June 25, 2019 Effingham County 601 N Laurel Street Springfield, GA 31329 Board of Commissioners members, Please accept my resume forthe postion of Manager for Effingham County. | most recently served asthe Deputy Supervisor of Administration and Chief Financial Officer for Berketey County South Caratina. In that role, | also served as the CFO fer the county's four utilities which include water, sewer, solld waste and storm water. Berkeley County has experienced tremendous growth and my position with the county allowed me to be deeply involved inal aspects of responding to that growth. Over the last four years, we have seen record economic development growth that totaled almost $4 bfion in industrial investment. We have also seen record expansions in our utility infrastructure, roads infrastructure, facility infrastructure and our level of services. This was all accomplished with a keen eye on financial and nonfinancial impacts with the goal of ‘rowing ata sustainable and resitient pace. | am an advocate for strategic planning and outcome-based process management. find that this approach ‘empowers staff and gives managers clarity in direction and a strategy map so they can measure results and adjust their processes to produce outcomes consistent with implementing the strategic plan set forth by the Board of Commissioners, 1am also a strong believer in relentiess communication with stakeholders and atthe top ofthat Ut is the Board of Commissioners. Asa former elected official, | feel | have a unique perspective on this and reguar ‘communication isan ideal method for building and maintaining trust and confidence, ‘Ultimately however, the manager cannot forget the basics and must deliver on providing exceptional core services, a safe environment for citizens and a solid financial foundation. Ifthe manager can get that correc, then they have a structural footing to build on. Im my most recent position, my salary was $121,037 in 2018, $117,475 in 2017, $111,475 in 2016 and $106,500 in 2015. | truly believe that Effingham County is a nique and special place with unlimited potential. Its strategic Location with proximity to a major port and the interstate share many similarities with Berkeley County. 1 ‘would be honored ifthe Board of Commissioners would consider me forthe position of County Manger. Highest regards, Tan imothy J CatlananBerkeley County Government, Moncks Corner, SC - Deputy Supervisor of Administration, Chief Financial Officer January 2015 to December 2018 - Departments of Responsibility: Finance, Procurement, Information Technology, Human Resources, Safety & Risk Management, Fleet Management, Grants Administration, Facilities & Grounds, Real Property Services, Administrative Services, Tax Collector, Public Information Office, Emergency Communications, Emergency Medical Services and Emergency Management. Consolidation: Berkeley County Government and Berkeley County Water and Santtation Department operated as two separate organizations with separate administration departments. Beginning in January 2015, | was tasked with consolidating departments to realize performance and efficiency gains. Procurement, Human Resources, Fleet ‘Management, Finance, Information Technology, Facilities & Grounds, Legal, Public information Office and Safety & Risk Management were all consolidated into single departments. In every case, using predetermined metrics, better ‘outcomes were achieved. On a financial basis, over $2 million dollars in savings was achieved in the three years since consolidation was completed. Finance: Brought the creation of annual financial statements in house for fiscal year 2017. Implemented a new financial software package overlaid with planning and analytics capabilities allowing departments to track both financial and non-financial key performance indicators. Implemented a Resilient Asset Management Program countywide to provide sustainable funding sources to maintain, repair and replace capital assets. Human Resources: Initiated and successfully implemented a compensation study resulting in a double digit decrease ‘in employee attrition rates. Moved the county to a self-funded health insurance model reducing year over year premium increases by half. Included in the administrative office expansion an Employee Wellness Center to further track and improve health outcomes for employees and family members. Implemented new system for application and ‘onbearding of new employees and an online system for annual employee performance reviews. Grants Administration: Hired the county's first Grants Administrator in 2015. Since inception Berkeley County has submitted 87 grant applications and received 59 awards totaling aver $16 million in revenue for the county with 23, applications totaling an additional $4 million pending. Achieved CDBG Urban County designation beginning in 2019 ‘which will result in an annual direct allocation of over $1.1 million to the county Safety and Risk Management: Complete reorganization of department from policy, procedures, reporting, training and incentives resulting in a 25% decrease in the county's experience modifier which equates to a $300 thousand annual. savings in worker's compensation premiums. Berkeley County Risk Management was awarded the Most Improved County in 2016 by the South Carolina Association of Counties. Information Technology: Instituted largest investment in system and software upgrades in county history with an emphasis on compliance, security and integration. Investments included CJIS compliance, enterprise asset management system, performance, plannirg and analytics systems, hardware retirement and replacement program, and enterprise security hardening and vulnerability testing.Public Information Office: Created department from scratch emphasizing social media presence, reg scheduled community information sessions and aggressive Earned Media (public relations) campaigns. Fleet Management: Created department from scratch to actively track key metrics related to the county's fle over 400 vehicles. Using new asset management software, we are now able to track true Total Cost of Ownersh using data derived from GPS, Maintenance Department, fuel system and vehicle resale values. By monitorin performance indicators derived from the data the fleet manager can now make data driven replace recommendations in requested budget. Emergency Medical Services: Department was modernized and restructured with the goal of quanti ‘improving patient outcomes. This includes bringing in new leadership, modernizing fleet and equipment, incre training, updating policies and procedures, upgrading billing and reporting systems, and expanding our numb response units, The result was a 30% reduction in response times, decrease in employee injuries, doubling of s} revenues and improving patient care. Emergency Communications: Negotiated a first in the state countywide public safety radio network agree resulting in total cost savings of $5 million compared to budget, lower annual projected maintenance and pers ‘costs and a more robust and feature rich system for first responders. Modernized all systems associated ‘emergency dispatch including computer aided dispatch and communications consoles with emphasis on efficiency, integration and analytical reporting. Emergency Management: Incident Commander for three federally declared natural disasters. County app representative in FEMA public assistarce process resulting in recovery of over $9 million for the county. Economic Development: Developed financial model to better determine the financial, economic and social im of different types of development projects. Analyzed residential, commercial and industrial projects so county right-size incentives and encourage development in preferred regions in order to maximize net benefit. Lennar Homes and Beazer Homes, Charleston, SC - New Homes Consultant (2012-2014) Wells Fargo Advisors and Securian Financial, Daniel Island, SC - Financial Advisor (2010-2012) John Wieland Homes and Neighborhoods, Mt Pleasant, SC - Licensed Sales Professional (2007-2010) ‘Webcam Technologies, Inc., Charleston, SC - Founder - President (2000-2007) Cantor Fitzgerald Securities, New Yerk, NY - Institutional Trader Mortgage Derivatives (1996-1999) Waterhouse Securities, New York, NY - Fixed Income Trader (1993-1996) oe Berkeley County Government - County Councilman 2007 + Elected to 3 terms Representing District 2 - Daniel Island, Cainhoy Peninsula, Hanahan and Goose Creek + Finance, Water & Sanitation and Ccmmunity Services Committee Chairman + Berkeley County Council Parliamentarian + Berkeley Charleston Dorchester Council of Government - Board Member + Charleston Area Transportation Study - Board Member Daniel Island Neighborhood Association - President 2006 tBachelor of Arts: Economics, Minor: French - lona College, New Rochelle, NY Lean Six Sigma - Green Belt New York Institute of Finance - Certificate in Debt Securities South Carolina Institute of Government for County Officials - Level 1 and 2 Certification South Carolina Real Estate License 7, ‘Married 22 years to wife Jeannie Treasurer Callanan 14 year old son Emmett, rescue dog named Max. ‘Member of Christ Our King Church in Mount Pleasant