City Council Agenda and Packet 2017 12 06 SP

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Matthew S. Fulton PROFESSIONAL EXPERIENCE AND INTRODUCTION • Strong and extensive chief executive experience • Proactive, visionary leadership style • Collaborative management style • Excellent financial management and budgeting experience aligning resources with community priorities • Strong and detailed knowledge regarding economic development, urban design, and land use planning • Experienced in developing successful regional collaborations and partnerships • Ability to strengthen operational success and organizational culture • Adaptive to meet the evolving needs of communities City Manager West St Paul, Minnesota August, 2013- January 2017 Population 20,000 Annual Budget $39 Million West St Paul is a vibrant community very conveniently located south of St Paul. The community just completed the $44 million reconstruction of Robert Street, the major commercial corridor serving the region. I was very proud of my leadership success in strengthening the community's focus on its infrastructure reinvestment, neighborhood engagement, economic redevelopment, public safety, and park/trail redevelopment. My emphasis focused on economic development and land use planning, financial forecasting, capital planning, strengthening neighborhoods, expanding the use of technology, creative service delivery, regional collaborations, and organizational support/development. Organizational Consultant, Daly City, California November, 2012 —March, 2013 Population 102,000 This was a temporary assignment providing leadership help with the consolidation of the Community's Recreation and Library Departments and in developing organizational communication strategies. City Manager Coon Rapids, Minnesota June, 2006 - July, 2012 Population, 62,000 Annual Budget: $52 million Coon Rapids is a second-tier fully developed community in the Twin Cities metropolitan area with a focus on economic development and redevelopment, proactive neighborhood engagement and revitalization, capital/infrastructure reinvestment, organizational sustainability, and preserving/enhancing quality of life for its residents and businesses. A primary focus of mine was on encouraging community reinvestment, regional retail center growth, increased community engagement in growingly diverse neighborhoods, and considering alternative service delivery ideas, including regional partnerships to strategically prepare the community for the future. City Manager New Brighton, Minnesota November, 1993 -June 2006 Population, 22,200 Annual Budget: $20 million New Brighton is a second-tier northern suburb in the Twin Cities metropolitan area with a rich history. The City emphasizes strong redevelopment efforts, particularly challenged by environmental factors. While in New Brighton, I was extensively involved with assembling nearly 100 acres of underutilized and contaminated property at the Northwest Quadrant of 135W and 1694 which required extensive work with state and federal agencies. While in New Brighton, I also led the effort in developing a Public Safety Department, which enjoyed very strong community support and citizen engagement. Another priority was in developing and supporting regional collaborations that advanced community priorities. The community also focused significantly on developing an excellent overall quality of life and made significant advancement in infrastructure preservation and reinvestment.