Are City Funds Being Used To Hire Unemployed ICMA Cronies?
.KUDOS TO DIANNE GARDNER FOR UNCOVERING THE ROSETTA STONE OF MUNICIPAL POLITICS !!
Manager Kisela wins an award for employing a re-tread ex-manage as the City’s CFO
Dianne has provided the key to understanding what motivates ICMA managers. They look at everything through the prism of not what is in peoples interest, BUT RATHER through the prism of pleasing other ICMA members. Manager Kisela knows his days in Port Orange are numbered and that it is only a matter of time before he will be hoping some other ICMA hack will be winning an award for employing him.
I have long realized that the ICMA was a sleazy self serving, payroll boosting, self promoting and self advancing association of incompetent primadonnas prattling around telling everyone within earshot that they, and only they know how to run cities and counties, BUT I NEVER realized they actually have a “life saver award” that they give to non-feasants like Manager Kisela, for hiring in-competents like his CFO/ re-tread manager who for most of last year either did not know how to do reconcile the City’s bank accounts himself, OR who was too lazy to ensure monthly bank reconciliations were done on a timely basis by someone else.
I have had it with Manager Kisela and his non-stop 24/365 excuse making for the screw-ups in Port Orange government. Port Orange needs a no nonsense Manager from the private sector who believes in responsibility and accountability and who has a demonstrated record of accomplishment as judged by the marketplace and not by the self styled “range rider” ICMA hacks who introduced the current Manager and CFO to our fair City.
Isn’t the Utilities Director also a member of ICMA
From: Dianne Gardner [mailto:email@example.com]
To: Ted Noftall; Mike Gardner
Subject: Fw: Can you tell me what award Greg Kisela is receiving and why he is receiving it for hiring Wayne Saunders? Lifesaver award? Thank you. Dianne Templeton Gardner
—– Original Message —–
Florida City and County Management Association
P.O. Box 1757
Tallahassee, FL 32302
16 thoughts on “Are City Funds Being Used To Hire Unemployed ICMA Cronies?”
GREAT POST TED. YOU HIT THE NAIL RIGHT ON THE HEAD. IF THE BACKGROUNDS OF HIS OTHER OVERPAID NEW HIRES IS CHECKED INTO THOROUGHLY I”M CERTAIN THERE IS A LOAD OF BAD BAGGAGE AND INCOMPETENCE TRAILING BEHIND THEM.ALSO. THANKS TOO DIANE. THE CITIZENS OF PORT ORANGE DESERVE TO KNOW WHAT IT REALLY GOING ON WITH THEIR TAX DOLLARS.
P.S. TO MY POST. I JUST LOVE THE WORDS “MEMBER IN TRANSITION'”,, I THINK THAT EQUATES TO, GETTING THE BOOT, GETTING FIRED, BEING FIRED, BEING ASKED TO LEAVE FROM HIS LAST JOB, ETC, ETC.
Go on the ICMA website and check out their code of ethics and transparency.
This is truly a family affair. Wayne Saunders can play Mr. French. Greg Kisela will be Jody. Mary Anderson as Sissy. Lets see if you can guess who plays the part of Buffy. Looking forward to your answer in posts.
One oversight, Mayor Allen Green plays Uncle Bill.
Link to Allen Green reprimanding Greg Kisela and his I.C.M.A. team.
FCCMA Lifesaver Award
Have you helped a Member-in-Transition (MIT) or do you know a FCCMA member who has helped a MIT?
FCCMA established a policy in 1993 to help full members in the Association who have separated from their local government. FCCMA members are encouraged to hire MITs for special projects and/or interim positions whenever possible.
In 2003, the Florida City and County Management Foundation adopted criteria for a lifesaver award to thank the membership for its support in hiring MITs. The Foundation was dissolved in 2007 and the Association assumed the policy.
To qualify for a lifesaver award the FCCMA member must employ a MIT either on a part-time or full-time basis for up to 90 days. If you have employed a MIT or know a member who has employed a MIT, please email Carol Russell at firstname.lastname@example.org.
It sure does not pass the smell test for me!
Dianne Templeton Gardner
I believe you have opened the can of worms Kisela was hoping never occurred. He has hired several former troubled ICMA city managers and transitioned them right into Port Orange. Port Orange has become the land of misfit managemers.
Greg has enabled them to wonderful salaries and allowed them to roam free in the pasture. Apparently the ICMA way is to reward any manager that can hire the Cronies that have failed the taxpayers elsewhere.
The traveling circus has arrived in Port Orange and now have squatters rights. You are correct. None of this even comes close to passing the smell test. We need to bundle them up and make some other poor community a nice package deal.
Take a look on the link below.
Practice What You Preach
Adopted in 1924, the ICMA Code of Ethics defined the principles that today serve as the foundation for the local government management profession and set the standard for excellence. Leadership in a management structure committed to equity, transparency, integrity, stewardship of public resources, political neutrality, and respect for the rights and responsibility of elected officials and residents strengthens democratic local governance. ICMA members pledge to uphold these principles in their conduct and decisions in order to merit the trust of the public, elected officials, and staff they serve. As a condition of membership, ICMA members agree to submit to a peer-to-peer review under established enforcement procedures should there be an allegation of unethical conduct.
ICMA’s Code of Ethics, most recently amended by the membership in 1998 to reflect changes in the profession, includes Guidelines to assist members in applying the principles outlined in the Code. The Guidelines were adopted by the ICMA Executive Board in 1972 and most recently revised in September 2013. Individuals seeking advice on ethics issues or enforcement are encouraged to contact Martha Perego, ICMA’s director of ethics at 202/962-3668 or email email@example.com.
Here is the full version of the ICMA Code of Ethics (with Guidelines).
The mission of ICMA is to create excellence in local governance by developing and fostering professional local government management worldwide. To further this mission, certain principles, as enforced by the Rules of Procedure, shall govern the conduct of every member of ICMA, who shall:
Be dedicated to the concepts of effective and democratic local government by responsible elected officials and believe that professional general management is essential to the achievement of this objective.
Affirm the dignity and worth of the services rendered by government and maintain a constructive, creative, and practical attitude toward local government affairs and a deep sense of social responsibility as a trusted public servant
Be dedicated to the highest ideals of honor and integrity in all public and personal relationships in order that the member may merit the respect and confidence of the elected officials, of other officials and employees, and of the public.
Recognize that the chief function of local government at all times is to serve the best interests of all people.
Submit policy proposals to elected officials; provide them with facts and advice on matters of policy as a basis for making decisions and setting community goals; and uphold and implement local government policies adopted by elected officials.
Recognize that elected representatives of the people are entitled to the credit for the establishment of local government policies; responsibility for policy execution rests with the members.
Refrain from all political activities which undermine public confidence in professional administrators. Refrain from participation in the election of the members of the employing legislative body.
Make it a duty continually to improve the member’s professional ability and to develop the competence of associates in the use of management techniques.
Keep the community informed on local government affairs; encourage communication between the citizens and all local government officers; emphasize friendly and courteous service to the public; and seek to improve the quality and image of public service.
Resist any encroachment on professional responsibilities, believing the member should be free to carry out official policies without interference, and handle each problem without discrimination on the basis of principle and justice.
Handle all matters of personnel on the basis of merit so that fairness and impartiality govern a member’s decisions, pertaining to appointments, pay adjustments, promotions, and discipline.
Seek no favor; believe that personal aggrandizement or profit secured by confidential information or by misuse of public time is dishonest.
Hey if Kisela happens to loose a few of his senior management team in the upcoming weeks here is a list of future candidates he might want to replace them with:
The following FCCMA members are currently in transition. Please take a minute to show your support by either emailing or phoning the MITs in your district. A phone call or an email can go a long way to help someone who is temporarily out of work. You can also help if you have any job opportunities or special projects available for which one of our MITs may be qualified.
With the current technology, the project could even be done from the MIT’s home. FCCMA staff has many of their resumes. Please contact Carol Russell at firstname.lastname@example.org if you need a current resume for one of our MITs. Also, please keep your FCCMA staff informed of any FCCMA members who may be eligible for MIT status. You can email Lynn Lovallo at email@example.com or Carol Russell at firstname.lastname@example.org.
District VIII – Former Manager of Eustis
Home: (352) 589-5981
Cell: (352) 360-5923
Matthew D. Brock
District III – Former Manager of Polk City
Stephen J. Cottrell
J. Douglas Drymon
Former Assistant of Winter Haven
District V – Former Assistant City Manager of Sunrise
Sarah Hannah-Spurlock – Linkedin profile (954) 309-9233
Click here for Sarah’s resume
District II – Former Manager of Atlantic Beach
Ricky G. Helms
District VI – Former Administrator of Highlands County
District II – Former Manager of Deltona
District VI – Former Manager of Arcadia
District IV – Former Manager of Haines City
District VII – Former Manager of New Port Richey
Former Manager of Fort Myers Beach
District IV – Former Manager of North Palm Beach
James Titcom – Linkedin profile(561) 315-4302
Greg Kisela Wins FCCMA Lifesaver Award for importing and hiring fired I.C.M.A. certified ex-city managers and visiting them upon the citizen taxpayers and employees of the City of Port Orange. Way to go Greg! Looks like you have your loyalties and fiduciary responsibilities mixed up.
FCCMA Policy for Support of Members-In-Transition
MIT – Transition Guide 2012 – pdf
FCCMA MIT Support
Definition of Members-In-Transition (MIT)
I. Definition of Members-In-Transition (MIT):
1. A Member-In-Transition is an individual whose last professional position held was in the local government sector and he/she was a full member in good standing of the Florida City and County Management Association.
2. The member in good standing has resigned his/her position either voluntarily or involuntarily.
3. The member must be actively seeking employment by pursuing local government positions throughout the state and/or in other states, provinces or countries having members of a professional local government management association.
4. Members-In-Transition will be allowed to stay in an MIT status for three years from date of termination. After that three year period, they will not be eligible for financial assistance under the MIT Program.
5. A MIT accepting interim local government employment who chooses to or is prohibited from actively seeking employment with other government entities, will have their eligibility for MIT benefits terminated at time of employment.
6. It is the member’s responsibility to notify FCCMA staff they have become an MIT, in order to receive MIT benefits. It is also the member’s responsibility to notify ICMA separately, if the individual is a member of ICMA.
7. It is the member responsibility to notify FCCMA staff if a permanent position is obtained.
Citizens Friend perhaps this will help clarify things for you.
This Troubling Timeline is accurate and factual. Much of it has been pulled from this website. All of the documents are official lawsuits, official investigations, agenda minutes, and media sources with many links provided.
Timeline of Our Troubled Utilities Director
Groveland 2005 Jason Yarborough leaves as an ICMACM. Residents are angered and feel their desires are being ignored and Council has become his puppets. The residents say it is time for him to go. Mr. Yarborough has helped lead the city into a number of embarrassing situations — all because of unwavering greed to grow. He leaves behind lawsuits and other messes for his replacement manager to inherit. See newspaper article below:
City has opportunity for change
Our position: Groveland needs a city manager concerned about residents.
August 21, 2005|By Verde
With the departure of Groveland City Manager Jason Yarborough, the south Lake community has a chance to reshape its destiny, and Groveland ought to take it.
The role of a city manager traditionally is to carry out the policy decisions and wishes of the council members. But in Groveland, as in many other cities, the complexity of running a municipality has nudged the city manager into a policy-making role. However, council members verge on being puppets for Mr. Yarborough, whose agenda is aggressively pro-growth. All this is inappropriate, and now is the time for a change.
Mr. Yarborough has helped lead the city into a number of embarrassing situations — all because of unwavering greed to grow. For example, the city manager bears at least some of responsibility for getting Groveland into the ludicrous position of spending tax dollars to oppose a clear vote of its citizens to limit the number of houses per acre in the environmentally sensitive Green Swamp. Another fiasco, equally ridiculous, is looming. Groveland is poised to become the target of a lawsuit by the Lake County School Board because of the outrageous notion that the city should get into the business of building and running schools rather than turning over impact fee money to the district. Mr. Yarborough leaves a legacy that cries for a cleanup. For starters, the city has purchased two water plants and a wastewater plant that need $9 million worth of expansion and renovation, and it desperately needs to begin rebuilding trust with its citizens. Groveland needs parks, better roads, more recreational facilities, increased police patrol, improved fire service and urban renewal in several parts of town. It isn’t even able to provide sewer service to many residents. Most of all, however, it needs a city manager who focuses on helping the residents who already live in town. The first step is to back off the growth agenda. About 5,000 new homes already are approved, and Groveland could grow by 17,000 new residents in the next four or five years. It is poised to approve hundreds more. Growth can be a positive force in a community, but this is out of control and can only produce more urban sprawl that worsens overcrowded schools and clogs roads that can’t handle traffic as it is. Groveland’s first obligation is to serve its residents and to plan wisely for growth. To do that, the City Council needs better advice from a manager. Council members also need to think more critically about their decisions and develop the fortitude to do what residents want rather than allowing themselves to be led.
Goodbye Groveland 2005
Hello Palm Bay 2005
He wrongfully terminated an employee in June 2007 and after a lawsuit the employee was reinstated with pay from June 2007 till December 2007. Palm Bay loses lawsuit and pays damages of 6 months of employee wages and associated legal costs. The link below is a copy of the lawsuit in detail:
Palm Bay Internal investigation conducted in 2011. Yarborough was accused of many things such as treating employees as consumables, mismanagement and a host of other major infractions. See the link to the internal investigation completed in August 2011 below to see what type of individual has been brought into our community by Mr. Kisela:
Yarborough and some of his staff resign on August 9, 2011 days before the critical report on the internal investigation is released. He states there is no relation to the investigation it is just time for me to go. He disagrees with all of the findings in the investigation but cowardly ran off rather than proving his statements to be true. See the newspaper article below from August 16, 2011:
Palm Bay utilities chief quit days before critical report released
Florida Today – Melbourne, Fla.
Author: Cervenka, Susanne
Date: Aug 16, 2011
Start Page: B.1
The head of Palm Bay’s water and sewer department resigned days before the release of an investigative report that described employees being mistreated — including at least one worker threatening physical harm on others. Former Utilities Department Director Jason Yarborough said his Aug. 9 resignation was not related to the investigation into is department.”After six years, it’s just time for me to move on to new opportunities,” he said. Two more employees — a supervisor and another worker — face a disciplinary process that has already begun, Assistant City Manager Chad Shoultz said. He was not sure whether Yarborough or Operations Division Manager George Cook, who also resigned Aug. 9, would have faced discipline in connection to the investigation had they not resigned in advance. Shoultz said the issues within the utilities appear to be isolated to that department and never impacted public safety. While the report didn’t identify any instances when the public was endangered, it did find that the “unavailability of adequate staffing, especially in the laboratory that creates an atmosphere where mistakes can happen.” The report suggested additional efforts to ensure more people were trained in laboratory procedures. Shoultz said it was not clear when the problems began, but that some “were ongoing and had been lingering.” City Manager Sue Hann took over in June after the former manager, Lee Feldman, took a similar position in Fort Lauderdale. Hann was a deputy manager under Feldman, but did not supervise the utilities department. “There was no question that a quality product has always been delivered. Based on the report, the way in which it was delivered was fundamentally different” than under the new leadership, Shoultz said. Dan Roberts, the assistant utilities director, has been appointed as the acting director, Shoultz said. Union representatives in the utilities department brought forward the concerns in June, shortly Hann was appointed. The city’s human resources department interviewed 31 people — including one who had resigned more than four years ago — as a part of the investigation into the department. The allegations identified through the investigation included:
Employees feared they would face retribution if they brought up safety concerns.
A maintenance worker threatened physical harm to managers and other employees.
Managers treating employees “as consumable resources to be easily replaced.”
Employees being disciplined for “poorly reasoned situations and process.”
Managers borrowed city equipment to use at home. The report did not detail what type of equipment was used. Yarborough disagreed that the employees in his department were mistreated, but rather said they were valued, mentored and encouraged on their career paths. “I think it would be real hard to make the argument we didn’t look after our employees,” he said. He also disagreed that safety was not at the forefront under his management, saying his department had “sophisticated” safety program that won numerous state and national awards. “I would take a real issue with anyone saying we don’t take safety seriously,” he said “You just can’t win all of those awards and have issues with safety,” he said. “And we haven’t done it at the expense of our employees.”
Pay freezes and citywide layoffs may have added to the stress, Yarborough said.
“Tensions can run high, but for the most part, we have a really great set of employees,” he said. Yarborough, who was hired as utilities director in 2005, said his department cut operational costs by $1 million without laying off employees and reduced electrical consumption in the department by 30 percent.
Goodbye Palm Bay August 2011
Hello Barefoot Bay September 2011
Yarborough retains employment in Barefoot Bay somehow hiding from the trustees his recent resignation while on paid administrative leave in Palm Bay. This following is a quote from the link listed below.
“Yarborough spoke individually with trustees last week. “Why didn’t you mention to me this incident with you leaving them?” Trustee Chuck Mershon asked. “I thought the questions I asked you were general enough to get that kind of response.”
“I don’t know,” Yarborough said. “I was planning to have that conversation with anyone who asked about it.”
Yarborough left Palm Bay very shortly after hire and once again began seeking employment now in Des Moines Iowa.
Good bye Barefoot Bay
Hello Des Moines
Des Moines Interview august 2012
This youtube link is quite comical if you have the time to watch it. Obviously Des Moines did their due diligence and checked his background and sent him packing without the job.
Goodbye Des Moines
Welcome to Port Orange
Somehow with his checkered past it allowed him to be short listed as a candidate and was swiftly hired thereafter. Either he lied on his application. Or there is no application. The City did not do a background check. Or Manager Kisela made a command decision in spite of Yarborough’s past and hired him anyhow. Was all this worth another silly award? Kisela is getting one for hiring Saunders and will soon get another for hiring Yarborough if he remains employed long enough. They are birds of a feather that flock together and surely know each others’ past. Yarborough needs to go as the citizens and employees have been sold short on this bill of goods. And depending on how it happened perhaps Kisela and those responsible for his hiring should pack their bags and go with him. This is DIRTY POLITICS at its’ finest.
This is what Port Orange has been awarded thus far.
Meter Mess escalates and runs out of control. Keep throwing money at it faster than anyone can keep up.
First he asks for nearly 100 Million dollars for Capital in the upcoming budget. When called on it he immediately cuts the request to 50 Million. AMAZING! Was the first request a throw at the dartboard? Or was it the second request? Either way it smells bad.
Citywide boil water event during bike week 2014. Hired a consultant for Thousands of dollars to tell us what really happened and we still have not gotten an answer as to what actually occurred. More money down the drain. More consultants more money seems to be the new motto.
April 2014 Union asks to meet City Manager regarding Mr. Yarborough and events in Public Utilities causing employees being affected in adverse ways. After what happened in Palm Bay was it fair to subject our employees to this type of behavior? See the link below:
May 2014 Councilman Ford puts the brakes on change orders after Mike Gardner exposed to Council how far out of control they are. Multiple change orders on initial jobs for 2 and 3 and 4 and 8 times the original bid request. No supporting documentation we just need more money to throw at something. If we miss a job by 8 times the original bid from 2 months prior do we really want him looking ahead 5 years for us?
So this is an overview of the timeline. You do the math. This fire should have been extinguished long ago. Actually it should never have been a fire for us to put out to begin with. This is bad politicking at its’ finest. The smoke will clear and we will find out if it was a favor gone bad, someone has the key to the skeleton closet, or we have been infiltrated by aliens.
Members in Transition
Help Wanted City Of Port Orange Lifesaver Looking For MIT’s $80,000 to $150,000 Plus Benefits
When a Full Member is fired, forced to resign or otherwise involuntarily separated from local government service as a manager/administrator or senior staff member, ICMA provides an array of personal and financial support.
Due to current economic conditions, ICMA understands that some local governments are being forced to cut back by laying off non-senior staff. If you have been laid off from a non-senior position, send an e-mail to email@example.com for options.
On a personal level, ICMA provides access to support services from ICMA leadership, senior management staff, Range Riders, and other members. Members are given the opportunity to have their names listed in the ICMA Newsletter and at icma.org as “in transition.” Their colleagues are encouraged to respond individually with advice and support. Colleagues should also keep in mind that members in transition are wonderful resources for short-term and interim assignments. In addition, each member in transition receives access to special articles and other publications designed to address common concerns during this difficult time. Click here for one example, a Colorado manual for managers in transition.
On a financial level, ICMA waives dues payments in six-month increments for up to three years. To facilitate networking with their fellow managers and to promote professional development while in transition, the registration fees for the annual conference and for one 90-minute webconference per month are waived. Members in transition are also given the opportunity to compete for a travel and lodging assistance scholarship. (For those who still cannot attend the annual conference, archived virtual conference materials are provided free of charge after the event.)
In addition, ICMA-RC has developed a valuable brochure geared specifically to the financial needs of members in transition. They also provide a special 800 number that you can use if you have questions about how to handle your retirement savings during transition.
Since ICMA membership belongs to the individual, not the local government, it is important for members to contact ICMA whenever there is a change in employment status. E-mail firstname.lastname@example.org or call 202-962-3680.
Click here for members-only access to many resources, including tips on how to make the most of your membership while in transition, a listing of career resources, several job loss articles from PM magazine, a brochure from ICMA-RC that provides guidance on maintaining your financial well-being during the transition period, and a document written by Range Riders that provides tips to MITs on how to handle the interview process.
Current Roster (accessible only by ICMA members)
Click here for a current roster of ICMA Members in Transition.
ICMA and State-Sponsored MIT Programs
(Updated March 2012)
ICMA works closely with state associations to offer support to members in transition. In addition to providing helpful information to MITs, ICMA waives up to three years’ worth of membership dues, offers complimentary annual conference registration, offers one free webconference registration per month to each MIT, and provides bimonthly conference calls. The next time you come across an MIT listing in the ICMA Newsletter, reach out and contact that member. Personal contact and individual support is always appreciated by your colleagues.
ICMA conducted a survey in February 2012 on the status of state association member in transition (MIT) programs. Of the 36 associations surveyed, 20 provided information on the types of activities and programs they offered MITs. While only 60% said that they had formal programs, most state associations offer some form of support to their members. ICMA has electronic copies of MIT policies for 11 states: Arizona, Florida, Georgia, Illinois, Iowa, Kansas, Michigan, Minnesota, Missouri, Oregon, and South Carolina. Kurt Bressner, Range Rider from Florida, has also prepared a resource guide.
Click here for a summary of the responses compiled from the 20 respondents to this survey. If you have updates to the information provided, or would like to add your state association, contact email@example.com.
Hiring MITs & the Length of Service Guideline (pdf, 51 KB)
KUDOS TO DIANNE GARDNER FOR UNCOVERING THE ROSETTA STONE OF MUNICIPAL POLITICS !!
The seed that you planted flourished into many ” documented truths”. These managers that are being “lifesaved” are simply being recycled. It appears that they need life saving as they have been cast away by angry residents, council members, and employees alike. Our manager is short listing our new administrators to a pool of rejects.
This is shameful and equally dangerous for the future of our city and tax base. We have to pay the taxes and try to survive while they seem to travel a circuit and prosper. We don’t deserve this treatment and certainly can’t afford to pay for foolish choices from management going forward as they are just transitioning .
They have left residents with their messes to clean up as they transition. My fixed income can pay a fair tax assessment for a fair return in services. I want them to keep up their checkbook just like I take care of mine each month.
Thanks Again Dianne for the great research
Give me a break. This guy has I guess an online resume. He took credit for the following two awards while he was not even employed by the City of Port Orange.
Director at City of Port Orange
Accomplishments: o Awarded the Florida Department of Environmental Protection 2013 Operations Excellence Award for Large Water Treatment Plant o Awarded the Most Improved Class A Water Treatment Plant Award by the American Water Works Association- Florida Section
He couldn’t even begin to tell you how they were achieved. If anyone deserves this on their resume it would be Shannon Lewis and Donna Steinebach whom were working with staff during this period. Pants on Fire! We are all impressed!
Here’s the laughable link: