Board of Commissioners

1 CITY OF TREASURE ISLAND BOARD OF COMMISSIONERS SPECIAL MEETING WEDNESDAY, MAY 15, 2024 – 6:00 PM CITY HALL CHAMBERS 10451 GULF BLVD TREASURE ISLAND, FL 33706 MINUTES A. PLEDGE OF ALLEGIANCE The meeting was called to order at 6:00 p.m. and the Pledge of Allegiance was recited. B. ROLL CALL Present: 5 – Mayor J. Tyler Payne Commissioner Deb Toth Commissioner John Doctor Commissioner Bob Minning Commissioner Arden Dickey C. PUBLIC COMMENTS FOR NON-AGENDA ITEMS There were no public comments. D. ITEMS OF BUSINESS D.1 Selection of City Manager Finalists Doug Thomas, Executive Vice President of Recruitment & Leadership Development at Strategic Government Resources (SGR), commenced the search for a new City Manager on March 7, 2024. Out of the initial 14 semifinalists, 12 remained active candidates after an extensive screening process. Both Cary Vargo and Jeff Mihelich withdrew their application. 1. Angela (Angie) Stone 2. Brian Kelley

2 3. Charles (Chuck) Anderson 4. James Slaton 5. Kenneth (Ken) Griffin 6. Lawrence McNaul 7. Patrick Comiskey 8. Paul Brake 9. Robert (Rob) Hillard 10. Scott Moye 11. Taylor Brown 12. Thomas (Ted) Yates Mr. Thomas presented comprehensive backgrounds on each semifinalist for review and discussion by the Commission. Following deliberation, the Commission selected six finalists to advance to the next phase of the recruitment process. The finalists' resumes and cover letters were provided in alphabetical order as attachments to the agenda. The Commission's decision culminates in the selection of the top candidate, anticipated to occur at a Special Meeting on June 20, 2024.  Charles Anderson  Taylor Brown  Scott Moye  James Slaton  Thomas Yates  Patrick Comiskey – Alternate The Commissioners evaluated each candidate based on their management style, experience, leadership qualities, and alignment with Treasure Island's strategic goals. Further discussions and interviews with the finalists are planned to identify the most suitable candidate for the City Manager position. Following a 'Meet and Greet' session with the public, the Commission will proceed with interviewing the finalists for the City Manager position. Anticipated deliberations and final decision-making are scheduled to take place by June 20, 2024, during a dedicated Special Meeting. E. ADJOURNMENT Mayor Payne adjourned the meeting at 8:23 p.m.

A. PLEDGE OF ALLEGIANCE B. ROLL CALL C. PUBLIC COMMENTS FOR NON-AGENDA ITEMS D. ITEMS OF BUSINESS D.1 Selection of City Manager Finalists Anderson, Charles.pdf Brake, Paul.pdf Brown, Taylor.pdf Comiskey, Patrick.pdf Griffin, Kenneth.pdf Hillard, Robert.pdf Kelley, Brian.pdf McNaul, Lawrence.pdf Mihelich, Jeff.pdf Moye, Scott.pdf Slaton, James.pdf Stone, Angela.pdf Vargo, Cary.pdf Yates, Thomas.pdf E. ADJOURNMENT For any person desiring to appeal any decision made by the board, agency, or commission with respect to any matter considered at such meeting or hearing, he or she will need a record of the proceedings, and that, for such purpose, he or she may need to ensure that a verbatim record of the proceedings is made, which record includes the testimony and evidence upon which the appeal is to be based [F.S. 286.0105]. NOTE: Any transcript shall be requested and made by the individual requesting same at his or BOARD OF COMMISSIONERS SPECIAL MEETING WEDNESDAY, MAY 15, 2024 – 6:00 PM CITY HALL CHAMBERS 10451 GULF BLVD TREASURE ISLAND, FL 33706 MEETING NOTICE AND AGENDA

her own expense. Therefore, a court reporter may be desired or required accordingly. Any person with a disability who needs any accommodation in order to participate in this proceeding is entitled to assistance at no cost. Please contact the Office of the City Clerk in writing at 10451 Gulf Boulevard, Treasure Island, FL, 33706 or by phone at (727) 547- 4575 at least two working days prior to the meeting to advise what assistance is needed.

A. PLEDGE OF ALLEGIANCE B. ROLL CALL C. PUBLIC COMMENTS FOR NON-AGENDA ITEMS D. ITEMS OF BUSINESS D.1 Selection of City Manager Finalists Anderson, Charles.pdf Brake, Paul.pdf Brown, Taylor.pdf Comiskey, Patrick.pdf Griffin, Kenneth.pdf Hillard, Robert.pdf Kelley, Brian.pdf McNaul, Lawrence.pdf Mihelich, Jeff.pdf Moye, Scott.pdf Slaton, James.pdf Stone, Angela.pdf Vargo, Cary.pdf Yates, Thomas.pdf E. ADJOURNMENT For any person desiring to appeal any decision made by the board, agency, or commission with respect to any matter considered at such meeting or hearing, he or she will need a record of the proceedings, and that, for such purpose, he or she may need to ensure that a verbatim record of the proceedings is made, which record includes the testimony and evidence upon which the appeal is to be based [F.S. 286.0105]. NOTE: Any transcript shall be requested and made by the individual requesting same at his or BOARD OF COMMISSIONERS SPECIAL MEETING WEDNESDAY, MAY 15, 2024 – 6:00 PM CITY HALL CHAMBERS 10451 GULF BLVD TREASURE ISLAND, FL 33706 MEETING NOTICE AND AGENDA 1

her own expense. Therefore, a court reporter may be desired or required accordingly. Any person with a disability who needs any accommodation in order to participate in this proceeding is entitled to assistance at no cost. Please contact the Office of the City Clerk in writing at 10451 Gulf Boulevard, Treasure Island, FL, 33706 or by phone at (727) 547- 4575 at least two working days prior to the meeting to advise what assistance is needed. 2

AGENDA ITEM NO. D.1 Item Cover Page DATE: May 15, 2024 SUBMITTED BY: Jessica Zamora, Human Resources ITEM TYPE: For Consideration and Discussion AGENDA SECTION: ITEMS OF BUSINESS SUBJECT: Selection of City Manager Finalists BACKGROUND: This marks the third phase of the recruitment process. The search commenced on March 7, 2024, with interested individuals having until April 10, 2024, to submit their resumes and other relevant information to SGR for consideration. Semi- finalists were chosen on April 19, 2024, and proceeded to undergo a comprehensive background and screening process. The Commission will reconvene on May 15, 2024, to select the finalists POLICY/PURPOSE: Doug Thomas, Executive Vice President of Recruitment & Leadership Development at Strategic Government Resources (SGR), will join us on May 15, 2024, to present a comprehensive assessment of the semifinalists for the Commission to make an informed decision regarding the recruitment finalists for the City Manager role. STRATEGIC PLAN RELEVANCE: Administration Road Map; Goal 1: Develop, support, and retain a diverse workforce to serve the needs of the community; Objective 1: Encourage professional development and leadership opportunities to support a dynamic workforce. ANALYSIS/DISCUSSION: SGR began actively recruiting for a new City Manager on March 7. Out of the 14 semifinalists chosen on April 19, 12 remain active in the process. On this date, Doug Thomas will present a detailed background on each semifinalist for review and discussion by the Commission. At this meeting, the Commission will discuss the information provided on each candidate and select 3 - 5 finalists to proceed to the selection phase of the recruitment process. The resumes and cover letters of the semifinalists are attached to the agenda in alpha order. BOARD OF COMMISSIONERS AGENDA ITEM REPORT 3

FUNDING: . MOTION: I move to approve the following candidates for further consideration to fill the vacant City Manager position. ATTACHMENTS: Anderson, Charles.pdf Brake, Paul.pdf Brown, Taylor.pdf Comiskey, Patrick.pdf Griffin, Kenneth.pdf Hillard, Robert.pdf Kelley, Brian.pdf McNaul, Lawrence.pdf Mihelich, Jeff.pdf Moye, Scott.pdf Slaton, James.pdf Stone, Angela.pdf Vargo, Cary.pdf Yates, Thomas.pdf 4

Versatile leader, critical thinker, and strategist with proven record of business and financial acumen, human capital, and information technology experience. Change agent with collaborative skill set and decisive leadership style. Highly proficient in project, customer relationship, quality, data visualization and analysis, and process improvements. PROFESSIONAL POSITIONS AND EXPERIENCE Deputy City Manager, City of Great Falls, Montana 2017 Present Deputy Chief Executive Officer that assists in execution of all affairs of the City as required by law and other governing documents. Great Falls is a full-service community serving a population of 60,000 with 525 full-time equivalents (FTEs) across 17 departments, divisions and agencies. Prepares and fulfills annual $147M budget ($38M general fund); executes bonds, notes, and contracts as required Sagely executed City Manager duties numerous times; led staff meetings, work sessions, commission executive sessions, resolved HR/Legal/budget issues; teamed with Mayor to present at leadership forums Analyzed internal/external environments to prioritize and execute multi-department space analysis and relocation plan; secured buy-in, shifted resources and accelerated project delivery for 3-yr/$4M effort Guided city-wide effort to secure $10M Defense Community Infrastructure Grant to build $21M/45,000SF Aquatics/Recreation Center; involved in all project aspects, under budget, on target for June opening Successfully negotiated/developed solutions for 30+ labor and franchise agreements, contracts and developer complaints valued at $28M; commission priorities and /cost objectives achieved Efficiently completed 4-month analysis and methodology to elevate T division to a department, and collaborated with building/developer roadmap to fix development review function; data driven reports outlined prioritized action steps, obstacles, costs, and completion timelines Answered community needs; created PIO role within Neighborhood Council function, hosted 1st ever City 101 Citizen Academy, establishing 311 community reporting, and awarded $3M in community ARPA grants Led or co-led recruitment, hiring, and integration of 11 Director and Police Chief and Fire Chief positions Public Works Director, City of Steamboat Springs, Colorado 2012 2017 providing services for Transit, Engineering, Water, Wastewater, Streets, Fleet, Environmental and Airport divisions. Executed an annual $13M operations and personnel budget and $6M Capital Improvement Program Devised, proposed, and received approval to establish Community Development Engineering function; used Lean Six Sigma tools to streamline operations/develop efficiencies & received prioritized FTEs in 2017 budget Led team that formulated and project engineered an $11.4M downtown streetscape, utility, mobility and roadway overhaul. Proved concept and secured funding from governing body to execute 3-year endeavor Created P3 lease arrangement with Blue Sage Ventures Real Estate development for usage of a privately held park Over 2-years, crafted multi-option water lease strategy to fix wildland fire/drinking water redundancy issue; separately engaged Public Service Company & Colorado Parks and Wildlife; solution achieved Deftly handled and shaped core HR matters; Employee Assessment System, 2015 Compensation Analysis, Personnel Manual rewrite, Hostile Work Environment claims; issues resolved, personnel educated/held accountable, pay plan funded 5

Command Chief (Senior Director), Malmstrom Air Force Base, Montana 2011 2012 ballistic missile base. Directed activities of 4,000 employees with an annual budget of $95M, controlling $6B in assets Hosted Russian Federation Nuclear Inspection Team; collaborated across government agencies to screen requests against security requirements and federal law/treaty language treaty requirements satisfied Anchored multi-discipline team to Root Cause Analysis/8-Step Problem Solve financial system defect; reduced overdue vouchers to zero, saved $250K and 520 hours a year with new process Built logistics partnerships to complete 1,400 man-hour/$1.2M missile suspension system repair and replace program; deficit program brought back on track and completed 2-weeks early Command Chief (Senior Director), Joint Base Langley-Eustis, Virginia 2009 2011 Executive advisor to the Commander (CEO) at 1 of only 13 joint bases within the DOD. Directed the activities of 4,200 employees with an annual budget of $274M controlling $12.6B at two geographically separate locations Spearheaded Joint Base activation; evaluated, and competed requirements, consolidated personnel & services, and overcame integration issues to meet 274 criterion; opened 3-months early saving $17M increased patient capacity 3K; presented/awarded out year (3-5 yr) budget increases -- services expanded 15% Forged plan with Hampton, VA Mayor and staff to host the 1st Senior Leader Forum; reviewed and identified complimenting strengths to influence IT governance, zoning, and first responder challenges Other Military Experience Conducted FY10-15 force structure and future manpower validation; articulated at multiple forums and convinced DOD of needs; $4M budget approved, 40 positions transferred, surpassed original task by 10% Led 9-month/28 person effort to execute $2.8M Network Control Center renovation; finished 45 days early, saved $225K and garnered HQ Air Force Communications and Information Team Award Constructed IT blueprint and business case to win award of Global High Frequency Communications mission; fixed integration issues, secured 28 personnel and $4.5M to deliver Presidential C2 system Deployed and established largest middle eastern desert air base after the 9/11 terrorist attacks; led 157-person team to provide Gigabit Ethernet, Voice over IP, IPTV - benchmarked by HQ Air Force EDUCATION Master of Business Administration (MBA) - Executive, University of Mary Bachelors of Science, Resource Management, Troy University CERTIFICATIONS, ASSOCIATIONS, AND INTERESTS Project Management Professional Project Management Institute, May 2024 Executive Board Member, Montana Defense Alliance Executive Board Member, Great Falls Chamber of Commerce Military Affairs Committee President, Great Open Spaces City Management Association (GOSCMA) International City/County Managers Association (ICMA) Montana League of Cities and Towns (MLCT) Lean and Six Sigma for Environmental Professionals, Sustainable Cities Network 6

Charles V. Anderson 2701 4th Ave N. Great Falls, MT 59401 406-836-1002 April 8, 2024 Mayor J. Tyler Payne and City Commissioners City of Treasure Island 10451 Gulf Blvd Treasure Island, FL 33706 Dear Mayor Payne and Commission Members, With the utmost enthusiasm, I would like to express my interest in the City Manager position for the City of Treasure Island. But first, congratulations on opening your new City Hall last week and completing your three year vision for this facility; the community and city staff will only benefit by this commitment. Your City Manager position is an incredible opportunity to work with and lead an organization that aligns decision making and city wide goals as outlined in your Strategic Plan 2020- 2025. A city that has a quest for outstanding performance, high quality public services, and is guided by your bold actions is one I would be honored to lead. Humbly, I have multiple decades of highly successful military and local government experience that was built around missions, visions, and goals, and I believe my skills and experiences soundly align Throughout my careers, I have honed an innate ability to assess situations, introduce alternatives, and built clear consensus for solutions that achieve the desired goals. My personnel management skills are exceptional, having only been made sharper by years of experience, while my focus on continual professional development is a cornerstone of who I am. In fact, I am a persistent learner, and am sitting for my Project Management Professional certification in early May. My supervisors, peers, or subordinates often speak of my ability to build and motivate people and teams, allowing us to realize goals by pursuing high levels of performance and working collaboratively. For the past seven years, I have been the Deputy City Manager in the City of Great Falls, Montana, a cultural, commercial and financial center community of 60,000. In this role, I have taken advantage of tremendous opportunities to refine my local government management skills and build winning relationships across a community that has a desire for additional public services, but is hindered by a restrictive tax base. This restriction often drove the need for strategic thinking and planning, multi- tasking of competing requirements, finding efficiencies, and leveraging a highly-engaged citizenry to achieve results. For example, our natatorium was closed after a catastrophic façade failure, and I was key to our city obtaining a $10M DoD grant that was matched by a $10M bond funded by our community toward a $22M Aquatics and Recreation Center. We are under budget and on schedule to open in June. 7

Prior to that, I was the Public Works Director in Steamboat Springs, Colorado, a ski resort community, nestled in the Rocky Mountains. While there, I successfully negotiated with and teamed with developers, local land owners, and staff to jumpstart an $11.4M redevelopment initiative on Yampa Street. This 3-year revitalization effort launched the transformation of this area into a new dining, entertainment, and strolling hub that - . Relationships are y strategy for building a strong culture of trust is to treat a management team as my partner. I view my role as making sure they have the resources they need to make great things happen, and I am always happy to lend my time, whether just listening, brainstorming, or I make myself available to elected officials, meeting them in the way that works best for them. I believe that being open, honest and accountable helps build trust with commissions, the community, as well as the management team. Having previously lived in Okaloosa County while I was stationed at Hurlburt Field, I truly enjoyed livin Coast. After retiring from the Air Force, I have spent the last 12-years successfully navigating and leading local governments. I am very passionate about local government and the positive and productive impact a city can make on the individual lives of its residents. Thank you for your consideration of my application materials. Sincerely, Charles V. Anderson 8

March 20, 2024 Mr. Doug Thomas Executive Vice President of Recruitment & Leadership Development Strategic Government Resources P.O. Box 1642 Keller, TX 76244 Dear Mr. Thomas: I am writing to you to express my interest as a qualified applicant for the position of City Manager for the City of Treasure Island, Florida. If the Mayor and City Commission are seeking a proven public sector leader with executive experience known for breakthrough results, please consider my enclosed resume. I am a results-oriented manager with 30 years leadership experience in varying levels of local governments primarily in Michigan. In my most recent and previous positions, I have advanced municipal government services through innovative programs and grassroots collaborations in the community and surrounding areas. As my enclosed resume indicates, I possess skills in problem solving, financial acumen, and collaborative management. My track record demonstrates my visionary thinking, high energy, and ability to forge strong organizational relationships to accomplish important initiatives. Some of my accomplishments include: Oversight and management of the successful conclusion to the redevelopment and construction of ties and site. This included the replacement of the aging city hall and police facilities, construction of a new city park and auto parking garage without a tax increase. The completed project has now created a vibrant city center significantly increasing the number of downtown visitors. Obtained funding through voter approved ballot measures for public safety, roads, parks, animal shelter and older adult services. This included renewal and new funding for programs and services. Excellence in Economic Development Award from the International Economic Development Council (IEDC) for regionalism and Top Performing Community Awards by the University of Michigan-Dearborn for entrepreneurship and economic growth. Proven leadership in environmental initiatives, such as regional solid waste planning, local brownfield redevelopment and deployment of sustainable green technology. Significant infrastructure projects are managed on time and within budget. I am a well-balanced executive who succeeds by achieving results, while at the same time, building and maintaining positive relationships with everyone around me. Given the opportunity, I am confident in my ability to achieve similar financial and management results as the City Manager of the City of Treasure Island. Thank you for your consideration and I look forward to hearing from you. Sincerely, Paul J. Brake, ICMA-CM, CEcD Encl. 9

Paul J. Brake, ICMA-CM, CEcD 703 E. Bloomfield Avenue Cell (517) 927-4029 Royal Oak, MI 48073 pauljbrake@gmail.com http://www.linkedin.com/in/pauljbrake SUMMARY: Executive-level administrator with advanced degree and experience in leadership roles. Proven success in managing complex issues using tactful, patient and persuasive leadership and communication skills. Highly experienced local government executive with the following traits: Action oriented Fiscal stewardship conomic development focused Collaborative leadership Strategic planning/organizational development Relationship building PROFESSIONAL EXPERIENCE City Manager City of Royal Oak, Michigan May 2020 to December 2023 Population 59,006 Lead as a chief executive officer of dynamic change while overcoming a global pandemic. Royal Oak is a city full of opportunity and excitement located in the Detroit Metro area of Southeast Michigan. offers all of the quality-of-life amenities one would expect from a big city while retaining the comforts of a small town. The City Manager appointed by the city commission is responsible for planning, coordinating, directing, and executing all of g to law and policies. Responsible for appointing, supervising, and evaluating department heads who collectively managed 330 full-time employees, as well as 150+/- part- time employees through a total operating budget of approximately $220 million. Accomplishments: Oversaw the last phases of construction that resulted in the successful completion of a public- facilities and site. This included the replacement of aging city hall and police facilities, address parking needs and create a tax generating medical facility. The P3 has now created a vibrant City Center Complex and the new city park to benefit the community and entice visitors to downtown. Project was the recipient of the 2022 CREW Detroit Impact Award. Compiled and implemented a Responsible Contractor Ordinance. The policy is an effective method for awarding public contracts based on the best value that also provides additional information for policy makers about businesses when they are proposing to do work for the city. Collaborated with community leaders and environmentalists in completing and overseeing the -CAP). As a leader regionally and across Michigan, the plan is a guide and coordinated efforts in all aspects of city service delivery and investment to ensure the most sustainable, inclusive, climate-friendly options are implemented. Secured funding through a voter approved ballot initiative. This was part of a comprehensive package that included lowering certain tax rates and expired tax levies thus resulting in a small net increase as a new dedicated funding source. The new property tax collection includes funding for parks, animal shelter, and older adult services. This measure includes capital improvements for park facilities as well as matching funds for state and federal grants. City Manager City of Morgantown, West Virginia February 2017 to May 2020 Population 30,547 Charged with forward-thinking leadership as the Chief Administrative Officer (CAO) for a council-manager form of government in a dynamic community, home to West Virginia University, with a daytime population of greater than 70,000 (in an area near Pittsburgh, Pennsylvania). Directly oversaw ten (10) department directors who managed a workforce of 275 +/- full-time employees, through an operating budget of $37 million. Responsible for carrying out policy enacted by city council, overseeing the administration of the city, and maintaining inter-governmental, as well as university relationships. Also, tasked with carrying out economic development opportunities through the expansion of the Morgantown Municipal Airport (MGW), as well as redevelopment of key properties in the downtown and waterfront districts. Accomplishments: 10

Led a collaborative process to develop short and long-term objectives through a city council approved Strategic Plan. The final document includes recommended indicators and metrics to determine the successes and progress of the plan. Secured the largest private foundation grant in the city history ($4.3 million) for the redevelopment of an existing riverfront park and amphitheater. The completed project includes large-scale improvements to a waterfront area. Project was the recipient of the 2020 ABC (Associated Builders and Contractors) Excellence in Construction Award. Obtained three (3) Federal Opportunity Zones designations, approved by the governor, that have resulted in attracting a $7 million mixed-use commercial real estate development and a $14 million renovation of a boutique hotel in downtown. Oversaw the successful acceptance, by the FAA, of all required reports documenting the justification to lengthen the existing airport runway to retain commercial aviation, expand corporate aviation capabilities for local business growth, and improve safety for fliers. Director of State Operations Michigan SAFEbuilt, Inc. August 2015 to August 2016 Responsible for regional level delivery of community development solutions to 16 client communities throughout Michigan. Staff of 90+ and $7 million P&L. Served as primary strategist and coordinator of government relations activities in Michigan, serving as corporate liaison to state and local governments and government authorities. Also, managed the day-to-day operations of LSL Planning (a SAFEbuilt company), which provides comprehensive community planning, transportation planning and on-going municipal services to agencies across the country. Accomplishments: Effectively managed strategic legal response to a lawsuit as an interested party. Oversaw strategic implementation and processes to establish new rental housing inspection services in partnership with the City of Detroit. Directed an office relocation in Southeast Michigan reducing monthly rental cost by $100K over the period of the new seven-year lease. City Manager City of Grand Blanc, Michigan July 2011 to August 2015 Population 8,276 Chief Administrative Officer (CAO) for a council-manager form of government located in an urban/suburban area of Southeast Michigan (near Flint, Michigan). Oversaw a $9.5 million budget for 31 full-time and 10 part-time employees. To maximize effectiveness and efficiency, Grand Blanc contracts with vendors from both the private and public sector and those vendors who are responsible to the City Manager. The city is part of a larger community that shares municipal services serving 44,000 residents. Accomplishments: Recruited and negotiated two commercial building redevelopment projects resulting in over $4 million in property investments. Secured one of the top honors for regionalism and collaboration through the 2014 Excellence in Economic Development Award from the International Economic Development Council. Provided executive leadership for regional initiatives, such as the chair of the I-69 International Trade Corridor Next Michigan Development Cor