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adjusted. I like to look at the picture ­ several steps ahead ­ to think about all of the possibilities that might
happen. There is always a way to improve the efficiency ­ they can always come to me at anytime ­ we will
implement accordingly.

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

Managing proactively to make sure that is fiscally transparent ­ for cities that benefit ­ when I started this job I
always maintain 100% transparency ­ I will always inform "you" ahead of time. We make sure everything is
completely transparent. We have a clear policy ­ safety, liquidity, and yield. By doing that I am 100% sure that
protecting the City is the best interest and we have had no losses during the investment services. We have
been performing very well, we don't play with the market ­ if we need to deviate from the policy I will always
tell Julia ahead of time. There is 100% transparency in my program.

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?

I think that's a difficult questions for me to answer because I am not involved with the City's budgeting
process. I am involved with the budgeting forecast - I use the economic forecast to conservatively apply the
forecast into my model for the interest earning forecast. I don't try to create the numbers out of thin air - that
is one part of the budget that I am involved in. I am also serving on the retirement board - and we keep
everyone aware of the retirement budget and its impact. It is so severe and so dire that it could create a
problem for the City during the next economic slow down. I'm sure the City has some budgetary issues. My
involvement with City's budgetary issues - it has been so closely tied with the property tax - what can the City
do to try to safeguard itself by having a sudden budget shortfall - for most municipalities - I feel that the
budget development tends to be short sided - that can be troublesome.

Communication, Collaboration, and Personnel Management

7.In terms of communication, what is your approach when working with various levels of stakeholders such
as management, staff, and your direct reports.

My communication style is across the board open ­ I try to stay as transparent as I possibly can. With managers
such as Julia and Lisa ­ I tell them everything. We have biweekly meetings ­ I disclose all of the things I feel is
important for them to know ­ any kind of recommendations that I have ­ I also lay out the reasons ­ I will not
say anything just because. With my staff I want to be very clear ­ I have one on one meetings with them. I work
with all of my staff closely every day. I have transparency in communication as well. I'm also developing 18
meetings a month with my entire team ­ I do manage two separate programs that have very little overlap
between them ­ I think that the teamwide meetings have a benefit. And then help with the team to cover each
other. I also work on the retirement board with peers ­ I try to work with them to separate the tiers ­ I try to
promote my thoughts ­ and try to layout my reasoning ­ the information that I have ­ I try to convince them. Of
course, I want to hear what they thing ­ hopefully we can reach a common ground.

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?

Let me tackle the staff development and motivation ­ with my staff I always like to set goals for them ­ a
performance target ­ it's a conversation, not a demand ­ I will have them list out all of the performance
targets ­ and within a certain period that's the expectation for them ­ within a certain timeline ­ it's how they