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6. 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?

Some measures that we took to improve effectiveness is to implement a computer management
maintenance system. We operate and maintain the road system. It really enabled us to track the
equipment, the labor and the materials cost. Not only are we spending this money, but where are
we spending it. Everything had a location associated with every work order. That was very helpful,
when it came to answering questions. With I pretty good level of granularity. That works for us.
What we did from there - we had a very robust payment management system, so we could better
maintain our sewer system, that allows us to fix the system, to keep the system going. As it relates
to morale. We took our supervisors, who were working people - they were not necessarily college
material - but they were very good at their craft. We expected them to use a computer and enter
in information that makes sense. What we found was, with a lot of patience, encouragement and
training. Overtime the ones that were the biggest critics of the system liked the system because
they were able to go back and check their work. It wasn't quick. It took a lot of time. There were a
couple of iterations to go through to make it work right.

7. What is your experience working with mayors, elected officials, and their staffs? What insights
do you have about interacting with elected officials and working in a political environment?

I have an awful lot of experience - I do it every day. I certainly operate with Mayors on a more
regular basis, because their in the office more often. What I've come to find out - is most of these
folks whether they are right leaning or left leaning or somewhere in between, there is always
common ground to be found. They may have ideas about how things should be, but if I sit down
with them and have an honest discussion, more times than not they understand. As a City leader I
cannot be political. I have to make decisions and provide guidance on what I think is the best
course for the organization to go. I have a lot of interaction with State congressional leaders. I
have testified several times on proposed legislation that would either benefit the industry or that
would adversely impact the industry. We have a group here in Michigan called the Michigan
Municipal league for cities, villages, and townships. The MML helps us address legislative issues
that may benefit, effect local government. I happen to be the chair for the MML. So I have quite a
bit of interaction with our officials at the State level.

8. What is your experience working within a union environment/with a unionized workforce/with
union leaders?
At the City of Farmington Hills we have 6 bargaining units. I have been responsible for bargaining
with all units. We have two police unions, AFSCME, etc.. My negotiating experience is extensive
and was integral in negotiating those contracts. Settling contracts that were fair. Didn't give
everything that the unions wanted. Our biggest thing is that we don't settle on something that is
going to adversely impact council and the mayor and the City. Those are the things we look at
when we're vetting throught the requests.

9. This position will interact with managers throughout the City as well as other
organizations and individuals throughout the community. How do you evaluate whether