here - Satellite Beach

KONRAD HILDEBRANDT
TAB 6
EDUCATION
Master of Public Administration, Marriott School of Management, Brigham Young
University, emphasis in Local Government Management, Human Resources and
Facilities Management.
Bachelor of Science, Business Management, Marriott School of Management, Brigham
Young University, emphasis marketing and international business; minor in Portuguese.
EXPERIENCE
Parlant Technology (local government emphasis)
2012 – present
City Manager, City of Cedar Hills, UT 2002 – 2012
Chief Administrative and Finance Officer, Washington Terrace, UT 1998 – 2002
Community and Neighborhood Services Director and Federal 1989 – 1998
Federal Programs and Redevelopment Manager, Orem, UT
BACKGROUND
Cedar Hills is a beautiful, high income of approximately 10,000 people. It is situated about 30
miles south of Salt Lake City and in the northern part of Utah County (approximate population is
520,000). In the past few years, I have recruited major retailers into the city including a Wal-
Mart Community Superstore, McDonalds and Chase Bank. [CB&A Note: In Utah cities are
partially funded through the sales tax actually collected within their boundaries. Hence,
attracting high volume retailers to your community is a coup.]
Cedar Hills contracts services such as solid waste and recycling removal, police, fire (part of the
Lone Peak Public Safety District) and waste water treatment. Cedar Hills employs over 100 full
and part time employees in areas such as finance and utility billing, public works (streets, water,
sewer, engineering, GIS) community services, golf, building services (plan review and
inspections), business licensing and recorder. Cedar Hills has an approximate $3.5 million
general fund and $15-20 million proprietary and capital improvement funds. As City Manager, I
directly supervised six department heads, administrative staff and the City Recorder (Clerk).
The three most significant issues facing Cedar Hills are:
Revenue/Expenditure – As most cities around the United States, Cedar Hills was not
immune to the dramatic economic conditions of the past 4-5 years. Nonetheless, we
have budgeted intelligently and have not reduced any staffing or made significant
alterations of service delivery. We even found a way to reduce property taxes in three
of four of the most difficult years and the other year, there was no change in property
tax rates. I actively encouraged staff and jointly with myself created hundreds of
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