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There needs to be procedure and guidance for a staff member to follow through. There is a possible structure
to make sure everyone is uniform and efficiency. Eventually, everyone within the unit or within the
organization ­ everyone will be looking at the job in order to understand. Everyone needs to learn how each
person is doing. I'm a firm believer in working in the efficiency that everyone can understand.

5. Describe your experience in proactively managing the financial programs of an agency to ensure
fiscal transparency, stability, and efficiency, and to protect the agency’s financial resources.

As a revenue supervisor I had to address the revenue audit issues. Having transparency is a crucial item. I think
the separation of duties is important. Sometimes it's not easy to separate duties. If there is no separation of
duties it means there's a risk. It also creates the opportunity for anyone to do anything that should not be
done, so I look at the resources we may have ­ having the separation of duties as much as we can ­ that's a way
to protect the assets as much as we can. Also, having a clear understanding as to what we should be doing.
The staff members ­ that could be a huge issue in that case. There may not be any faults ­ the loss of any
revenues­ not being able to record them properly ­ and then recognizing them ­ showing the inefficiency ­ it
may look like we have lost some of the agencies assets in that sense. Having training the staff in the proper
duties is going to be the most crucial. In terms of being transparent ­ the managers need to be able to see
what is happening in their day to day operations ­ and be able to control issues before they become out of
control.

6. What is your assessment regarding current public budgeting/funding issues that the City may be facing
and how do you think the City could best respond to these challenges?
Have been dealing with the cannabis industry- providing adequate controls - is going to be very challenging.
Really controlling the community and the budget in that sense.

Struggled to understand this question.

Looking at the City of San Jose - there are some issues with

Communication, Collaboration, and Personnel Management
7. In terms of communication, what is your approach to working with different levels of stakeholders such
as management, staff, and your direct reports.

Communication style ­ I don’t really make a huge distinction between communication styles. If I was talking to
a staff member ­ it is probably around what they would like to do. So ­ it would be a little different than when
I'm talking with executive members ­ it is just a matter of the overall process of looking at the big picture­
talking to the executive members more ­ answering their questions around what they want to know ­ it really
comes down to the people based on the interest of what they want to see ­ my style is that I tend to listen
first ­ I make sure that I understand if they really want to listen. I don't tend to go around, if they want to know
the "A" then I give them the "A". I am very direct. My styles are that I don't really have a lot of small talk, I may
do a little bit of icebreaker conversation, but I'm really going to into the weeds of what we want to talk about.
Just get to the point and we will be done so we can move on kind of stuff.

8. Please describe a situation in which you had influence on increasing the effectiveness of a team of people
or a department. What measures did you take to contribute to employee motivation and staff
development?