MEMORANDUM
TO: City Council Members
FROM: Office of the Mayor
DATE: October 6, 2025
RE: Reappointment of Members to the Commission on Aging The Mayor's Office respectfully requests City Council consideration for the reappointment of five members to the Commission on Aging. The commission is currently completely vacant and requires immediate reconstitution to resume its essential work.
The Commission on Aging plays a vital role in advising the city on accessibility policies, programs, and initiatives that ensure our community remains inclusive and welcoming to all residents. These appointments will restore the commission's capacity to address important accessibility matters and community needs.
Proposed Actions:
● Appoint five members to fill all vacant positions
● Get commission close to quorum (has 2 additional members on holdover) Next Steps: The Mayor's Office will present candidate recommendations at the next Council meeting. All proposed appointees meet the qualifications outlined in the municipal code and bring valuable experience and perspectives to the commission's work.
We greatly appreciate any support you can provide in expediting this process and welcome the Council's prompt consideration of these appointments.
ROBERT F. SCOTT
HUMAN RESOURCES EXECUTIVE
Execute thoughtful, targeted change to improve Human Resource delivery and achieve workforce transformation and integration. Establish HR operational strategy/priorities through an extensive HR gap analysis and HR improvement plan.
Aligning HR leadership/staff, processes, and technology to reduce pain points and return health enterprise to focus on mission and vision.
COMMUNITY BOARD MEMBERSHIP
Chair & Member, United Way of Central Illinois, 2018, 2019, 2020, 2021 Chair, Leadership Compensation Committee & Member, Executive Committee, Goodwill Industries 2019, 2020, 2021
President – HOA – Centennial Park 2019, 2020, 2021
EDUCATION
UNIVERSITY OF WISCONSIN, Lubar School of Business, Milwaukee, WI MBA, Emphasis: Organizational Development
MARQUETTE UNIVERSITY, Milwaukee, WI
BS, Business Administration
CORE COMPETENCIES
T alent Acquisition HR Systems & Operations
Improvement
T otal Rewards
Acquisition Integrations Business T ransformation
Initiatives
Succession
Planning
Compensation &
Benefits
Labor Management HR Shared Services
Employee Health &
Wellness
Diversity, Equity and Inclusion Organization
Development
PROFESSIONAL EXPERIENCE
CENTER FOR ELDERS INDEPENDENCE (CEI), Oakland, CA October 2022 to Present
A five-site, $80MProgram of All-inclusive Care for the Elderly (PACE) providing comprehensive medical and social services to frail, elderly participants in the East Bay area of N. California.
SVP and Chief Human Resources Officer
Reporting directly to the CEO, and accountable for the strategic planning for workforce recruitment, retention, and development for nearly 400 team members. Completed comprehensive workforce and HR assessment to include structure, HR program, technology, and process gaps. T ranslated the assessment into a project plan to reverse underperforming areas.
Retooled T alent Acquisition to increase hiring 21% over prior year, while improving retention by decreasing voluntary separation by 25%-, and first-year separation by 13%. Ensured the employee value proposition was based on a team member’s competency and experience then rewarded accordingly. Installed a new compensation structure based on this approach, resulting in first year compensation delivery to an average of over 6% per team member, including a first ever compensation philosophy that set an internal minimum wage. Refocused performance engagement by transitioning to a performance management approach based on outcomes, not activity.
2 Robert F. Scott
Oversee JEDI (Justice, Equity, Diversity, Inclusion) team. Provided training to team members, expanded membership.
Initiated a leadership training/coaching program to develop leaders to focus on retention opportunities through improved team member performance management.
MOHAWK VALLEY HEAL TH SYSTEM (MVHS) (Consultant), Utica, NY 2021 to 2022
A two-hospital, $900M healthcare organization that includes St. Elizabeth college of nursing. With more than 4000 employees MVHS will consolidate to a single regional new hospital to open in the fall 2024.
Sr. Vice President and Chief Human Resources Officer
Reporting directly to the CEO, charged with revitalizing the HR function. Formulated a comprehensive strategic workforce plan to include Labor Management, T alent Acquisition, HR systems and data, Compensation, and Benefits program design.
Workforce availability and recruitment severely stressed by COVID 19 regulatory impacts, wage inflation, and recruitment operations subpar performance. Board approved revised plan accomplishments:
- Doubled monthly system hiring through revamping talent acquisition, expanding sourcing capability including digital reach, setting targets, and fixing ATS issues that adversely impacted applicant flow and manager experience.
- Increased minimum internal pay rate, addressed resulting compression, implementing first ever competitive sign on bonus program, and improved referral program. • Identified data gaps and HR system improvements to shift workforce culture - Launched a digital exit interview process to gain employment insights to improve work environment, adjust hiring practices, and isolate leadership development opportunities - Re-launched employee recognition program with revised mission and vision to anchor workforce transformation
- Established new HR job roles to address workforce retention, leadership frustration Negotiated new labor agreements with three unions representing 2000 employees to strategically align with overall MVHS new regional hospital plan, and oversee labor for 7 bargaining units - Consolidated two union agreements under one Master agreement. - Combined 8 PTO plans to 2 plans
- A single set of employment policies and pay practices (scheduling, differentials, premiums, etc.) - Ensured affordability, standardization, and administrative ease.
MEMORIAL HEAL TH SYSTEM (MHS), Springfield, IL 2013 to 2021
A five-hospital, $1.4B leading healthcare organization that includes Southern Illinois University School of Medicine Residency in Central IL. With more than 9,200 employees MHS earned its third consecutive Magnet Designation, 2016 AHA-McKesson Quest for Quality Prizes.
Sr. Vice President and Chief Human Resources Officer
Reporting directly to the System CEO, a formal member of the senior leadership of the system for HR strategy to include DEI, T alent Acquisition, Benefits, Compensation, Executive Compensation, Workforce Operations Improvement (HRIS), Employee Relations, HR Operations, and Affiliate HR Partners. 3 Robert F. Scott
Oversight and accountability of an HR Operating Budget of $20.0M, with 9 direct and 75 indirect reports.
Reinvented the MHS recruitment and sourcing strategy, tactics, and operating model. - Initiated Lean Six Sigma projects to rebuild talent management. - Key strategic tactics included rebuilding digital sourcing capability, upskill talent acquisition team member and replace an activity model with a production model. - Results were a 25% increase in hires the first year, and a 56% increase over next 5 years, and a 36% increase in nurse hires the first year, and a 61% increase over the next 5 years. As well, cost per hire in top quartile of industry.
Lead standardization and integration of human resource services throughout affiliate entities:
- Key areas included common HR technology, uniform pay practices, standardized health and welfare benefits, time off programs, and education assistance. - Outcomes to date include employment equity for 95% of employee base. Serves as the Executive Sponsor and Champion for strategic demand management of labor, including position control, labor cost reduction and workforce optimization. Identified tools, accountability mechanisms, metrics, and benchmarks to right balance clinical and non-clinical labor. - Deployed workforce management through innovative HR platform that delivered just-in-time visualizations to frontline leaders.
Initiated a proactive employee relations approach with affiliate HR business partners to drive improvements identified by HR analytics team.
- Results include $2.0M FTE cost avoidance, RN turnover improvement from 11.9% to 9.8%, overtime pay in top decile of benchmark, and employee satisfaction at the 96th national percentile.
Developed a Diversity, Equity and Inclusion strategy and tactics to address known gaps. - Participated with internal social media platform to support the deployment employee resource groups that give voice to racial issues and social justice view. • Advised and recommended leader and physician total reward changes to CEO and Board Leadership Compensation Committee.
- Revised employed physician flexible benefit plan to align with leadership plan, and to keep physicians within total cash compensation market limitations. Proposed and gained approval for Leadership Incentive Program by establishing threshold, target and maximum performance expectations on enterprise goals for all levels of management.
ADVOCATE AURORA HEAL TH SYSTEM (AAH), IL and WI 2009 – 2013
The 10th largest not-for-profit, integrated health system in the United States with more than 70,000 employees, including more than 22,000 nurses and the region’s largest employed medical staff and home health organization. Advocate Aurora serves nearly 3 million patients annually across more than 500 sites of care.
ADVOCATE GOOD SHEPHERD HOSPITAL, Barrington, IL
Part of Advocate Health Care, one of the top 15 health care systems in the country (T ruven Health Analytics – formerly Thomson-Reuters) and the largest health care delivery system in the State of Illinois.
Vice President, Human Resources
Matrix accountability to SVP HR and Site President.
Lead the Advocate HR Strategic team to ensure system and site-based HR focus on business objectives.
- This team of system HRVP’s is accountable for creating and deploying an HR Business Partner Model, Productivity Effectiveness support and sustaining HR best practices. 4 Robert F. Scott
HR executive charged with consolidating the shared revenue cycle organization. - The largest restructure Advocate had undertaken at that time, affecting 900 enterprise wide employees.
- Coordinated all HR and OD services to design the HR solution to centralize the business office, streamline processes, redesign work, and train employees and leaders. Winner of the Advocate Overall HR Performance Award 2011. - First time this site has won this system recognition – hitting 13 of 14 HR metrics from the System HR Scorecard including HR Operations, Recruitment, Succession Management, Benefits, and Associate Engagement.
ST. MARY’S HEAL TH CENTER (SSM), St. Louis, MO
2005 – 2008
2,500 employee T eaching Hospital, Malcolm Baldrige National Quality Award.
Director, Human Resources
Responsible for all traditional HR functions plus HR support to cardiac service lines across SSM St. Louis network, Report to CEO/President and Regional HR VP .
Assessed HR customer requirements and collaborated with key executives to craft unified HR strategic vision. Result was a 3-year plan to reverse unfavorable retention rates, strengthen leadership bench, and install a talent management approach to leader and employee performance measurement.
New nurse hiring increased 5 fold, nurse turnover improved by 3%, and in partnership with CNO reorganized nurse leadership team.
ASCENSION HEAL TH (formerly) COVENANT HEALTHCARE SYSTEM, INC. (CHSI) 2001 – 2005
Ascension includes more than 160,000 associates and 40,000 aligned providers. The national health system operates more than 2,600 sites of care – including 146 hospitals and more than 40 senior living facilities – in 19 states and the District of Columbia.
ST. FRANCIS HOSPITAL/ELMBROOK MEMORIAL, Milwaukee, WI
St. Francis Hospital/Elmbrook Memorial & ER is a critical care hospital with advanced specialty care services.
HR Director
Entity responsibility for labor contracts, compensation, benefits, leadership development, and employee relations.
Directed Labor management of union contracts, grievance administration, and dispute resolution.
D. Blake Spears
OBJECTIVE
Position on Oakland Mayor’s Commission on Aging
SUMMARY
Oakland resident for 45 years
Established and managed healthcare consulting business in Oakland for 33 years Past member of Oakland Mayor’s Commission on Aging - Member of team that conducted focus groups in seven locations in Oakland to learn the needs of seniors in our community
Current member of Health & Wellness subcommittee of Mayor’s Commission on Aging
Current board member of Service Opportunity for Seniors Meals on Wheels, which is the Meals on Wheels provider for Oakland seniors
Current board member of National AIDS Memorial (San Francisco) Extensive history of non-profit board participation - Former board member of Maitri Compassionate Care (HIV hospice/respite center), Second Opinion (second medical opinions for cancer patients), Golden Gate YMCA
PROFESSIONAL EXPERIENCE
INSIGHT HEALTHCARE CONSULTING Oakland, CA 1985- 2018 (retired) Founder and Principal
Founded and managed firm devoted to primary market research for pharmaceutical, medical device and biotech segments of the healthcare industry Developed business strategies to market services to targeted companies Managed over 200 primary market research projects for clients, acting as principal and primary client contact. Led teams of 3-5 professionals to work in successful group settings
Developed close personal relationships with clients and consultants that have remained in place after retirement
Responsible for monitoring product P&Ls, revenue forecasts, long range and lifecycle planning
U.S. ENVIRONMENTAL PROTECTION AGENCY San Francisco, 1976 - 1983 Environmental Engineer
Conducted regulatory reviews of local and state agencies in the areas of air pollution and hazardous waste management
Assigned to California Department of Health Services (1981 - 1983) to manage regional office hazardous waste permits team
STAUFFER CHEMICAL COMPANY Richmond, CA 1973 - 1976
1 Chemical Engineer
Managed small commercial agricultural production/research facility
EDUCATION
Masters of Business Administration, Stanford University, Stanford, CA Bachelors of Science, Chemical Engineering, Virginia Polytechnic Institute and State University, Blacksburg, VA
2 specifications.
• Provide quality control of contractor installations and project deliverables. • Provide senior management with accurate and timely status updates outlining performed and completed work, scheduled work yet to be performed, and issues within the field. • Review contract drawings and specifications to ensure accuracy and compliance in field installations. • Provide accurate generation and maintenance of redline contract drawings. • Lead daily meetings detailing contractors’ scope of work, plan of action, safety risks and measures to be taken.
• Communicate with project engineers, resident engineers, architects, and contract administrators regarding work in the field.
• Risk, safety, quality, and time management.
Construction Field Inspector (Civil and Mechanical), Acumen Building Enterprise
BART – Transbay Tube Retrofit
-Oakland, CA
May 2022 to September 2023
● Provide oversight and coordination of construction and engineering activities. ● Create and submit computerized daily reports detailing project progress, contract drawings and specifications.
● Provide quality control of contractor installations and project deliverables. ● Provide senior management with accurate and timely status updates outlining performed and completed work, scheduled work yet to be performed, and issues within the field. ● Review contract drawings and specifications to ensure accuracy and compliance in field installations. ● Provide accurate generation and maintenance of redline contract drawings. ● Lead daily meetings detailing contractors’ scope of work, plan of action, safety risks and measures to be taken.
● Communicate with project engineers, resident engineers, architects, and contract administrators regarding work in the field.
● Train inspectors in inspection, construction/contractor management, and daily reporting best practices. ● Risk, safety, quality, and time management.
Program Manager Facebook
Insight Global, LLC
June 2021 to May 2022
● Program/Project Management for FB’s Global FacOps Support Team. ● Closeout Management coordination of final deliverables/project turnover to be provided to owner per contract and for the effective operation of constructed facilities. ● Research and analysis of systems, programs, & SOP’s to improve performance of teams, systems, traceability, information sharing, and global acceptance and application. ● Team management. Oversight and engagement with 3 rd party consultants responsible for specific SOW’s and projects per contract language.
● Process Improvement
● Peer 1:1 and Team Training/Onboarding:
Project Team of 5 hired for high paced short term contract to assess Document Management System used from Design to Closeout
Business Manager ET Services, LLC Atlanta, GA
October 2018 – June 2021
● Creation of marketing plans and materials.
● HR Management: interviewing, recruiting, training, and development. ● Contract and Project Management
● Technical Support as needed
● Attendance of Pre-Bid Meetings and Site Walks
● Team Building
● Identification of Bid Opportunities
Lead Construction Field Inspector
Metropolitan Atlanta Rapid Transit Authority-
Atlanta, GA
October 2018 to June 2020
● Provide oversight and coordination of construction and engineering activities. ● Create and submit computerized daily reports detailing project progress, contract drawings and specifications.
● Provide quality control of contractor installations and project deliverables. ● Provide senior management with accurate and timely status updates outlining performed and completed work, scheduled work yet to be performed, and issues within the field. ● Review contract drawings and specifications to ensure accuracy and compliance in field installations. ● Provide accurate generation and maintenance of redline contract drawings. ● Lead daily meetings detailing contractors’ scope of work, plan of action, safety risks and measures to be taken.
● Communicate with project engineers, resident engineers, architects, and contract administrators regarding work in the field.
● Train inspectors in inspection, construction/contractor management, and daily reporting best practices. ● Risk, safety, quality, and time management.
LTE Cell Site Lead Technician
Infinity Construction Solutions-
Burford, GA
July 2018 to October 2018
● Acted as the Lead Technician on a 2-person crew installing Mini Macro Sprint Sites. ● Coordinated daily site work.
● Prepared daily Document Control and Quality Control of Tech Site Work. ● Worked on installation, integration, and commissioning of Mini Macro Sites. ● Worked on pole setting and installation of Omni Antenna, UE Relay, Radio, Raycap, and power meters on both wood and metal utility poles.
● Provided troubleshooting of equipment at the direction of Sprint’s CIC Support Team.
● Purchased inventory of tools and equipment for site work. ● Provided senior management with accurate and timely status updates. ● Installation, commissioning, and integration field training for newly hired Technicians to ensure proficiency of field force.
● Worked on proper routing and termination of Fiber(SM, MM, and POF), Coaxial, Cat 5, power, and grounding cables.
● Reviewed construction drawings for material takeoffs and the accurate installation of equipment. ● Set up sites according to traffic and safety plans.
Project Manager/LTE Cell Site Lead Technician
Capital Commitment Solutions-
Washington, DC
September 2017 to July 2018
● Managed a 4-person crew for the Nokia Airscale Project. ● Coordinated OJT and daily site work.
● Prepared daily Document Control and Quality Control of Tech Site Work. ● Worked on installation, integration, and commissioning of Nokia Airscale FSM4 and SMM Equipment in Cellular Base Transceiver Stations.
● Worked on the removal and decommissioning of ALU BBU LTE Equipment. ● Purchased an inventory of tools and equipment for contract work. ● Provided senior management with accurate and timely status updates. ● Trained newly hired Technicians to ensure proficiency of field force. ● Handled proper routing and termination of fiber, backhaul, alarm, grounding, and power cables. ● Coordinated alarm testing at the direction of bridge/NOC to ensure equipment functionality.
Acquisitions Manager
HomeVestors Housing Helpers LLC-
Fort Collins, CO
September 2016 to September 2017
● Provided customer outreach and appointment scheduling. ● Conducted property walkthroughs to determine necessary repairs and create estimates. ● Recorded pictures and repair estimates using ValuChek. ● Established relationships with real estate professionals, contractors, and other investors. ● Ran comps to determine ARV’s of properties and generated offers. ● Posted ads online to generate interest in properties for sale and build buyer’s list. ● Managed renovation projects involving multiple trades.
Assistant Project Manager/Skilled Trades Technician
Complete DKI
-Pensacola, FL
November 2015 to September 2016
● Initiated customer contact for damage assessments and scope of work recommendations. ● Drew blueprints to show source and extent of damage for use by estimators in Xactimate.
● Provided demo of heavily damaged areas.
● Set up and monitored remediation equipment including, air movers and dehumidifiers. ● Organized and created inventory systems used in warehouse. ● Reviewed blueprints and ensured that construction was performed according to project plans. ● Provided finish work including, carpentry, flooring, drywall, electric and plumbing fixtures. ● Provided contract management including, subcontractor selection, bid-walks, review of estimates, and quality control.
Project Manager/Lead Technician
Next Level Media Group-
Barberton, OH
January 2013 to November 2015
● Handled contract administration.
● Developed file indexing system and SOP’s for administrative and field use. ● Managed field personnel and techs for various projects. ● Coordinated in-class training, OJT, and daily site work. ● Provided document control and quality control of technicians’ site work. ● Purchased an inventory of tools and equipment for contract work. ● Updated schedules and progress trackers.
● Conducted daily logging and recordkeeping of completed work. ● Submitted closeout packages according to contract specifications. ● Led Team Building and Field Force Safety meetings.
● Coordinated site access with clients for surveys, equipment delivery, and construction. ● Confirmed build-out packages with site acquisition and construction. ● Monitored and tracked work order submissions.
● Coordinated site walkthroughs and contractor deployment to ensure forecast and deadlines were met. ● Managed construction build-out and verification of construction according to COP. ● Compiled and documented work for project deliverables. ● Provided senior management with accurate and timely status updates.
Document Control Administrator
Cornerstone Transportation Consulting-
San Francisco, CA
June 2012 to January 2013
● Worked on BART Warm Springs Extension Project valued at $890M. ● Processed, filed, and logged all incoming and outgoing paperwork using Wong CMS. ● Tracked change orders.
● Coordinated the submittal and RFI approval/response process. ● Documented Inspector’s Daily Reports by tracking daily work and progress. ● Shadowed Inspectors.
● Maintained As-Built Drawings.
● Provided general administration work as required.
Document Control Administrator
Cornerstone Transportation Consulting-
San Francisco, CA
January 2010 to June 2012
● Worked on the BART West Oakland Station Earthquake Safety Program valued at $45M.
● Processed, filed, and logged all incoming and outgoing paperwork using Wong CMS. ● Tracked change orders.
● Coordinated the submittal and RFI approval/response process. ● Documented Inspector’s Daily Reports by tracking daily work and progress. ● Shadowed Inspectors.
● Maintained As-Built Drawings.
● Provided general administration work as required.
Front Desk Administrator
Cornerstone Facilities Consulting-
San Francisco, CA
January 2008 to January 2010
● Managed front desk operations for the Laguna Honda Hospital Replacement Project valued at $410M for the City and County of San Francisco.
● Supervised front desk administrative staff (3 employees). ● Processed, filed, and logged all incoming and outgoing paperwork using Turner Talk. ● Created SOP’s for front desk administration personnel. ● Provided administrative support for project team.
Education
Construction Management (Professional Certificate)
UC Berkeley-Berkeley, CA
January 2010 to September 2018
Associate's degree in construction management
Skills
• Primavera P6
• HVAC
• Budgeting
• Construction project budgeting - Largest construction project budget managed (More than $10M) • ASTM standards
• Project management (10+ years)
• Commercial building construction inspection
• Construction management (10+ years)
• Project coordination
• Quality control
• Microsoft Word (10+ years)
• OSHA
• Managing construction inspection teams - Largest construction inspection team managed (More than 20 team members)
• Quality assurance
• Manufacturing
• Construction estimating (10+ years)
• Primavera
• Analysis skills
• Project leadership
• Public works construction inspection
• Management (10+ years)
• Electrical experience
• Communication skills
• Organizational skills
• Residential construction
• Leadership (10+ years)
• Symbility
• Xactimate
• Paving
• Infrastructure systems
• Microsoft Project
• Project implementation
• Bluebeam (2 years)
• Renovation construction inspection
• Industrial facility construction inspection
• American Concrete Institute (ACI) Standards
• American Welding Society (AWS) standards
• Project scheduling
• Local building codes
• ProCore
• Plumbing
• Retrofit construction inspection
• International Building Code (IBC)
• Energy building codes
• NEC
• Microsoft Office (10+ years)
• Electrical systems
• Commercial construction
• Time management
• Energy systems
• Contracts
• State building codes
• Structural systems
• Supply chain management
• Construction
• Coordinating with subcontractors on construction projects - Subcontractors coordinated with on a single construction project (More than 10 subcontractors) • Project management software
• Managing construction project budgets
• Microsoft Excel (10+ years)
• Construction inspection - Construction inspector experience (6-10 years) • Construction management software
• Civil engineering
• ADA compliance
• Renovation
• Microsoft Powerpoint
• Quality inspection
Languages
• Spanish
Certifications and Licenses
OSHA 30-Hour Construction
OSHA 10-Hour Construction
Driver's License
Certified Safety Professional
CPR Certification