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Then there is the external focus. I think I've brought 1,500 items to Council and had all but one
approved. A lot of it is working, preparing, making sure that items that come to Council are well-
thought out. Understanding the politics. A lot of my job has been to make sure that I have the
political awareness. What I can bring to Council, and then beyond that it is working with other
partners in the region. I have had some really good success working with partners. In San Jose and
Sunnyvale our biggest partner was the Santa Clara Water District. We did major projects with
them. I spent time going to their board meetings, and working out agreements and partnerships
with the major partners. As the Director, I was pretty hands-on interms of really understanding
what was going on in the department. We had meetings, typically every other week. I would meet
one-on-one almost weekly with direct reports. I wasn't a micro manager I just wanted to be aware
of what was going on in the Department. I did well at delegating but also understanding what was
going on in the department.

2. How many employees do you supervise? Who do you report to?

125 staff, 8 direct reports. City Manager.

San Jose - staff was 510, 7 direct reports.
3. Please describe your experience in public sector executive management and leadership.

24 years as a Director, department head in four different cities, leading departments very similar
to the Public Utilities Department. Arizona, Kansas City, Sunnyvale, San Jose. As a Director I was
part of the management team. I feel that I was a positive contributor. I was involved and aware of,
provided input, facing the cities and I enjoy that very much. In San Jose and Sunnyvale we would
have weekly meetings with the executive team. We would discuss the Council agenda, what are
the big issues that are happening. When I was dealing with the plastic bag ban in San Jose, I would
get input. I think I had very broad, deep executive exeperience, long-term, very successful. A
number of positions that I have had have been City wide in scope. Developed purchasing policy,
dealing with fleet issues, facilities management. I have dealt with being the lead person for the
City. Interaction with all of the different departments. A lot of depth and breadth in many
different situations at the executive level.

4. This position requires staff to work between multiple divisions of the Department and multiple
City departments. How would you enable your organization to deliver an increasingly cohesive
customer experience internally, including clarity, timeliness, and responsiveness?

It starts with building a strong relationship with the executive team. Getting to know the other
directors, CMs, other executives, both as a group and individually. I would initially set up one on
one meetings to understand what their issues were, I started building that relationship with the
executive team. For the divisions, I think that's where I had pretty much weekly meetings with my
staff, my divisions. From that perspective, I would observe the interactions between the staff and
identify any issues. Sometimes there are personality issues with people that get away. Those need
to be addressed. First of all, people need to understand that is really important, to the Director,
that everyone gets along. If you have someone who is not participating, then they have to
understand that's not acceptable. And then, what I've found, is that one of the best ways to
develop a relationship is to work together to solve a problem. Make sure they're operating
correctly. One of the best ways to build a relationship is to accomplish something together. I also
have an open door policy, so if there's a problem people feel the freedom to come talk to me
about it. People tend to trust me and tell me things. Make sure people are willing to come to me.