Retired in January 2015 after 29 years of city management and 35 years of government service. Currently teaching, training, consulting, coaching and mentoring within the profession.
Adjunct Professor, USC Sol Price School of Public Policy, 2016-18
Guest Lecturer, University of San Francisco and San Francisco State University MPA programs
Senior Partner, Management Partners, management consulting to local governments, Present
Director, HdL Companies, revenue & econ. development services to local governments, Present
Director of Training, Center for Public Safety Management, LLC, 2016-Present
Senior Fellow, Davenport Institute for Public Engagement and Civic Leadership, Advisory Council, Pepperdine University, 2010‐Present
Consultant, “Home for All” – San Mateo County, community engagement for housing, 2017
Instructor, Stanford Local Government Summer Institute, 2015-2018; California Commission on Police Officer Standards and Training (POST), Executive Development Course, 2017-2018; and Pepperdine School of Public Policy Advanced Public Engagement Workshop, 2017-2018
Consultant to Local Governments: team building, strategic visioning, council workshops, and leadership development – Cities of Napa, Palos Verde Estates and County of Marin, 2015-17
CITY MANAGER OF SANTA MONICA, CA Los Angeles County 1/2010‐1/2015
Managed an 8.3 square mile world class beach city with 250,000 daytime population. This full service city operates its own police, fire, general aviation airport, regional bus system, refuse and recycling service, housing & economic development, library system, public works, advanced technology, sustainability, cultural and community development services. Santa Monica has 2,200 full time employees and a $576 million budget.
Built an exceptionally strong Leadership Team. Every City department improved service levels based on objective metrics.
Enhanced financial management through two year expenditure control budgeting, surgical cost‐cutting, Measure Y approval, strengthened reserves, $30 million pay down of pension liability, and maintenance of the City’s AAA bond rating despite the loss of redevelopment.
Provided unparalleled financial support for local schools and developed excellent working relations with Santa Monica‐Malibu Unified School District and Santa Monica College.
Advanced sustainability, including 77% diversion of waste from landfills, 40%+ reduction of imported water, bans on leaf blowers and plastic bags, 14% emissions reductions below 1990.
Human service goal attainment: 5 Star rating for Library system, 20% reduction in homeless in five years, expanded senior services, 100 free cultural events annually, 38% affordable units in new housing and $1 million Bloomberg prize for the Wellbeing Project.
Constructed 10 large scale, award winning capital projects and completed 85% of the $1.6 billion Phase 2 Expo Light Rail extension from Culver City to Santa Monica.
Established Office of Emergency Management; Fire Dept. achieved an Insurance Service Office (ISO) Class 1 status; Crime reduction to lowest levels since early 1950s.
Substantially improved infrastructure maintenance and dramatically improved response times to citizen requests for service (averaged 5 day closeout of 64,000 citizen requests per year).
Nationally recognized for the fastest broadband service in U.S. (100 gigabit CityNet), rapidly expanded free WiFi service in city area; synchronized 90% of traffic signals.
Improved mobility through state‐of-the‐art Transportation Management Center, over 45 miles of new bike lanes, and 11 million riders/year of 100% alternative fueled Big Blue Bus.
Upgraded internal training and organizational development, including establishment of the Santa Monica Institute, and advanced civic engagement, such as the People’s Academy.
CITY MANAGER OF POWAY, CA San Diego County 1/2006‐1/2010 Population 51,000
Managed a 39 sq. mile city located twenty miles northeast of San Diego. Services included public safety (contract law enforcement and city fire service), public works (including water, sewer and storm water utilities and 13 parks), development services, redevelopment, and community services. Administered an $80 million combined budget with 306 (FTE) employees.
Set prudent fiscal course through combination of cost allocation and recovery, lean staffing, and process streamlining, while maintaining services, infrastructure, reserves and positive labor relations.
Developed award‐winning workforce housing using green technology and introducing sustainable best management practices into City operations.
Managed aggressive two‐year 71‐project capital improvement budget of $45 million to significantly upgrade critical infrastructure. Led major reinvestment in technology.
Concerted disaster planning and preparation paid dividends in the 2007 Witch Creek Fire.
Community policing, gang prevention and traffic safety resulted in the lowest crime rate in SD County.
CITY MANAGER OF SAN RAFAEL, CA Marin County 6/1996‐12/2005 Population 58,000
Managed a full service 22 sq. mile city located 17 miles north of San Francisco. Services included police, fire, public works, planning, library and cultural services, recreation and childcare, 20 parks and abundant open space, management services and redevelopment. Administered $64 million combined budget and oversaw 450 FTE employees.
Redeveloped downtown with office, retail, housing, entertainment and cultural uses: 1 million sq ft office, 500,000 sq ft retail, 500 housing units, and independent film center.
Employed multi‐year performance‐based expenditure control budgeting and reporting.
Advanced community policing and code enforcement. Part 1 Crime reduced 23%. Initiated
Health & Safety Team to address problem locations and behaviors.
Enhanced safety, quality of life and community pride in new immigrant neighborhood of 12,000.
CITY MANAGER OF MONROVIA, CA Los Angeles County 10/1991‐6/1996 Population 39,000
Managed a vibrant and diverse full service 16 sq mile city in northeast Los Angeles County, with police, fire, community development, public works, parks, utilities (water & sewer), recreation, library, administrative services and active Redevelopment Agency. Managed $29 million budget, $14.5 million Redevelopment Agency budget, and 253 FTE staff. Monrovia was named an All‐America City in 1995 by the National Civic League. Its Community Activist Policing was honored as one of the ten most advanced community‐based policing programs in the nation.
ASSISTANT CITY MANAGER OF WALNUT CREEK, CA Contra Costa Co. 1/1986‐9/1991 Population 64,000
Duties included economic and organizational development, policy analysis, and risk management.
Other Positions Held Before 1986:
- SENIOR MANAGEMENT CONSULTANT Deloitte, Haskins & Sells, San Francisco, CA
- ASSISTANT DEPUTY FOR OPERATIONS Boston Housing Authority, Boston, MA
- CONSULTANT Wasserman Associates, Inc., Boston, MA
- VISTA Volunteer Children’s Rights Group, San Francisco, CA
Harvard University, Kennedy School of Government, M.P.A.
Harvard University, Graduate School of Education, Ed.M.
Yale University, B.A. Economics & Political Science, magna cum laude
▪ West Coast Vice President, International City/County Management Association (ICMA), 2012‐2015 (Chair, ICMA Task Force on Leadership)
▪ Vice Chair Institute For Local Government, Board of Directors, 2004‐2007, 2012‐2018
▪ “State & Local Government Review” Editorial Board 2015-2017
▪ League of California Cities – Board of Directors 2007‐2009;
City Managers Dept. President 2005-2006
▪ League of Cities Pension Reform Committee Chair, 2006‐2012
▪ City Manager in Residence: Stanford University Haas Center for Public Service, 10/2014; Pepperdine Graduate School of Public Policy, 3/2011; Cornell Graduate School of Public Affairs, 10/2010; and USC Graduate School of Policy, Planning and Development, 10/2008
▪ Poway Community Leadership Institute, Founding Director and Instructor 2006‐2010
▪ Continuing Education: Senior Executive Institute, University of Virginia 7/2002, Berkeley Executive Seminar, Goldman School of Public Policy 7/2001, Stone & Youngberg Fellow, Executive In Residence, UC Berkeley, 2000
▪ Adjunct Professor, MPA Program, San Francisco State University, 1997‐ 2005 and
Graduate Center For Public Policy, California State University Long Beach, 1992-1996
▪ President, Friends of San Rafael (community nonprofit corporation) 2002‐2005
▪ President, Marin County Solid Waste and Hazardous Materials Authority, 2001‐2003
▪ Public Integrity periodical Editorial Board 2000‐2003.
▪ ICMA Credentialed Manager 2008 ‐ Present
Authored 14 articles for Western City, Public Management, Governing, Public CEO & Public Risk magazines
2017 ICMA Distinguished Service Award
2015 Santa Monica Chamber of Commerce Individual Excellence Award
2015 Commendation by NAACP Santa Monica Venice Branch
2014 Cal‐ICMA Ethics Hall of Fame Award
2014 Commendation by Santa Monica Board of Education & District, Education Foundation, Council of PTAs and Community for Excellent Schools
2011 Wes McClure City Manager of Distinction Award
2011 California State PTA Honorary Service Award
2011 Santa Monica Jaycees Outstanding Supporter Award
2009 International Communicator Awards ‐ Gold Award of Excellence
2008 South Poway Residents Association Community Leadership Award (first recipient)
2004 City Managers Department Award for the Advancement of Diverse Communities
1996 “Citizen of the Year” Community Service Award from Monrovia Chamber of Commerce
1994 Monrovia Community Service Award
1991 “Outstanding Assistant City Manager” Award from Municipal Management Association of Nor Cal