Resume

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PROFESSIONAL PROFILE

Experienced City/Town Manager with the ability to build consensus, effectively linking vision, mission, and goals of the elected official to quantifiable performance objectives. Proven track record as a strategic, results-oriented professional moving effortlessly between roles of manager, colleague, team member, community facilitator, and partner.

Over 20 years’ experience in management of public and private sector organizations serving tourist dependent communities with strong managerial and leadership qualities including,

  • Approachable, inclusive leader strengthening communication between local government and the public
  • Emphasis on fiscally conservative recommendations for long-term stability of public agencies
  • Ability to develop shared vision among Town Council carried throughout organization
  • Ensures recommendations to Council are apolitical, experiential, and professional
  • Responsive, proactive leadership during Great Recession recovery period and through the COVID-19 pandemic implementing innovative solutions supporting businesses, community, Council, and staff

PUBLIC AGENCY EXPERIENCE

TOWN MANAGER
1/2019‐ present
Town of Frisco, Colorado,
Population 3,000/120 FTEs

Chief Executive Officer for the iconic community in Summit County, Colorado known as “Main Street to the Rockies.” Frisco, Colorado is centrally located between a variety of world-renowned ski resorts and thus, the Town supports a board spectrum of businesses where the number of visitors and revenue generated within the County are ranked the third highest in the state. Subsequently, like most other tourist destinations, there is a myriad of impacts on communities reliant upon tourist revenues to sustain public services. During the past 19 months, specific accomplishments include what cannot be overstated as managing through extraordinary times:

  • COVID-19 required proactive and immediate response:
  • First week of shutdown, created Strategic Economic Response Team (SERT) by repurposing staff members to assist businesses in understanding and applying for the expected stimulus packages to be developed (result: our business community was well-prepared and successful in obtaining stimulus funds).
  • Launched and hosted bi-weekly virtual business meetings attended by 150+ businesses to share knowledge, experience and information. Program resulted in statewide notice and replication in other communities, which we gladly shared and supported.
  • Recommended Town Council consider “Business Assistance Program” as bridge funds until federal stimulus was developed (grant program approved, funded, and distributed within 4 weeks of shut down). Suggested and implemented “shop local” campaign to incentivize support for local businesses
  • Held weekly “all staff” meetings to keep everyone apprised as information evolved. Implemented policies and practices for remote working for all applicable staff positions and effectively provided continuous service in all capacities.
  • Recently recognized by Summit County Chamber as “Best Team of the Year” among all private and public sector organizations in the County.

Pre-COVID-19

  • Held strategic planning sessions with Town Council, adopted shared vision, expected outcomes and aligned Council’s vision to all staff assignments.
  • Implemented the Town Council’s highest priority to increase the number of deed-restricted housing by establishing a “housing helps” program, brought to fruition a partnership with CDOT to develop a housing project, and prioritized a private-public partnership for new 50+ unit housing project (underway).
  • Successfully implemented Town Council’s priority to reduce teen vaping by passage of voter approved “nicotine tax” to fund teen cessation programs.
  • Reprioritized budget linking Town Council’s goals to specific expenditure and annual funding cycles (further aligning fiscal practices to Council priorities).
  • Reorganized departments and functions to align with best practices for public agencies.
  • Combined fiscal analysis with Town Council’s goals in staff reports further aligning budget to Council priorities.
  • Adopted new recruitment strategies and salary adjustments to attract and retain police officers at a time with declining interest in policing careers.
  • Improved staff performance by strengthening team spirit, rewarding customer service, encouraging innovative practices, and linking Council goals to staff assignments.
CITY MANAGER OF SOUTH LAKE TAHOE, CA                                                      6/2012  ‐  3/2018
City of South Lake Tahoe
Population 21,400/200 FTEs

Appointed to executive leadership based on proven track record building consensus and strengthening organizational performance; initial objectives were rebuilding financial reserves, reducing unfunded retirement expenses, and aligning elected official’s vision and goals to performance outcomes. Completely eliminated retiree health liability saving the city 30-40 years of obligations. Doubled City’s reserves from $9.8M to $20+M. Led the City Council’s annual strategic visioning efforts establishing quantifiable performance measures and expected outcomes. Increased community engagement. Manage day-to-day operations of full-service General Law/Council-Manager Municipal Agency including Gen Aviation Airport, Police and Fire with a $40M General Fund and $90M overall budget (CIP, Enterprise and Former RDA).

  • Statewide recognition for an initiative to overhaul City’s health benefit plans eliminating 40+ years of post-employment financial obligations.
  • Worked closely with community CEO partners, Chamber and business executives to develop shared strategies for our collective success resulting in strong community support for City leadership during tenure.
  • Initiated community-wide capital investment effort calling for $1billion over 10-year period–achieved the goal within 5 ½ years. The effort increased community understanding of what is needed to transform 1960s infrastructure.
  • Created “City University” training program leveraging in-house talent; Designed new employee recognition strategies and established “Citizen’s Academy” to increase understanding of city operations among community members.
  • Significantly improved the City’s financial stability reducing debts through smart refinancing initiatives, GF reserves doubled, S & P bond ratings improved.
  • Leadership role in a variety of community groups tackling key priorities; issues include housing, homelessness, redevelopment, economy, tourism, VHR, shared visioning and host of “hot topics.”
  • Lead negotiator in a three-year process to acquire centrally located old hotel and transfer acquisition to a developer for grocery/commercial project revitalizing the center of town. Required skillful commitment balancing diverse opinions, regulations, and expectations.
  • Effectively managed the City as we climbed out of the Great Recession through recovery and into a period of economic renaissance by focusing on core economy (recreation/tourism), attracting capital investment, and identifying opportunities to strengthen the fiscal core.
ASSISTANT TO CITY MANAGER /RDA & HOUSING MANAGER                    10/2008 – 6/2012
City of South Lake Tahoe (Continued)

Hired through a competitive process to lead Housing / Economic Development efforts based on experience and local community engagement efforts. Rapidly identified policy and procedural design flaws in city’s CDBG/HOME loan programs; established new policies reducing foreclosures by 30%, increasing FTHB ownership and business loan repayments. Successfully wrote multiple grants generating $5M+ in new revenue for local contractors during Great Recession recovery period (Neighborhood Stabilization Program). Led effort to attract a developer for affordable housing project resulting in 48 low-moderate income housing units for the community.

2011: Promoted to assist new City Manager hired to address City’s escalating budget deficit. Tasked with developing performance objectives, dissolving redevelopment agency, increasing community engagement and managing special events. Established new communications/public affairs office increasing community involvement through social media marketing strategies, community surveys and neighborhood meetings.  Directly managed all complex redevelopment agency dissolution activities generating $1M positive cash flow in the first year. Effectively negotiated with the state agency to maintain City’s housing fund balance ($4M), a unique result less than a handful of agencies attained. Negotiated with producer to bring new winter music festival to the community, which is now listed as one of top 10 NYE events in the nation – 20,000+ daily attendees love it and MTV just acquired event; generates $15-20M annually to local economy and mitigates against low-snow years (check out: SnowGlobe South Lake Tahoe).

PUBLIC AFFAIRS VP                                                                                                          2/2007 ‐ 10/2008
Lake Tahoe South Shore Chamber of Commerce

Recruited into newly formed government liaison position to strengthen partnerships between local businesses and local / state government agencies. Represented the interests of businesses to elected officials on issues of importance to community improved land use planning, projects, community marketing, and tax issues.  Successfully implemented Wayfinding highway sign project consistent with local government regulations. Wrote grant proposals resulting in annual funding for business assistance programs. Results led to 25% increased Chamber membership.

ASSISTANT TO CITY MANAGER                                                                                 10/2001 ‐ 10/2006
City of Solana Beach, San Diego County
Population 13,500/130 FTEs

Hired as Senior Analyst to align City’s organizational goals with staff workplans, develop performance measures, improve organizational culture, employee technical skills and community engagement; Promoted to Assistant to City Manager in 2003. Direct management and responsibility for Human Resources, Information Technology, Public Art, Community and Recreation Services.  Working with the City Manager developed Business Plan with measurable performance objectives aligned with City Council’s vision and policies. Led team-building events with staff and Department Directors leading to increased employee engagement and reduction in turnover. Facilitated City Commissions: Parks & Recreation; Public Art and Special Projects. Assisted in annual Citywide budget development.

SENIOR ANALYST                                                                                                                 5/2000 ‐  5/2001
San Diego Association of Governments

Recruited by CEO based upon a reputation for organizational performance improvement strategies and successes. Assessed the effectiveness of local governmental services using primary data collection methods. Met with City leaders to develop plans to address findings improving customer service, municipal performance, and community engagement. Managed 30 staff (perm/temp) in data collection to support reliable findings. Wrote numerous detailed reports for academic analysis and presented findings to professional audiences, program staff, and agency executives.

SENIOR ANALYST                                                                                                               1/2000 ‐  12/2000
San Diego District Attorney, Paul Pfingst

Selected from highly competitive recruitment based upon a reputation for developing effective outcome-based performance objectives through workgroup analysis. Directly reported to District Attorney, Paul Pfingst supervising 1,300 deputy district attorneys. Conducted confidential operational assessments related to address police and prosecutorial biases. Assessed and reported on covert and overt biases in decision making among staff which affected prosecutions and social justice concerns at the time (gender bias was hot topic). Advised the DA processes in decision making among attorneys and work groups which impeded operations and employee relations. Conducted employee engagement training to increase awareness and mitigate against biases in prosecutorial decision making; improved case management among executive-level Deputy DAs.


Education

San Diego State University, School of Public Affairs
Master of Public Administration (M.P.A.)

San Diego State University, School of Public Affairs
Bachelor of Science in Criminal Justice (B.S.), Summa Cum Laude 

San Diego City College
Associate of Science in Business Law (A.S.)
Associate of Arts in Liberal Studies (A.A.)

Nancy is also a graduate of the University of California at Berkeley Executive Leadership Seminar program.


Professional Awards and Recognition

  • 2020 Invited as member of Colorado COVID-19 Economic Adaptation and Futures Committee
  • 2019 Elected to Association of Ski Towns Board of Directors
  • 2018 City Proclamation Honoring Accomplishments and Service to Community
  • 2016 Conferred Donald P. Lieffer Alumni of the Year Award, San Diego State University
  • 2015-2017 Conference speaker at multiple conferences on effective governance solutions
  • 2015 Appointed to League of Ca Cities OPEB and Pension Task Force
  • 2015 Published in Western Cities Magazine addressing statewide unfunded liabilities