here - Satellite Beach

CALVIN PECK
Tab 9
Strengths:
Weaknesses:
Proven Community and Organizational Leader –Seventeen years of experience in
municipal leadership positions with demonstrated success managing through crises /
emergencies, developing and delivering on major Wastewater Treatment projects and
transforming communities through innovative ideas, such as moving from separate Fire /
Police departments to integrated Public Safety. Demonstrated effective community
outreach skills working with homeowner associations, private recreational facilities and
other stakeholders to build and keep consensus. Successfully implemented employee
programs designed to improve morale and reduce turn-over.
Financial Acumen – Managed $20M budget for Carolina Beach for major infrastructure
improvements, a $17 million voted bond debt from inception for Bald Head Island,
through a very successful information campaign that resulted in a 92% approval vote, to
completion of Capital Project on time and under budget. Restructured the town’s budget
document so that it functions as a work plan in guiding departmental operations. The
format incorporates departmental mission statements and goals in order to give citizens
and the governing body a concise, yet comprehensive, snapshot of the town’s operations.
Governmental Finance Officers Association (GFOA) recognized has recognized previous
budgets with their Distinguished Budget Presentation Award.
Emergency Management – Led coastal communities through Hurricanes Bonnie (1998),
Dennis and Floyd (1999), Isabel (2003) and Irene (2011). Intimately familiar with
FEMA process for recovery, hazard mitigation and community response for flood
victims; secured millions of dollars in post storm FEMA recovery grants.
As part of my annual evaluation this year, I completed a 360 degree assessment through
the ICMA. This process is excellent for soliciting viewpoints from a variety of people –
Staff, Elected Officials, and other Managers. As a result of that process, I have identified
that I could do more to communicate clearly the basis for some of our decisions to
community leaders and encourage more participation by citizens in our process of
governance. As a result, we are developing some public information sessions about a
project we are planning for 2015 but that will likely have some taxpayer implications.
Performance Metrics:
There are many great systems for measuring performance. We are currently
implementing NEOGOV’s performance appraisal system which will simplify the process
and improve communication between supervisors and employees. For me, however, the
crucial metric is continuous improvement. I believe strongly in setting goals and
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