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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?

The City embarked upon an automatic meter reading program. There was a division
within the utility that read, repaired, installed, billed meters. The meter replacement
program going into an automated system was going to effect the efficiency of the
department but also had a huge impact on the workforce - you cannot forget the
workforce issues. I met with the union and explained the direction we were going and
why. Over a span of 3-5 years. We were committed to retraining the meter reader
employees so that the meter technicians and the new technology and the billing cycle
which was reduced to one month - there was a lot of opportunity for peoples' jobs to be
eliminated. There was a little hiccup about how we would transfer to that point - we
decided that the best way was to have a one class as a meter technician - the residential
would be at a lower level and they would advance to industrial and larger meter reading.
We committed to the training and committed to no lay-offs. As we lost employees to
retirement and transfers and things like that we hired a new workforce. It was very
successful and very beneficial to the organization.

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 recognized early on in my career, I will always have to deal with elected and upward officials. I
took it upon myself to be one, to see what it would be like to be an elected official. I was elected
to the school board, I was vice chair. It really helped me understand the dynamics, how can you
balance between representing your stakeholders but also leading them in some instances. In
order to do that as an elected official you need good information, simple, direct, honest. One
other thing I learned, is it helps me as a Director of a water department to build customer support.
If I go to the Board for something - it makes a huge difference. It really gave me a good insight
how to approach an elected official.

8. What is your experience working within a union environment/with a unionized workforce/with
union leaders?

I mentioned that when I switched to the drinking water industry. As an engineer I was part of a
union. I took it upon myself to try to be a union representative. I was a chair or a representative of
the union. I've negotiated collective bargaining agreements. When I became an unrepresented
employee, I had seventeen unions under me. Having built great relationships with the unions I
found it easy to navigate the environment. I'm proud to say, during those five years we never had
a successful grievance. We had a grievance process. It really solved the morale - that was very
important.