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towards a café that will be a training ground for youth. level, tracking the programs that are in place, testing kindergarten readiness at story times, piloting a
Parks: does not have as much experience; parks are managed by public works in Stockton, one of the program called Leana, parents get a device that the child wears and records the words child hears,
greatest challenges was the need to strengthen the relationship; landscaping was contracted out, had information is transmitted to data base that tracks child language development (partnership with a
to engage with PW b/c there was no distinction between fields and just mowing the lawn, was university); metrics with the promise zone, all measuring the same things now, get the group numbers
included in the contract selection, his sports staff was involved; he is often referred to as the parks which is more impactful; also working through library and rec strategic plan, library already had one,
and rec director by citizens because he has the users; they have a soccer complex that was not in he created the one for rec (themes he set and then his staff set the objectives and review process,
good place, has been turned around since he began managing the relationship with PWs; golf course, earning a reputation for excellence, building youth ladder, telling our story)
golf is declining, decision to lease out the golf course, turn the second property back to the city to 7. Please describe a project in which you played a major role in creating pathways for improvement
turn into a parkland 200 acres, he is part of the planning process for those in your community.
Community Engagement: believes Stockton has come a long way but needs to embrace community
engagement at a higher level and not just holding public meetings to say they did; has put models in Pre­Promise Zone example, South Stockton is an area of focus, worked with Mayor and South
place to measure achieving good engagement, including the right stakeholders; we have the Stockton committee to help improve outcomes for people of that area; the first few meetings was
resources and personnel to do what the community wants, some areas don't have the connection to thinking about his role as a leader and his awareness of how the City has perpetuated some of the
the departments, find the people who already have the connections and are the neighborhood issues, went in to sit and listen, he was a new transplant, asked a lot of questions, understood the
leaders and draw them in. Was going to set up a micro library at the senior center and his staff had landscape better; there had been violence in one of the neighborhoods, the meeting was coming up
not done the due diligence, unbeknownst to him, Council was going to address it and there were for that neighborhood, it was his turn to facilitate, he kept in mind that his role was not to talk but to
angry citizens so it was put off, he was at the second meeting and decided to take a listening ensure all the voices were heard; the meetings became coordinated with the promise zone work,
approach, faced the community and listened to the public comment, the issue was that they wanted asset mapping with the community, locus of influences, and where the programming was happening,
many things at the center that the library couldn't do but that other programs could address and they set the stage for directing funding.
needed to know that 8. Please describe your experience in evaluating technology and operational procedure utilized in a
5. Tell me about the riskiest or most difficult management decision you have made in recent years. City department and your approach to implementing change, if needed.
What was your thought process that led you to move forward? Would you do anything differently
today? Technology isn't going to solve all the problems, it's a tool, need the right tool and need to use it the
right way; the best technology reduces workload so people can focus on services, and increases
Two examples: 1 would have done something differently, the other went well. 1) was with the city capacity in case you need to be leaner. Never had a public facing rec software program, members of
2­3 years, the City wanted to get out of the Golf business, he was supposed to come up with the the public who's kids wanted to attend programs had to go to a center to sign them up, he felt that
strategy, should have cautioned the Deputy CM more because of the community concerns; meeting was very inefficient; people are busy, both parents are working, kids are active in all kinds of
with citizens blew up and there was even an effort to recall the mayor, an inexperienced Council scheduled activities, how can we make the programs accessible and eliminate "one more thing to do";
member tried to have a town hall but wouldn't take any questions; the members of community were also did the same thing in the library, had RF id technology; have to be aware that this is a culture
upset about how it was all handled; he had limited control over the situation but knew he needed to change for the staff and the public, public tends to adapt better; have to use basic change
jump in and help correct, worked with Mayor on creating a citizen's advisory committee, information management techniques, it's not easy but moves towards something that adds value.
sharing, included locals on the RFP panel so that residents would have a say, in a month agreement
going to Council; back on track now; lesson learned is to speak up with he thinks there is a real issue 9. Please describe the roles in which you have had a relationship elected officials, and what your role
and when things don't go well, no blame game, just fix it and there is always a way to solve the was in those examples. Can you provide an example of when you have had to research a regulatory
problem. 2) Micro library program was a bit risky, was born out of there being a closed library the item and present your findings to the Council, Board, or Mayor?
citizens wanted to reopen, there was no money to reopen it; Council was pushing to reopen; there
was a community center that had a "reading room" that was a glorified closet; wanted to transform 1) had to do significant City ordinance cleanup; served the arts commission, there were 24 people and
that center into a space that included programming and computers, spent 5­6 months readying the was unwieldy, had lost most of their funding, lots of people who wanted to do things that couldn't be
space, in 1 month had 12,000 visits, program skyrocketed, there is homework help and after school done; was messy; spent a year talking to the commission about tightening things up; researched other
story time, after the tax measure did reopen the library; the micro­library model took root and are arts commissions and rewrote the ordinance to reduce number of commissioners, developed strategy
now opening the 3 . with them; presented to Council, Commission was ok with the process and was successful in the end
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6. Please describe your experience in coordinating, tracking and reporting out on the implementation 2) Strong communities measure (M salestax), when measure was passed had to come up with a 16
year plan for expenditures, documented all the capital projects, operational costs, staffing, increases
of organizational goals, objectives, policies and procedures. in wages and retirement, etc. Did this in concert with the City's financial plan because of the
bankruptcy; was presented to Council for the first time a year ago, year 2 looked somewhat different
The City has some work to do in this area; the statistical reporting on libraries was pretty good but not and had to present a second version that was less rosey; Council understood. has to be presented
the rec side; has worked on creating process and making sure the definitions are in place; good at every year before budget. What they did differently with budget this year is that they went to the
measuring what they are doing and now moving towards outcomes, instituting more evaluative deputies and asked them to focus on demonstrated need; was able to get a clear understanding of
elements for the public to give them a sense of how they are doing; focused on 3 grade reading ongoing perceived needs and clarity on one time needs
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