streets, sidewalks, utilities (water, sewers, electric), parks, trails, and buildings; Finance and budgeting – entrepreneurial approach with grant, tax-increment, and debt funding; Economic development – business support (one project doubled the City’s tax base); and Public safety operations – unified and combined police, fire, and emergency-medical services. RELEVANT EXPERIENCE City Manager - City of Petoskey, Michigan 1983 to 2009 Served for 25 years as the City Manager (chief administrative officer) of a mature, nationally recognized, waterfront, resort-tourism community with a year-round population of 6,100 within its corporate limits and a greater year-round service population with varying daily and seasonal populations, the result of the community’s role as a regional service center and as a traditional resort and vacation destination. Incorporated in 1895, the City of Petoskey is a home-rule municipality whose voters in 1916 adopted the council-manager form of government. It is governed by a five-member, non- partisan city council. At the time of my early retirement, the City’s annual budget totaled $28,400,000, with $6,500,000 set aside for capital projects and purchases. The City employed 70 persons full time and 40 part time. Responsible for daily operations, budgeting, and organization staffing, I appointed department heads and directed them in providing a full range of municipal services through a structure that included:
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G E O R G E L . K O R T H A U E R
. . Petoskey, Michigan 49770 . . . .
SUMMARY OF EXPERIENCE
Thirty-plus years of service in local government, having gained extensive experience and expertise with:
Unique communities – affluent, suburban and central, resort- and tourism-based
economies;
Organization structure – streamlining operations and out-sourcing with staff and union
support;
Capital projects - streets, sidewalks, utilities (water, sewers, electric), parks, trails, and
buildings;
Finance and budgeting – entrepreneurial approach with grant, tax-increment, and debt
funding;
Economic development – business support (one project doubled the City’s tax base); and
Public safety operations – unified and combined police, fire, and emergency-medical
services.
RELEVANT EXPERIENCE
City Manager - City of Petoskey, Michigan 1983 to 2009
Served for 25 years as the City Manager (chief administrative officer) of a mature, nationally recognized, waterfront, resort-tourism community with a year-round population of 6,100 within its corporate limits and a greater year-round service population with varying daily and seasonal populations, the result of the community’s role as a regional service center and as a traditional resort and vacation destination.
Incorporated in 1895, the City of Petoskey is a home-rule municipality whose voters in 1916 adopted the council-manager form of government. It is governed by a five-member, non-partisan city council.
At the time of my early retirement, the City’s annual budget totaled $28,400,000, with $6,500,000 set aside for capital projects and purchases. The City employed 70 persons full time and 40 part time.
Responsible for daily operations, budgeting, and organization staffing, I appointed department heads and directed them in providing a full range of municipal services through a structure that included:
Department of Finance - Fiscal management and general administrative functions;
Department of Parks and Recreation - Parks and special facilities, buildings and grounds,and leisure and sports activities, including maintenance of the historic, Victorian-eradowntown;
Department of Public Safety - Combined police, fire, and emergency-medical services;
Department of Public Works - Streets, sidewalks, and bridges; water production anddistribution; wastewater collection and treatment; electric distribution; engineering;building inspection; public-facility and infrastructure construction; and motor pool andfleet services;
Offices - City Assessor, City Clerk-Treasurer (included within the Department of Finance),and City Planner; and
Public Library - Services additionally provided regionally to other portions of EmmetCounty.
Under my leadership, the City of Petoskey’s organization was streamlined horizontally and vertically that reduced ten former departments to four, with all operations conducted within these general categories:
Finance – Assigned all administrative and “house-keeping” functions to this singledepartment, including duties of the Office of City Clerk-Treasurer (who jointly served asDirector of Finance);
Parks and Recreation – Expanded the role of the Department of Parks and Recreation tobe responsible for, in addition to “routine” parks-maintenance and recreation and sports
activities, all building- and grounds-related matters, including forestry, as well as
downtown-area services;
Public Safety - Dissolved former police and fire departments to establish a unified
Department of Public Safety, with complete cross-training of all personnel in areas of
law-enforcement, firefighting, and emergency-medical techniques, with transition
completed in less than five years, which enhanced efficiencies by increasing numbers of
persons assigned to these various functions without adding staff, reducing long-term
costs, and improving the ISO fire rating; and
Public Works - Revamped Department of Public Works staff classifications to reduce job
titles from 20 to five; altered functions through cross-training; and eliminated one-half of
positions, through attrition, with various traditional tasks instead being contracted that
provided for greater efficiency, higher levels of service, and major reductions in overhead
costs.
Accomplishments in planning, implementing, and completing major and complex projects included:
Street rights-of-way - Initiated a voter-approved, perpetual, tax-supported, right-of-waymain-tenance and improvement program that initially included reconstruction of more
than one-third of residential streets and sidewalks, as well as a comprehensive
streetscape-improvement and utility-replacement project along more than 20 face blocks
of the City’s historic downtown;
Water system - Developed eight new wells, installed miles-long runs of transmission and
distribution pipelines and their associated components, and constructed two storage
reservoirs;
Sanitary sewer system - Upgraded wastewater-treatment facilities, following expansion
of the sanitary-collection system, including construction of numerous lift-pump and
booster stations;
Electric system - Added two new substations and expanded of a third and replaced two-
thirds of conductors, reinstalling them from overhead to underground throughout the
system’s territory;
Parks, Open Space, and Trails - Redeveloped the City’s primary Lake Michiganwaterfront park, including linking it to its adjacent business districts and residential
neighborhoods, and completed bond- and grant-funded improvements within five other
lake shore and river valley parks, including trails, after successfully implementing a tax-
increment-financing program;
Special Facilities and Buildings - Guided planning for and oversaw development of
projects at a variety of specialty facilities that included marina, campground, winter-
sports, and athletic complexes, as well as construction of a City Hall and public-safety
complex, centralized public-works and parks garages, various buildings within parks,
refurbishing of a history-museum building, and construction of a new library - with only
the latter project requiring a tax increase;
Central Business District - Established a downtown development authority and, in
conjunction with the regional chamber of commerce, created a downtown management
board as both a financing mechanism and the administrator of downtown-area programs
and services, including installation and maintenance of street features and management of
parking facilities; and
Economic Development, Territory Expansion, and Revenue Enhancement - Was
responsible for negotiating all governmental and utility agreements that were associated
with the contractual annexation of Bay Harbor, a 1,100-acre site along five miles of Lake
Michigan shoreline -- where luxury homes, a championship golf course, two marinas, a
downtown-like commercial district, hotels, and conference centers were developed -- that
significantly expanded the City’s territory, increased its population, and more than
doubled its property-tax base.
In addition to enjoying good working relationships with officials of other units of local governments, community groups and organizations, my participation in activities outside the City’s operation included:
Intergovernmental Entities - Served as a founding board member of both the Harbor-Petoskey Area Airport Authority (consisting of two cities and four townships) and theCharlevoix-Cheboygan-Emmet Central Dispatch Authority (Michigan’s first multi-county9-1-1 system that then and now serves more than 70 public-safety and public-serviceagencies);
Statewide Associations - Elected as Regional Secretary and Regional Chairman for the
Michigan Municipal League (representing cities and villages in 21 counties) and to the
League’s Board of Trustees (serving more than 500 cities and villages); appointed to the
League’s Liability and Property Pool Board of Directors, serving as both Vice Chairman
and Chairman (providing self-insured coverage to 800 local units of government);
appointed by the Board of Trustees to the League’s Foundation Board (providing
education and training to local officials); and elected to the Board of Directors of the
Michigan Local Government Management Association (an affiliate of both the Municipal
League and the International City/County Management Association); and State Agencies - Appointed by State legislators to advisory committees for the Michigan
House of Representatives and the Michigan Department of Corrections.
After being asked by Allied EMS Systems’ eight-member Board of Directors in 2009 to assist with general management issues, I accepted the position of Chief Executive Officer on a consultant basis:
Corporation’s Purpose - Founded in 1999, Allied EMS Systems, Inc. is a not-for-profitcorporation that provided pre-hospital, emergency-medical services at the advanced lifesupport level.
Services Provided - Five local units of government, representing 50 jurisdictions inportions of five counties, contracted with Allied for staffing and personnel; budgeting,invoicing, and accounting; licensure and compliance; education and training; and fleet-maintenance services.
Operations and Phase-out - Allied employed 110 people and operated with a $5,000,000annual budget. With its contracted EMS operations phased out, it now provideseducational services.
Concurrent with performing general management consultant duties for Allied EMS Systems, I have and continue to work on a contractual basis as a Search Consultant for the Michigan Municipal League and served for one year as the part-time Interim City Manager for the City of Cheboygan, Michigan:
Search Consultant – Serve as a staff member consultant with the Michigan MunicipalLeague’s consulting group that assists its member cities and villages with mattersrelated primarily to personnel administration, with my involvement associated with thegroup’s executive recruitment-and-selection program, having recruited municipalmanagers; and
Interim City Manager - As part of a Municipal League assignment, served part time for12 months as Interim City Manager at Cheboygan, a Lake Huron waterfront communitywith a population of 5,300, a seven-member City Council, an $8,000,000 annual budget,and 30 persons on staff providing police, fire, public works (streets, water distribution,
and wastewater collection and treatment), parks and recreation, downtown, and cemetery services.
Assistant positions – Village of Glencoe, Illinois and Bensenville Park District, Illinois 1974-83
I worked for a total of nine years as an Administrative Assistant and Assistant Village Manager and Administrative Assistant and Assistant Park District Director in suburban Chicago communities:
Village of Glencoe – A fully developed, affluent, residential, “North Shore” suburb withan ethnically- and racially-diverse population, then numbering 9,200. One of only three“special-charter” cities in Illinois, Glencoe was incorporated in 1869 and was the state’sfirst municipality to adopt the council-manager form of government in 1914; it was thesecond Illinois city to establish zoning in 1921. A full range of municipal operationsincluded combined police, fire, and paramedic services; streets and sidewalks, waterproduction and distribution, wastewater collection, solid-waste hauling, engineering,building-inspection, and zoning; and an 18-hole golf course. In 1983, the Village had a$6,000,000 annual budget and 100 full-time employees.
Bensenville Park District - Founded in 1960, and governed by a five-member, electedBoard of Commissioners, the Park District’s jurisdiction included the entirety the Villageof Bensenville’s territory and portions of six other municipalities 20 miles west ofChicago. As a special-purpose taxing body, the District maintained 17 parks and severalspecial facilities, including a pool and a full-service, 36-hole golf course. It also offeredvarious recreation and sports programs, providing services to approximately 20,000residents. In 1977, the District had an annual budget of $1,000,000 and employed a staffof 20 persons full time and 120 part time.
EDUCATION
Master of Public Administration - Roosevelt University, Chicago, Illinois (Municipal
Management)
Bachelor of Arts - Western Illinois University, Macomb (Political Science)
PROFESSIONAL AFFILIATIONS
Full Member - International City/County Management Association
Full Member - Michigan Local Government Management Association
Michael W. Lamar
Madison, Georgia 30650
Experience
County Manager
July 2005 to present Morgan County Madison, GA
Management and Finance
Serve as Morgan County’s chief executive officer with over 180
fulltime employees.
Responsible for a $20,000,000 plus annual operating budget and a
$21,000,000 6-yr special purpose capital budget (from local option
sales tax).
Consistently lowered millage rate (currently 11% less than rate
upon arrival in/for FY2006).
During the worst economic crisis since the Great Depression,
Secured and maintain County’s first and only bond rating (AA+ from
S&P).
Administered changes of the County’s retirement system (from
defined benefit to defined contribution) saving 7.5% on $2.5 million
in unfunded pension liabilities.
Economic Development
Secured Mannington Mills plant expansion, new manufacturing
facility and warehouse project (400 new jobs for the community).
Created public/private partnership lease arrangement with Brand
Vaughn Lumber Company for usage of a portion of the redesigned
public safety complex for their operations to help offset facility
operating costs and provide jobs.
Responsible for the creation of a public-private agritourism
business collaborative including a farm-to-table restaurant, farmers’
market, high-end meat market, public passive recreation park, and
artisan studios with Kelly Products.
Capital Improvements and System Upgrades
Oversaw $20,000,000 public safety complex (i.e. jail, sheriff’s
office, fire station, dispatch center, etc.) adaptive reuse project
(land purchase, funds obtainment, and construction) of an old
compact disk manufacturing facility.
Oversaw purchase and renovation of $1,700,000 county
administration building.
Managed and completed multi-million dollar historic courthouse
renovation project.
Implemented federal surplus purchasing program for vehicles and
heavy equipment.
Secured funding for and oversaw construction of indoor aquatics
center.
Oversaw emergency (911) communications system upgrade.
Implemented open source accounting system changeover.
Negotiated purchase of a community wastewater system at almost
no cost to the County.
Intergovernmental Cooperation and Coordination
Created joint usage agreements with regional technical school,
local school system, and not-for-profit reading advocacy group for
technical school location and “Morgan Learning Center”.
Devised plan for, managed the drafting of, and secured cooperative
interlocal energy efficiency grant for the county, school board, and
a local municipality (EECBG-ARRA-GOV2010-152).
Drafted local option sales tax revenue analysis for revenue sharing
plan with area municipalities.
Key Service Improvements and Citizen Outreach Initiatives
Opened twice monthly “County Manager Office Hours” to meet with
the public (without an appointment and to discuss any topic).
Initiated countywide recycling program (including cardboard,
metals, plastics, and textiles)
Oversaw County’s website redesign.
Emergency Management
Responsible for Presidentially Declared Disaster (April 27, 2011
tornadoes) response and mitigation.
Secured Federal Hazardous Mitigation Grant for Georgia’s first
community tornado shelter.
City Manager
November 1999 to June 2005 City of Trenton Trenton, FL Management and Finance
Solely responsible for the day-to-day operations of a full-servicemunicipality (i.e. water, wastewater, police, fire, building inspectionservices, etc.) with supervisory responsibilities for all employees.
Created City’s first special assessment district for street and utilityupgrades.
Served simultaneously as personnel director, land developmentadministrator, chief financial officer, grant writer/coordinator, budgetdirector, information services director, legislative liaison, and riskmanagement director.
Created Tax Increment Community Redevelopment Area (utilizing theCounty’s levy) to reduce “slum and blight” and encourage economicdevelopment.
Successfully completed a myriad of commission and community initiatives(including but not limited to street improvements, water/sewer serviceexpansion and plant upgrade via CDBG financing, park improvements,downtown redevelopment via tax increment financing, annexationinitiative, etc.) without the levy of a city ad valorem tax.
Intergovernmental Cooperation and Coordination
Chief innovator of the public policy initiatives creating intergovernmentalprograms for countywide code enforcement and animal controgement
Served as the City’s primary response and mitigation (with FEMA) liaisonduring Hurricane Charley, Hurricane Frances, and Hurricane Jeanne.
Capital Improvements and System Upgrades
Managed construction of fire department facility.
Oversaw remodeling of city hall, police department, and water department.
Supervised construction of a municipal skate park.
Upgraded and replaced utility billing system.
Designed and established City’s first webpage and internal computer ne
December 1996 to October 1999 County of Volusia DeLand, FL
Provided policy analysis and implementation expertise to the CountyManager and Deputy County Manager on a myriad of intergovernmentalinitiatives.
Drafted County’s ecological, heritage, and outdoor tourism benchmarkingplan.
Drafted a jail usage and population study to determine trends in localdetention.
Served as County Manager’s Intergovernmental Liaison to the LocalGovernment Study Commission.
Responsible for the oversight of municipal service delivery to the residentsin the unincorporated county.
Worked on citizens’ forum regarding the usage of personal watercrafts onlocal waterways
Served in various response functions during 1998 Firestorm and workedon the drafting of the fire after action report
Responsible for the oversight of municipal service delivery to the residentsin the unincorporated county.
Worked on citizens’ forum regarding the usage of personal watercrafts onlocal waterways.
Served in various response functions during 1998 Firestorm and workedon the drafting of the fire after action report.
1994 -1996 University of Georgia Athens, GA M.P.A., Master of Public Administration (consistently ranked by US News and World Report as a “Top 5 Public Affairs Program”)
1990 -1994 University of Florida Gainesville, FL B.A., Bachelor of Arts (Political Science)
Awards, Professional Memberships, and Credentialing
2014 - 2015 Northeast Georgia Regional Commission “Local Government Administrator
of the Year”
2011 DeKalb Technical College “Investing In Dreams” Award Recipient
ICMA Credentialed Manager (since 2007)
Georgia City County Manager Association Member
Steven P. Norwood
Experience:
Chief Administrator Salary: $195,000
El Paso County, Texas
January 2015 to October 2015
Achievements:
Served as the County's first Chief Administrator, making El Paso County only the 9th county out of 254
counties in the State of Texas to create this position.
Successfully built a new executive management team, with budget oversight under my direction. Prior, the
budget function was administered by the County Auditor who reported to other elected officials, not the
Commissioners Court.
Developed a comprehensive strategic plan that outlined immediate priorities over the next year, with
additional goals for the next five years. This plan received unanimous Court approval.
Drastically changed the Court agenda process to make it much more open and transparent to the citizenry,
while also giving the Court additional days to review the packet so questions can be asked prior to, rather
than at the meeting.
Completed a major reorganization of Public Works in order to achieve desired results of street maintenance
with metrics, park maintenance with more accountability and an overall customer service focus.
City Manager Salary: $200,000
City of Round Rock, Texas
2011 –2014
Population – 110,000
Achievements:
Responsible for downtown development initiatives and capital projects which resulted in the purchasing of
strategic property to maximize return on investment and further the council’s strategic priorities
Assisted with legislation that enabled Round Rock to build a $23 million, 83,000 square foot Sports Center
for sports tourism. Opened on schedule and within budget
Developed and organized a successful $123 million bond program where all four propositions garnered
strong support from citizens
Successfully negotiated economic development deals with Bass Pro and Emerson, along with many other
companies- primarily health care related
Developed an award winning neighborhood services program that focuses on neighborhoods that are
struggling and typically older
Successfully negotiated contracts with Police that resulted in nominal pay raises, yet focused on benefits.
equipment and training
Developed an aggressive street reconstruction program that has unanimous council support and strong
backing from the community
City Manager Salary $150,000
City of Prescott, Arizona
2003 - 2011
Population – 45,000
Achievements:
Assisted in development and construction of city facilities, totaling more than $40 million – all with a “pay-
as-you-go” approach, including a downtown parking garage discussed by council for more than 30 years
Developed pre-annexation agreements for more than 15,000 acres – all for commercial, retail and
residential development
Successful passage of a hotel tax designated for increased support of the arts
Steven P. Norwood
Finalized a successful revitalization project in an under-utilized area, bringing jobs, sales tax creation and
services
Completed more than $200 million of capital improvements for infrastructure city-wide
Developed a succession plan for mid-managers titled “Rising Stars”, due to pending and upcoming
retirements
Rebuilt police department from “old guard” to progressive/modern department by utilizing technology,
community involvement and open communication
Planned a $175 million water importation project to serve as a 50-year water source
Created this consulting company, which specializes in local government management, strategic planning and implementation, executive recruitment, facilitation, and organizational analysis in January, 2002. Colorado clients include the Aspen School District, the municipalities of Aspen, Arvada, Aurora, Basalt, Carbondale, Castle Pines, Durango, Erie, Frisco, Glenwood Springs, Littleton, Minturn, New Castle, Rifle, Steamboat Springs, Superior, Telluride, La Plata County, Pitkin County, Mesa County, Summit County, the Colorado Municipal League, and CDOT. Affiliated with The Mercer Group in 2010, conducting nationwide executive searches and organizational consulting for local governments in the western U.S.
Performed interim executive management services for governments in transition.
Performed organizational assessments and developed performance objectives toimprove business systems, communication, and overall effectiveness.
Designed and facilitated retreats for governing boards and staff, which enabledthem to develop specific goals and implementation strategies for more effectivegovernance.
Performed multiple successful executive management recruitments for localgovernments.
Designed and directed complex public processes, resulting in better planning andincreased community involvement.
Provided leadership training for Mayors and Elected Officials.
Provided senior-level staff training to improve collaboration, teamwork and overallteam energy.
TOWN MANAGER August, 1990 to January, 2002 TOWN OF SNOWMASS VILLAGE Snowmass Village, CO 81615
As chief executive officer for this resort community, I managed the housing, planning, development, public works, public safety, finance, transportation, arts and recreation services. Responsible for implementing the policy directives of the Town Council and ensuring an efficient and healthy Town organization.
Managed several large-scale public projects resulting in $25 million in publicinvestments.
Constructed and managed $23 million in employee housing complexes that creatednew neighborhoods and added vitality to the community.
Developed Performance Standards and Annual Specific Objectives, therebybenchmarking employee performance and increasing organizational efficiency.
Improved employee morale by developing a new performance review system,updating the personnel policies and instituting recognition programs.
Facilitated two community-based planning efforts involving citizens, businesses,major landholders and corporations.
Successfully coordinated several General Obligation Bond elections resulting in anew public works operations center, new employee housing and crucial propertyacquisitions.
Developed a Town beautification program resulting in $4 million in stream, parksand trails improvements.
Supervised a three-year planning process involving public/private agencies thatresulted in a new ski area master plan and a multi-million dollar investment inmountain improvements.
Spearheaded a two-year community-based process to write a new ComprehensivePlan and Development Code.
CITY MANAGER February, 1987 to December, 1989 CITY OF EVANS Evans, CO 80620
Served this organization, which provides utility, development, public safety, finance, recreation and human services, as its chief executive officer. Directed and supervised all administrative functions of this full-service city. Assisted City Council with policy development.
Organized a joint water project that enabled six governmental agencies to developregional solutions to water supply problems, thereby improving their negotiatingposition and reducing potential costs.
Created $600,000 in grant revenue, which enabled improvements to the highway,parks and water systems.
Created an economic development program that established clear goals andobjectives, targeted specific businesses, and which resulted in job creation and anestimated 20% increase in sales tax revenues.
Developed organizational goals, instituted regular staff meetings, quarterlyemployee meetings and an employee newsletter that enabled greatercommunication and a healthier team environment.
Developed a low-cost employee incentive program that improved employee moraleand rewarded employees for innovative solutions.
Negotiated for a 40-acre park site which enabled the development of a natural parkand lake, thereby increasing park space by 200%, while saving the City $220,000
in land costs.
COUNTY ADMINISTRATOR/AIRPORT MANAGER June, 1981 to January, 1987 ALAMOSA COUNTY Alamosa, CO 81101
Hired as chief administrative officer for this county organization. Responsible for public health and human services, road and bridge maintenance, law enforcement, assessment and tax collection and records management services. Administered fiscal and personnel functions. Responsible for all media, public and intergovernmental relations. Served as County Emergency Preparedness Coordinator, directing training and disaster response activities on a countywide basis.
Also served as Airport Manager for the San Luis Valley Regional Airport (FAA certified). Directed all phases of airport operations, including contracts, budgets, grants, personnel and enforcement of applicable Federal Aviation Regulations. Served as staff representative to the Airport Board of Control.
Coordinated a successful sales tax election, which enabled the construction of a44-bed detention facility and law enforcement center, avoiding a multi-million dollar federal lawsuit.
Created $4,000,000 in federal funding for airport expansion and improvements bywriting a five-year grant and Capital Improvement Plan.
Increased airport revenues 10% by negotiating new contracts with a variety ofairport users.
Constructed a municipal sewer system, which enabled 200 residents to eliminatetheir cesspools, thereby improving the quality of the town's water wells.
Directed a flood control and river improvement project involving numerousagencies, which enabled the construction of $1,600,000 in river improvements, and saving more than $5,000,000 in potential property damage.
Developed a three-year road management program that saved $200,000 in annualmaintenance costs.
DIRECTOR OF COMMUNITY DEVELOPMENT October, 1979 to June, 1981 CITY OF ALAMOSA Alamosa, CO 81101
Joined this full-service municipal organization as a Department Head in charge of current and long-range planning, zoning, building inspection/code enforcement and grants. Administered all capital projects including water and sewer facilities, street improvements and park improvements.
Successfully managed a model neighborhood revitalization project that enabled aninfusion of $850,000 into a declining neighborhood, and improved the quality of life for the residents.
Developed the City's first housing rehabilitation program, which improved thestandard of living for the participants and increased the value of their homes.
Secured an additional $1.7 million in Community Development Block Grant funds
for another targeted neighborhood, thereby improving the City's image and increasing its assessed value.
Served as secretary to the City Planning Commission.
EDUCATION
University of Colorado, B. A. Degree, 1978 Majored in Urban Geography, with emphasis in Economics.
University of Colorado at Denver, Master of Public Administration, 1998
Licensed in insurance industry in CO.
AFFILIATIONS
Past President, Colorado City/County Management Association
