Manager Management

DAVID ANDREWS, ICMA-CM

www.davidandrews.us *****.*.*******.***@*****.***

EXECUTIVE SUMMARY

LEADERSHIP I NNOVATION INTEGRITY

A well-organized, creative, and innovative leader who is willing to take calculated, reasonable risks to

solve problems, maximize opportunities, and capitalize on new ideas. An expert in effectively

delegating authority and responsibility while maintaining appropriate levels of accountability. Strong

listening, communication, collaboration, and team-building skills. Committed to public service,

transparency in government, ethics, and unquestioned integrity.

AREAS OF EXPERTISE

Strategic Planning Economic Development Water and Wastewater Utilities

Land Use Planning Contract Administration Organizational Development

Budget and Finance Operations Management Transit-Oriented Development

PROFESSIONAL EXPERIENCE

TOWN OF PARADISE VALLEY, AZ Mar. 2010 present

12,280 POPULATION; 83 EMPLOYEES; $23.1M OPERATING/CAPITAL BUDGET

ASSISTANT TOWN MANAGER / FINANCE DIRECTOR

Led strategic planning and operations analysis. Directed financial and information technology services.

Administered fire, emergency medical, and sewer contract services. Managed federal, state, and regional

intergovernmental relations as the town s public lobbyist. Assisted with policy development and general

management of town operations. Developed and implemented projects and programs that addressed key

strategic efforts within the community and town organization.

Developed financial management policies and capital improvements program, long-range financial

plans, and performance management systems

Ensured the financial stability of the town by leading the development and preparation of the

operating budget and overseeing its administration

KEY ACHIEVEMENTS:

Reduced operating expenses by almost 8% in FY 2011-12, maintained cash reserves of 110%, and increased

long-term financial sustainability by developing five-year revenue and expenditure forecasts including

comprehensive tax base analysis and five-year capital improvement program

Improved efficiency, effectiveness, and accountability by implementing performance measures

Secured favorable revisions in key legislation after developing and implementing the town s first formal

intergovernmental relations program and state and federal legislative agenda

TOWN OF ORO VALLEY, AZ Nov. 1991 Sep. 2009

43,521 POPULATION; 367 EMPLOYEES; $121.5M OPERATING/CAPITAL BUDGET

TOWN MANAGER (SEP. 2006 SEP. 2009)

Served as the Chief Administrative Officer of the town under the direction of a seven-member council.

Developed public policy options for the mayor and council through strategic planning, collaboration, and

consensus building. Directed overall municipal operations in a high-growth community that recognized elected

officials, citizens, business leaders, and board and commission members as valued stakeholders. Prepared,

presented, and managed award-winning annual budgets.

Maximized efficiency and quality of service by eliminating silos and developing a high-performing

team of 14 department directors

Promoted open and transparent governance, regional cooperation, and public relations by

collaborating with citizens, businesses, and neighborhoods, other government agencies, and the

media

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Achieved organizational goals and process improvements by successfully managing staff

Developed and administered the town s economic development policies and programs

KEY ACHIEVEMENTS:

Closed a $5.2M (16%) revenue shortfall in FY 2009-10, left the town with General Fund cash reserves in

excess of 40%, and achieved long-term financial sustainability by developing five-year financial and

economic forecasting models, including evaluations of all financial policies, practices, service levels, revenue

sources, and operating costs

Substantially increased efficiencies and effectiveness for the organization by implementing strategic

planning, program-based budgeting, performance management, departmental management studies, and

organizational restructuring

Significantly improved capital infrastructure for potable and reclaimed water, public transit, roadway

expansions, pavement management, preservation of historic properties, storm water management, parks

and recreation facilities, and the library system

Enhanced communication and transparency by implementing community surveys, online video streaming

and archiving of meetings, employee recognition and service awards, website upgrades, and the Oro Valley

Vista newsletter, which won a PRimus Award of Excellence from the Tucson chapter of the Public Relations

Society of America (PRSA) in 2008

Reduced energy costs by up to $250,000 per year, improved residential and commercial building codes,

promoted transportation alternatives, and improved air quality by forming the Green Team with a cross-

section of employees charged with developing an environmental sustainability action plan for the town,

which was responsible for Oro Valley receiving an Outstanding Achievement in Local Government

Innovation Award from the Alliance for Innovation for the town s energy efficiency and solar project

Oversaw retail development that increased by about 1.1 million square feet, with another 600,000 square feet

planned for the future; a nearly 100% increase in hotel rooms; about 250,000 square feet of new research and

development facilities, with over 800,000 square feet of new facilities and 1,800 new jobs planned by 2020;

increased tourism, historic preservation, business recruitment and retention; fast-tracked the development

review process; increased revenue through shop locally programs; and oversaw strategic annexations after

formulating and implementing the town s first comprehensive economic development plan

Led negotiations with the state land department on the annexation of 9,150 undeveloped acres, for which

the conceptual development plan included a village center incorporating transit-oriented development,

with approximately 600 acres of campus park industrial zoning, surrounded by pedestrian, bicycle, and

transit-friendly, mixed-use retail and residential development, with 68% open space

Achieved national recognition for the town from Fortune Small Business magazine, which ranked Oro Valley

#44 on its March 2008 list of "100 Best Places to Live and Launch" a business; Family Circle magazine, which

featured Oro Valley as one of the top ten best towns for families in America in August 2008; Money

magazine, which reported Oro Valley was one of the best places to live in 2007 and 2008; and the Federal

Bureau of Investigation, which ranked Oro Valley #1 in the State of Arizona for the lowest levels of both

violent crime and property crime, among cities with populations over 5,000 in 2006

Awarded the Certificate of Achievement for Excellence in Financial Reporting from the Government

Finance Officers Association every year from 2006 through 2009

Awarded the Distinguished Budget Presentation Award for fiscal year 2008-09

Established the town s first purchasing division, which received the National Purchasing Institute s

Achievement of Excellence in Procurement Award for the fiscal years 2007-08 and 2008-09

ASSISTANT TOWN MANAGER (APR. 2005 AUG. 2006)

Assisted the town manager, mayor, and council in developing policies and planning for the effective delivery of

town services. Collaborated extensively with community stakeholders.

Directed the activities and services of the Public Works, Planning & Zoning, Building Safety, Transit,

Library, Parks & Recreation, Facilities Maintenance, Finance, and Information Technology Departments

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Coordinated policy issues related to economic development, water, labor union negotiations, and fire and

emergency medical services

Achieved national recognition in 2005, when Oro Valley was named in America's Top-Rated Smaller Cities

FINANCE DIRECTOR (NOV. 1991 MAR. 2005)

Managed all aspects of the finance and accounting, economic development, purchasing, risk management, and

information technology services.

Issued more than $100M in municipal and improvement district bonds for the acquisition of private water

companies and land as well as the development and construction of parks, libraries, municipal buildings,

roadways, and water system improvements

Awarded the Certificate of Achievement for Excellence in Financial Reporting from the Government

Finance Officers Association every year from 1991 through 2005

CITY OF SOUTH TUCSON, AZ Jul. 1990 Nov. 1991

$9.5M BUDGET; 95 EMPLOYEES

ASSISTANT FINANCE DIRECTOR

THE UNIVERSITY OF ARIZONA, TUCSON, AZ 1988 1990

GRADUATE STUDENT AND RESEARCH ASSISTANT

TRACOR AEROSPACE, INC., AUSTIN, TX 1985 1988

SENIOR BUDGET ANALYST

TEXAS STATE COMPTROLLER S DEPARTMENT, ODESSA, TX 1982 1985

TAX AUDITOR

PROFESSIONAL ORGANIZATIONS AND AFFILIATIONS

International City/County Management Association (ICMA): Voting Member, 1992 present;

Credentialed Manager, 2011

Arizona City/County Management Association (ACMA): Active Member, 2005 present; Board

Member, September 2008 September 2009; Chair, 2008-09 Summer Conference Planning Committee

Pima Association of Governments (PAG): Management Committee, 2006 September 2009; Social

Services Planning Committee, 2005

Northern Pima County Chamber of Commerce: Government Action Committee, 1999 2004

Oro Valley Endowment Fund (OVEF): Board Member, 2002 2005

Town of Oro Valley Public Safety Retirement System: Board Member, September 2006 September 2009

EDUCATION

MASTER OF PUBLIC ADMINISTRATION

The University of Arizona, Tucson, AZ, 1990

BACHELOR OF BUSINESS ADMINISTRATION

Stephen F. Austin State University, Nacogdoches, TX, 1982

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