CITY OF MORRO BAY
Notice of Special Meeting of the City Council
Agenda
Tuesday, January 13, 2026, 5:00 p.m.
Veterans Memorial Hall
209 Surf St., Morro Bay, CA
Public Participation
Public participation is offered in the following ways:
• Community members may attend the meeting in person at the Morro Bay Veterans Hall.
Alternatively, members of the public may watch the meeting and speak during general Public Comment or on a specific agenda item by logging into the Zoom webinar using the information provided below. Please use the "raise hand" feature to indicate your desire to provide public comment.
•
• NEW!! Zoom webinar link: https://us02web.zoom.us/j/82429164990 Or Telephone Attendee: 1 (669) 444-9171 or 1 (669) 900-9128 or 1 (346) 248-7799; Webinar ID: 824 2916 4990. Press *9 to raise hand for public comment. •
• Meetings are also livestreamed on the City's website.
Community Members are encouraged to submit agenda correspondence via email to the City Council at [email protected] prior to the meeting. Agenda correspondence received by 10:00 a.m. on the meeting day will be posted on the City website.
•
Pages
1. ESTABLISH QUORUM AND CALL TO ORDER
2. PUBLIC COMMENT FOR ITEMS ON THE AGENDA
3. SPECIAL MEETING AGENDA ITEM(S)
3.a Adoption of Resolution No. 01-26 Appointing John Craig as City Manager and Approving a City Manager Employment Agreement Between the City of Morro Bay and John Craig
1 (Human Resources/Risk Manager)
Recommended Action
Adopt Resolution No. 01-26 appointing John Craig as the City Manager of the City of Morro Bay and approve an employment agreement between the City of Morro Bay and John Craig.
3.b Swearing in of Newly Appointed City Manager, John Craig (Mayor)
4. ADJOURNMENT
/s/ Carla Wixom, Mayor
This agenda is subject to amendment up to 24 hours prior to the date and time set for the meeting. Please refer to the agenda posted at City Hall, 595 Harbor Street, Morro Bay, CA 93442 for any revisions or call the Clerk's office at (805) 772-6205 for further information.
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in a City meeting, please contact the City Clerk's office at (805) 772-6205 or [email protected] at least 24 hours prior to the meeting to ensure reasonable arrangements can be made to provide accessibility to the meeting.
Prepared By: __RH______ Dept Review: ___
City Manager Review: __AL______ City Attorney Review: __BS__ Staff Report
TO: Honorable Mayor and City Council DATE: December 12, 2025 FROM: Rachael Hendricks, Human Resources/Risk Manager
SUBJECT: Adoption of Resolution No. 01-26 Appointing John Craig as City Manager and Approving a City Manager Employment Agreement Between the City of Morro Bay and John Craig
RECOMMENDED ACTION
Adopt Resolution No. 01-26 appointing John Craig as the City Manager of the City of Morro Bay and approve an employment agreement between the City of Morro Bay and John Craig.
ALTERNATIVES
There are no recommended alternatives.
FISCAL IMPACT
The salary and benefits for the City Manager position are included in the adopted Fiscal Year (FY) 2025-26 budget. Mr. Craig will be placed at Step 1 of the established salary range for the City Manager position, which is $240,777 annually. No additional unbudgeted expenses are anticipated.
BACKGROUND/SUMMARY
The City Manager is a full-time, at-will position appointed by and reporting directly to the City Council.
The City Manager provides organizational leadership, oversees City operations, implements Council policies, and ensures the delivery of high-quality services that reflect the community's values and priorities.
On July 22, 2025, the City Council authorized an agreement with Peckham & McKenney to conduct a nationwide recruitment for the City of Morro Bay’s next City Manager. The recruitment process included a community survey that received substantial participation and informed the City Council’s evaluation of the qualities most valued by Morro Bay residents and employees.
Peckham & McKenney conducted extensive outreach, advertised nationally, and screened applicants based on experience, leadership style, and alignment with Morro Bay’s priorities. The search yielded a highly qualified pool of candidates from across the country. After reviewing all applications, the recruiter facilitated an interview process with the City Council. The Council conducted interviews in Closed Session on November 14, 2025, and subsequently invited four finalists to participate in a second round of interviews on November 15, 2025. Following the final round, John Craig was selected as the top candidate due to his executive leadership experience, strong background in long-range AGENDA NO: 3.a
MEETING DATE: January 13, 2026
2 financial planning and infrastructure management, and demonstrated commitment to communitycentered government.
Mr. Craig brings over twenty-five years of city and county government experience, including roles as City Manager of Barre, Vermont; County Manager of Talbot County, Maryland; Deputy City Manager of Rio Rancho, New Mexico; Assistant County Administrator of Mono County, California; and Director of General Services for the City of Albuquerque, New Mexico. Most recently, he served as Deputy County Manager for Los Alamos County, where he oversaw finance, IT, broadband, and community services and played a central role in delivering a $35 million broadband expansion.
Key elements of John Craig’s Employment Contract include:
Salary
$240,777 annually, or Step 1 of the 5-step City Manager salary range with a 5% COLA on July 1, 2026.
Health Insurance
Benefits
100% of the premium for the PERS Anthem Gold PPO medical plan for employee-only coverage. Coverage for Employee +1 dependent is paid at 90%, and family coverage at 89%.
Dental and Vision
Insurance
Full coverage for dental, vision, LTD, and employee assistance program (EAP) for employee and eligible dependents.
Life Insurance $50,000 life insurance policy.
Car Allowance Monthly auto allowance of $500, totaling $6,000 annually.
Deferred Compensation $3,500 per year
Vacation 160 hours annually, accrued pro rata per pay period Administrative Leave 80 hours annually
Retirement CalPERS PEPRA, 2% @ age 62
Severance
Payment of 6 months’ salary if terminated without cause, contingent upon execution of a general release. If 90 days before or after an election, then 9 months’ salary.
CONCLUSION
Staff recommends that the City Council adopt Resolution No. 01-26 appointing John Craig as the City Manager for the City of Morro Bay, effective January 14, 2026, and approve the attached resolution and Employment Agreement.
ATTACHMENTS
1. Resolution No. 01-26
2. Employment Agreement
3. Resume for John Craig
RESOLUTION NO. 01-26
RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF MORRO BAY, CALIFORNIA
APPOINTING JOHN CRAIG AS CITY MANAGER AND
APPROVING A CITY MANAGER EMPLOYMENT AGREEMENT
BETWEEN THE CITY OF MORRO BAY
AND JOHN CRAIG
T H E C I T Y C O U N C I L
City of Morro Bay, California
WHEREAS, Morro Bay Municipal Code section 2.12.010 creates and establishes the office of the City Manager and provides that the City Manager shall be appointed by the City Council wholly on the basis of their administrative and executive ability and qualifications and shall hold office for and during the pleasure of the City Council; and WHEREAS, the City Council has been actively recruiting for the City Manager position; and
WHEREAS, as a result of this active search and recruitment, the City has identified John Craig, who possesses the experience, qualifications, knowledge, skills, and abilities to serve as the City Manager; and
WHEREAS, pursuant to California Government Code Section 36506, the City Council shall fix the compensation of all appointive officers and employees by resolution, and such officers and employees shall hold office at the pleasure of the City Council; and WHEREAS, the City Manager shall receive such salary and benefits as outlined in an employment agreement between the City Council and City Manager, which this resolution shall approve.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MORRO BAY DOES HEREBY RESOLVE AS FOLLOWS:
Section 1. The City Council finds that the above recitals are true and correct and, accordingly, are incorporated herein as findings and a material part of this Resolution.
Section 2. John Craig is hereby appointed as the City Manager of the City of Morro Bay beginning January 14, 2026.
Section 3. The City Manager Employment Agreement between the City of Morro Bay and John Craig, a copy of which is attached hereto, is approved.
Section 4. The Mayor is authorized to execute the City Manager Employment Agreement on behalf of the City, subject to City Attorney approval as to form. //
//
Section 5. This Resolution shall immediately take effect upon passage.
PASSED AND ADOPTED by the City Council of the City of Morro Bay California at a special meeting held on 13
th day of January 2026 on the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
RECUSED:
_________________________________
CARLA WIXOM, Mayor
ATTEST:
_____________________
DANA SWANSON, City Clerk
1 CITY OF MORRO BAY
CITY MANAGER
DEFINITION
Under broad policy guidance of the City Council, performs high level of administrative, technical and professional work in directing and supervising the administration of city government.
ESSENTIAL DUTIES & RESPONSIBILITIES
1. Manages and supervises all departments of the city to achieve goals within available resources.
2. Directs and monitors department assignments; reviews progress and directs changes as needed.
3. Trains, motivates and evaluates assigned staff.
4. Provides leadership and direction in the development of short and long range plans.
5. Gathers, interprets, and prepares data for studies, reports and recommendations.
6. Coordinates department activities with other departments and agencies as needed.
7. Provides professional advice to the City Council and Department Heads.
8. Makes presentations to the City Council, boards, commissions, civic groups and the general public.
9. Communicates official plans, policies and procedures to staff and the general public.
10. Performs cost control activities.
11. Monitors revenues and expenditures in assigned area to assure sound fiscal control
12. Assures effective and efficient use of budgeted funds, personnel, materials, facilities, and time.
13. Determines work procedures and expedites workflow.
14. Studies and standardizes procedures to improve efficiency and effectiveness of operations.
15. Issues written and oral instructions.
16. Assigns duties and examines work for exactness, neatness, and conformance to policies and procedures.
17. Maintains harmony among workers and resolves grievances.
18. Adjusts errors or complaints.
19. Prepares a variety of studies, reports and related information for decisionmaking purposes.
20. Appoints and removes all department heads and employees of the City.
21. Sees that all laws and ordinances are upheld.
22. Prepares and submits a preliminary annual City budget.
CITY MANAGER
2 23. Administers the adopted budget of the City.
24. Advises the City Council of financial conditions and current and future City needs.
25. Attends all meetings of the City Council, and meetings at which attendance may be required by the Council.
28. Other duties as required by the City Council and as set forth in the Morro Bay Municipal Code, Chapter 2.12.
QUALIFICATIONS
Knowledge of:
Modern policies and practices of public administration; working knowledge of municipal finance, human resources, public works, public safety, and community development; preparing and administering municipal budgets; planning, directing, and administering municipal programs.
Ability to:
Prepare and analyze comprehensive reports; carry out assigned projects to their completion; effectively communicate verbally and in writing; establish and maintain effective working relationships with employees, City officials and the public; efficiently and effectively administer a municipal government.
Education and Experience:
Graduation from an accredited four-year college or university with a degree in public administration, political science, business management or a closely related field; and, five (5) years experience in municipal administration. Masters degree preferred.
Valid and appropriate California Driver=s License.
TOOLS & EQUIPMENT USED
Requires frequent use of personal computer, including word processing and spreadsheet programs; calculator, telephone, copy machine and fax machine.
CITY MANAGER
3 PHYSICAL DEMANDS
The physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
While performing the duties of this job, the employee is frequently required to sit an talk or hear. The employee is occasionally required to walk; use hands to finger, handle, or feel objects, tools, or controls; and reach with hands and arms.
The employee must occasionally lift and/or move up to 10 pounds. Specific vision abilities required by this job include close vision and the ability to adjust focus.
WORK ENVIRONMENT
The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
The noise level in the work environment is usually moderately quiet.
SELECTION GUIDELINES
Formal application, rating of education and experience, oral interview and reference check; job related tests may be required.
The duties listed above are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the position if the work is similar, related or a logical assignment to the position.
The job description does not constitute an employment agreement between the employer and employee and is subject to change by the employer as the needs of the employer and requirements of the job change.
Approved by the Morro Bay City Council on May 28, 1996
h/jdctyadm
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ALL RIGHTS RESERVED.
ICMA Code of Ethics with Guidelines
The ICMA Code of Ethics was adopted by the ICMA membership in 1924, and most recently amended by the membership in May 2025. The Guidelines for the Code were adopted by the ICMA Executive Board in 1972, and most recently revised in July 2025.
The mission of ICMA is to advance professional local government through leadership, management, innovation, and ethics. To further this mission, certain principles, as enforced by the Rules of Procedure, shall govern the conduct of every member of ICMA, who shall:
Tenet 1. We believe professional management is essential to effective, efficient, equitable, and democratic local government.
Tenet 2. Affirm the dignity and worth of local government services and maintain a deep sense of social responsibility as a trusted public servant.
GUIDELINE
Advice to Officials of Other Local Governments. When members advise and respond to inquiries from elected or appointed officials of other local governments, they should inform the administrators of those communities in order to uphold local government professionalism.
Tenet 3. Demonstrate by word and action the highest standards of ethical conduct and integrity in all public, professional, and personal relationships in order that the member may merit the trust and respect of the elected and appointed officials, employees, and the public.
GUIDELINES
Public Confidence. Members should conduct themselves so as to maintain public confidence in their position and profession, the integrity of their local government, and in their responsibility to uphold the public trust.
Length of Service. For chief administrative/executive officers appointed by a governing body or elected official, a minimum of two years is considered necessary to render a professional service to the local government. In limited circumstances, it may be in the best interests of the local government and the member to separate before serving two years. Some examples include refusal of the appointing authority to honor commitments concerning conditions of employment, a vote of no confidence in the member, or significant personal issues. It is the responsibility of an applicant for a position to understand conditions of employment, including expectations of service. Not understanding the terms of employment prior to accepting does not justify premature separation. For all members a short tenure should be the exception rather than a recurring experience, and members are expected to honor all conditions of employment with the organization.
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ALL RIGHTS RESERVED.
Appointment Commitment. Members who accept an appointment to a position should report to that position. This does not preclude the possibility of a member considering several offers or seeking several positions at the same time. However, once a member has accepted a formal offer of employment, that commitment is considered binding unless the employer makes fundamental changes in the negotiated terms of employment.
Credentials. A member’s resume for employment or application for ICMA’s Voluntary Credentialing Program shall completely and accurately reflect the member’s education, work experience, and personal history. Omissions and inaccuracies must be avoided.
Professional Respect. Members should demonstrate professional respect for colleagues, including predecessors, successors, and others who might be candidates for the same position. Professional respect does not preclude sharing honest differences of opinion privately between colleagues; it does preclude attacking a person's motives or integrity, undermining them, or actively interfering with their work.
Showing professional respect involves acknowledging power dynamics between different career points and tenures. Undue influence, abuse of power, and intimidation are inappropriate and must be avoided.
A member no longer working in service to a local government should be mindful of professional respect before running for elected office in a jurisdiction where they recently served.
Reporting Ethics Violations. When becoming aware of a possible violation of the ICMA Code of Ethics, members are encouraged to report possible violations to ICMA. In reporting the possible violation, members may choose to go on record as the complainant or report the matter on a confidential basis.
Confidentiality. Members shall not discuss or divulge information with anyone about pending or completed ethics cases, except as specifically authorized by the Rules of Procedure for Enforcement of the Code of Ethics.
Seeking Employment. Members should not seek employment for a position that has an incumbent who has not announced his or her separation or been officially informed by the appointive entity that his or her services are to be terminated. Members should not initiate contact with representatives of the appointive entity. Members contacted by representatives of the appointive entity body regarding prospective interest in the position should decline to have a conversation until the incumbent's separation from employment is publicly known.
Relationships in the Workplace. Members should not engage in an intimate or romantic relationship with any elected official or board appointee, employee they report to, one they appoint and/or supervise, either directly or indirectly, within the organization.
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This guideline does not restrict personal friendships, professional mentoring, or social interactions with employees, elected officials and Board appointees.
Influence. Members should conduct their professional and personal affairs in a manner that demonstrates that they cannot be improperly influenced in the performance of their official duties.
Conflicting Roles. Members who serve multiple roles – either within the local government organization or externally – should avoid participating in matters that create either a conflict of interest or the perception of one. They should disclose any potential conflict to the governing body so that it can be managed appropriately.
Conduct Unbecoming. Members should treat people fairly, with dignity and respect and should not engage in, or condone bullying behavior, harassment, sexual harassment, unwelcome contact, advances, or discrimination on the basis of race, religion, national origin, age, disability, gender, gender identity, sexual orientation, or veteran status. Members should foster respectful, inclusive environments in all professional and social settings.
Tenet 4. Serve the best interests of all community members.
GUIDELINES
Effects of Decisions. Members should inform the appropriate elected or appointed official(s) of a decision's anticipated effects on community members.
Promote Equity. Members should ensure fairness and impartiality in accessing programs and services and in the enforcement of laws and regulations. Members should assess and propose solutions to strive to eliminate disparities.
Tenet 5. Submit policy proposals to elected officials; provide them with facts, and technical and professional advice about policy options; and collaborate with them in setting goals for the community and organization.
Tenet 6. Recognize that elected representatives are accountable to their community for the decisions they make; members are responsible for implementing those decisions.
Tenet 7. Refrain from all political activities which undermine public confidence in professional administrators. Refrain from participation in the election of the members of the employing legislative body.
GUIDELINES
Elections of the Governing Body. Members should maintain a reputation for serving equally and
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ALL RIGHTS RESERVED.
impartially all members of the governing body of the local government they serve, regardless of party. To this end, they should not participate in an election campaign on behalf of or in opposition to candidates for the governing body.
Elections of Elected Executives. Members shall not participate in the election campaign of any candidate for mayor or elected county executive.
Running for Office. Members shall not run for elected office or become involved in political activities related to running for elected office, or accept appointment to an elected office. They shall not seek political endorsements, financial contributions or engage in other campaign activities.
Elections. Membersshare with their fellow citizensthe right and responsibility to vote. However, in order not to impair their effectiveness on behalf of the local governments they serve, they shall not participate in political activities to support the candidacy of individuals running for any city, county, special district, school, state or federal offices. Specifically, they shall not endorse candidates,make financial contributions, sign or circulate petitions, or participate in fund-raising activities for individuals seeking or holding elected office.
Elections relating to the Form of Government. Members may assist in preparing and presenting materials that explain the form of government to the public prior to a form of government election.
If assistance is required by another community, members may respond.
Presentation of Issues. Members may assist their governing body in the presentation of issues involved in referenda such as bond issues, annexations, and other matters that affect the government entity’s operations and/or fiscal capacity.
Personal Advocacy of Issues. Membersshare with theirfellow citizensthe right and responsibility to voice their opinion on public issues. Members may advocate for issues of personal interest only when doing so does not conflict with the performance of their official duties.
Tenet 8. Continually improve professional capabilities and those of others while fostering growth and development through ethical leadership and effective management practices.
GUIDELINES
Self-Assessment. Members should evaluate and enhance their professional skills and competencies annually through self-reflection and by proactively soliciting feedback.
Professional Development. Members should stay informed about emerging issues, practices, and challenges, actively engage in development activities year-round, and support others in enhancing their professional and ethical competencies.
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ALL RIGHTS RESERVED.
Tenet 9. Keep the community informed on local government affairs. Encourage and facilitate active engagement and constructive communication between community members and all local government officials.
GUIDELINE
Engagement. Members should ensure community members can actively engage with their local government as well as eliminate barriers and support involvement of the community in the governance process.
Tenet 10. Oppose efforts to interfere with professional responsibilities by consistently executing official duties, policies, and processes with an unwavering commitment to unbiased public service.
GUIDELINES
Information Sharing and Feedback. The member should collaborate with the governing body to establish clear communication protocols for effective, equitable, and transparent information sharing and reciprocal feedback.
Personnel and Operational Matters. The member shall lead personnel and operating decisions consistent with responsibilities established in the charter or enabling legislation without interference from the governing body.
Tenet 11. Manage all personnel matters with fairness and impartiality.
GUIDELINE
Diversity and Inclusion. It is the member’s responsibility to recruit, hire, promote, retain, train, and support a diverse workforce at all levels of the organization.
Tenet 12. Public office is a public trust. A member shall not leverage his or her position for personal gain or benefit.
GUIDELINES
Gifts. Members shall not directly or indirectly solicit, accept or receive any gift if it could reasonably be perceived or inferred that the gift was intended to influence them in the performance of their official duties; or if the gift was intended to serve as a reward for any official action on their part.
The term “Gift” includes but is not limited to services, travel, meals, gift cards, tickets, or other entertainment or hospitality. Gifts of money or loans from persons other than the local government jurisdiction pursuant to normal employment practices are not acceptable.
Members should not accept any gift that could undermine public confidence. De minimus gifts may be accepted in circumstances that support the execution of the member’s official duties or serve
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a legitimate public purpose. In those cases, the member should determine a modest maximum dollar value based on guidance from the governing body or any applicable state or local law.
The guideline is not intended to apply to normal social practices, not associated with the member’s official duties, where gifts are exchanged among friends, associates and relatives.
Investments in Conflict with Official Duties. Members should refrain from any investment activity which would compromise the impartial and objective performance of their duties. Members should not invest or hold any investment, directly or indirectly, in any financial business, commercial, or other private transaction that creates a conflict of interest, in fact or appearance, with their official duties.
In the case of real estate, the use of confidential information and knowledge to further a member’s personal interest is not permitted. Purchases and sales which might be interpreted as speculation for quick profit should be avoided (see the guideline on “Confidential Information”). Because personal investments may appear to influence official actions and decisions, or create the appearance of impropriety, members should disclose or dispose of such investments prior to accepting a position in a local government. Should the conflict of interest arise during employment, the member should make full disclosure and/or recuse themselves prior to any official action by the governing body that may affect such investments.
This guideline is not intended to prohibit a member from having or acquiring an interest in or deriving a benefit from any investment when the interest or benefit is due to ownership by the member or the member’s family of a de minimus percentage of a corporation traded on a recognized stock exchange even though the corporation or itssubsidiaries may do business with the local government.
Personal Relationships. In any instance where there is a conflict of interest, appearance of a conflict of interest, or personal financial gain of a member by virtue of a relationship with any individual, spouse/partner, group, agency, vendor or other entity, the member shall disclose the relationship to the organization. For example, if the member has a relative that works for a developer doing business with the local government, that fact should be disclosed.
Confidential Information. Members shall not disclose to others, or use to advance their personal interest, intellectual property, confidential information, or information that is not yet public knowledge, that has been acquired by them in the course of their official duties.
Information that may be in the public domain or accessible by means of an open recordsrequest, is not confidential.
Private Employment. Members should not engage in, solicit, negotiate for, or promise to accept private employment, nor should they render services for private interests or conduct a private
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ALL RIGHTS RESERVED.
business when such employment, service, or business creates a conflict with or impairs the proper discharge of their official duties.
Teaching, lecturing, writing, or consulting are typical activities that may not involve conflict of interest or impair the proper discharge of their official duties. Prior notification of the appointing authority is appropriate in all cases of outside employment.
Representation. Members should not represent any outside interest before any agency, whether public or private, except with the authorization of or at the direction of the appointing authority they serve.
Endorsements. Members should not endorse commercial products or services by agreeing to use their photograph, endorsement, or quotation in paid or other commercial advertisements, marketingmaterials,social media, or other documents, whetherthe memberis compensated or not for the member’s support. Members may, however, provide verbal professional references as part of the due diligence phase of competitive process or in response to a direct inquiry.
Members may agree to endorse the following, provided they do not receive any compensation:
(1) books or other publications; (2) professional development or educational services provided by nonprofit membership organizations or recognized educational institutions; (3) products and/or services in which the local government has a direct economic interest.
Members’ observations, opinions, and analyses of commercial products used or tested by their local governments are appropriate and useful to the profession when included as part of professional articles and reports.
John C Craig
Local Government Manager
Accomplished local government executive with 27 years of progressive experience, including 22 years in executive management and leadership roles. Expertise in leadership development, fiscal administration, policy creation, stakeholder engagement, and operational efficiency. Proven ability to lead diverse teams, streamline processes, and implement impactful initiatives that drive organizational success. Adept at strategic planning, interagency collaboration, human resources management and fostering innovation to enhance public services and long-term sustainability.
CONTACT
Albuquerque, NM
KEY SKILLS &
COMPETENCIES
• Government Administration
& Policy Development
• Inclusive Team Leadership
& Staff Development
• Budgeting & Fiscal
Development/Oversight
• Strategic Planning &
Operational Efficiency
• Community & Economic
Development
• Stakeholder Engagement &
Public Relations
• Intergovernmental
Relations
• Contract Negotiation &
Procurement
• Performance Management
& Process Improvement
• Public Speaking &
Legislative Affairs
Work Experience
Deputy County Manager – County of Los Alamos, NM (4/2024–12/2024) Pop. 20,000 ♦ 800 FTE ♦ $377m budget ♦ $96m General Fund • Ensured operational and fiscal efficiency of multiple departments, including finance, IT, community services, and broadband • Led policy initiatives at direction of County Manager • Achievement: Implemented efficiency improvements across departments, optimizing service delivery
Director of General Services – City of Albuquerque (10/2022–4/2024) Pop. 565,000 ♦ 7,000 FTE ♦ $1.4b budget ♦ $850m General Fund • Oversaw operations for fleet, facilities, security, energy, and ADA • Managed 265 employees and a $53M budget
• Key member of strong Mayor’s executive team
• Achievement: Implemented improved hiring initiatives, rapidly eliminating 30% vacancy rate in Metro security office
Assistant County Administrator – Mono County, CA (12/2020–10/2022) Pop. 14,000 ♦ 385 FTE ♦ $125m budget ♦ $41m General Fund • Provided oversight of county operations, budget planning, and procedural implementation for mountainous Sierra Nevada county • Directed special committees and managed high-priority projects to enhance government efficiency, including response to COVID • Achievement: Oversaw budget restructuring process to improve budget transparency and appearance
Deputy City Manager – City of Rio Rancho, NM (1/2015–5/2020) Pop. 104,000 ♦ 720 FTE ♦ $150m budget ♦ $60m General Fund • Supervised citywide operations, directly supporting the City Manager and elected officials during challenging political period
• Chaired investment advisory and finance committees
• Successfully led negotiations with City’s four bargaining units • Achievement: Ran City twice during interim City Manager appointments, ensuring continuity of leadership
2 EDUCATION
Master of Public
Administration
Columbia University School of
International and Public Affairs
New York, NY
Bachelor of Science in
Psychology
Belmont University
Nashville, TN
PROFESSIONAL
AFFILIATIONS
• 20+ year Member,
International City/County
Management Association
(ICMA)
• ICMA International
Committee (2020-2024)
• ICMA Credentialed Manager,
(2014-2019); Candidate for
Re-credentialing (2025)
County Manager – Talbot County, MD (7/2010–3/2014)
Pop. 38,000 ♦ 410 FTE ♦ $101m budget ♦ $75m General Fund • Managed all county operations and leadership team
• Directed fiscal policies, HR operations, and intergovernmental collaborations, as well as all economic development operations • Achievement: Spearheaded a county-wide efficiency program that improved service delivery and reduced costs
City Manager – Barre, VT (7/2007–7/2010)
Pop. 9,000 ♦ 100 FTE ♦ $13m budget ♦ $10m General Fund
• Directed all city departments; served as HR Manager
• Prepared and presented the City’s municipal budget annually, for approved by City voters
• Achievement: Spearheaded successful reconstruction of City’s entire main street while ensuring businesses thrived during project Local Government Consultant – Worldwide (3/2005–3/2007) • Senior Municipal Specialist, Sri Lanka, (ICMA)
• Proposal Writing Specialist, Albania, (ARD, Inc.)
• Local Government Financial Expert Belgrade, Serbia, (DAI, Inc.) Branch Chief, Strategic Budgeting – Washington, DC (8/2001–9/2004) • Managed all aspects of the Districts transition to Performance-Based Budgeting as mandated by US Congress
• Developed and implemented strategic management cycle by incorporating citizen involvement planning (Citizen Summits), Performance-Based Budgeting, and performance oversight and management into a comprehensive approach for the District Senior Analyst – Moody’s Investors Service (5/1998–8/2001) New York City, NY
• Analyzed investor credit risk involved with purchasing municipal bonds by assessing credit worthiness of a variety of local municipal entities. • Rated diverse types of debt structures