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Guilford County, North Carolina (population 495,279): In the wee hours of the morning of Friday, March 22, the Guilford County Board of Commissioners voted to offer the job of Guilford County manager to Brunswick County Manager Marty Lawing, according to The Rhinoceros Times. Lawing, who will replace former Guilford County Manager Brenda Jones Fox, has agreed to accept the position and start working for Guilford County on Monday, May 6 at a salary of $183,000. The vote to hire Lawing was 6 to 3, split along racial lines, with the county's six white commissioners (five Republicans and one Democrat) voting to hire Lawing, and the board's three black commissioners (all Democrats) voting against the move. Those voting in favor of hiring Lawing were Chairman Linda Shaw and Commissioners Bill Bencini, Alan Branson, Kay Cashion, Hank Henning and Jeff Phillips, and those opposed were Commissioners Carolyn Coleman, Bruce Davis and Ray Trapp. The three commissioners who voted no said that they favored another candidate, a black man who has worked as a top local government administrator in other states, as their first choice. At the meeting, right before the vote, Trapp said he favored the other finalist over Lawing, but he said his decision had nothing to do with skin color but, instead, with qualifications. Davis said he felt the decision to hire Lawing was like Guilford County doing "Michael Jackson's moonwalk dance" because the county pretended to be moving forward on matters of diversity, but it was in reality moving backward. After the vote, Chairman of the Board of Commissioners Linda Shaw said she was very pleased with Lawing's hiring and she said she felt Lawing and Guilford County would be a very good fit.
Miramar, Florida (population 124,302): Miramar City Manager Robert Payton abruptly resigned from his job Monday evening, according to the Miami Herald. Payton, 54, had been with the city for almost 37 years, starting as a garbage man and working his way up to city manager in 2001. During his tenure, Miramar became one of the fastest growing cities in Broward Country. But in 2010, he was embroiled in the public corruption case against former City Commissioner Fitzroy Salesman. Payton, who prosecutors said facilitated a corrupt deal on Salesman's behalf, never took any money and therefore was never charged in the crime. He eventually testified against Salesman. Deputy City Manager Wazir A. Ishmael has been appointed interim city manager.
Brunswick County, North Carolina (population 110,097): After 12 years as County Manager in Brunswick County, Marty Lawing has submitted his resignation, according to WECT. Lawing has accepted a job as County Manager in Guilford County. Reports say Lawing will make $183,000 in his new position, which will begin May 6th. His last day in Brunswick County is May 3. Commissioners in Guilford County voted 6-3 Thursday night to hire Lawing to replace Brenda Jones-Fox, who retired. Guilford County has a nine member commission, compared to the five members that serve in Brunswick County. No word on who will take over Lawing's position in Brunswick County on an interim basis.
St. Mary's County, Maryland (population 107,484): The St. Mary's County Commissioners have appointed Dr. Rebecca Bridgett as county administrator to replace the late County Administrator John Savich, according to The Bay Net. Bridgett is a former Charles County Administrator who was fired from the position on a 3-2 vote in June of last year. County Human Resources Director Sue Sabo has been acting county administrator since Savich's passing away. After her firing Bridgett was named acting director of the Human Resources and Administrative Services Division of the Charles County Sheriff's Office. Before being appointed county administrator in 2009, Dr. Bridget was director of the Charles County Department of Social Services for five years. Before that she was acting executive director of the Maryland Social Services Administration, Department of Human Resources where she provided key leadership on child welfare policy development and was responsible for a staff of 50, according to a press release from the Charles County Sheriff's Office. Bridgett's firing as Charles County administrator was controversial. After her firing Bridgett's attorney Roger Fink, a former county attorney, said the majority of the commissioners violated the notification provisions of her contract by failing to give her notice and time to resign rather than be fired. On Tuesday with the announcement of Bridgett's hiring as the new St. Mary's County Administrator, Commissioner Lawrence Jarboe (R: 3) said, "Charles County's loss will be our gain." He added that it was good to see that a woman like Bridgett competed with a number of applicants "and rose to the top on her qualifications." Dr. Bridget holds a Doctor of Education from NOVA Southeastern University and a Master's Degree in Special Education from Appalachian State University, Boone, NC.
Cambridge, Massachusetts (population 106,038): When this city's next manager takes over this summer, he will wade into a long, sticky controversy over the walloping salary that the post commands, according to The Boston Globe. Richard C. Rossi, a longtime deputy city manager, signed a three-year contract that guarantees a $330,000 annual salary, by far the highest paid to a Massachusetts municipal manager and nearly twice that of Mayor Thomas M. Menino of Boston. Rossi will make less than the outgoing city manager, Robert Healy, who makes $347,000 a year and is leaving the position at the end of June. Rossi says the demanding nature of the job justifies the high pay, but his compensation package has reignited criticism that taxpayers are funding a grossly inflated salary. Now, some members of the City Council, which voted 7 to 2 in February to approve Rossi's contract, concede that the salary is high and are weighing how to curb the manager's ballooning salary. Cambridge, a nationally recognized city of 105,000 people, is home to Harvard, MIT, and a booming biotech industry. It is hailed for its prized bond ratings and revenue-generating property taxes. For the past several years it has been on a building boom, with a new public safety building, youth and recreational facilities, and major renovations to its library and high school. Residents have shown their approval with high marks on city-conducted surveys. Rossi, who started collecting trash for the city some 42 years ago, became deputy in 1981 and is now paid $287,000. As chief executive, a role Rossi will assume July 1, he will set policies, submit annual budgets, and appoint heads of city departments and boards. In an interview last week, Rossi stressed his commitment to maintaining the city's fiscal strength and said he remains committed to delivering high-quality service and responsiveness to residents. Rossi also defended his salary, saying that running a city is demanding work that requires expertise in planning, personnel management, and economic development. Rossi's contract includes a city-owned car, cellphones, and tablet computers. He will have a life insurance policy of $120,000. The city has agreed to pay additional monthly retirement benefits. Mayor Henrietta Davis, who hails Rossi as a strong visionary and leader for the city, said that outgoing manager Healy, who lives in Lowell, stayed in the job for three decades and that annual pay increases pushed his high salary ever higher. Rossi, who lives in Watertown, has been the deputy since 1981. Both men have received cost of living and other salary adjustments over the years. In addition, Healy received a 3 percent salary increase on June 1, 2009 as well as on Jan. 1, 2010, 2011, and 2012, according to his contract. Minka vanBeuzekom, also on the City Council, noted that Rossi's salary is fixed for the three years of his contract and does not allow for the usual pay increases. For some residents, however, the high salary is unsettling. Some had hoped that when Healy announced his retirement, the council would use the opportunity to open the search outside City Hall. Frederic Turkington , president of the Massachusetts Municipal Management Association, said the administrator's salary is comparable to that of other chief executives in similarly sized cities in California, Arizona, and Texas. Unlike elected officials, who are usually underpaid, city managers are comparable to a superintendent of a school department or a general manager of a mass transit system who deserve higher pay, said Turkington. But even by those criteria, Rossi comes out on top. Beverly Scott, general manager of the MBTA, is paid $220,000 annually and the superintendent of Boston public schools makes $266,750.
College Station, Texas (population 95,142): The College Station City Council voted on Thursday to drop the "interim" designation for acting City Manager Frank Simpson, according to The Eagle. The council voted unanimously to place Simpson into the top spot following its executive session. The governing body decided to internally promote Simpson without a search for applicants, a move that prompted a round of applause from the council chamber. It is unclear how much Simpson will make in the position. City officials said the selection was made without determining the salary. They said it would likely be comparable to former City Manager David Neeley, who earned $171,000 annually, including benefits. Berry was noncommittal on when a contract would be finalized, but said she hoped to sit down with Simpson on Monday after the Good Friday holiday. Prior to taking over for Neeley on January 11, Simpson served as deputy city manager for two years. He came to College Station after working from 2004 to 2011 as city manager of Missouri City, a suburb of approximately 67,000 near Houston. Before that, he served for four years as city manager of Webster, a smaller suburb of Houston with a population of 10,000. Simpson holds a bachelor's degree in political science and a master's in public administration from Texas A&M. He and his wife, Kelly, have three children. The council's decision came as a surprise to city staff, notably Simpson. He said he was excited about the new role.
Moore County, North Carolina (population 89,352): The Moore County Board of Commissioners has named Tax Administrator Wayne Vest the new county manager, according to The Pilot. Vest, who has served as interim county manager since December, was chosen during a closed session meeting prior to Tuesday's regular meeting of the board. The new manager said he foresaw "no big changes" in his new role. Vest initially took the place of the late Jim Westbrook, who died in an automobile accident on Nov. 27, the day after Westbrook began his duties as interim manager. The previous county manager, Cary McSwain, retired Nov. 30. Commissioners' Chairman Nick Picerno praised Vest as the person that board members hoped would accept the county manager position. Picerno said the board, convinced that Vest was the best choice for the position, never reached the interview stage with other applicants. Other board members congratulated Vest on his new position. Commissioner Jimmy Melton said that Vest's credentials reflect well on all county employees.
Rio Rancho, New Mexico (population 89,320): O'Fallon's (MO) former city administrator has found a new position as city manager for Rio Rancho, New Mexico, a suburb of Albuquerque, according to the O'FallonPatch. Riesberg was terminated from his position in O'Fallon on Jan. 10 by a vote of the O'Fallon City Council. He took over as O'Fallon city administrator in January 2010, having previously serviced as city manager for Sedalia, Missouri, since 2005. The Albuquerque Journal reported that Riesberg was the top candidate of 30 who applied for the position. He received a unanimous vote of approval from the Rio Rancho city council. Rio Rancho, with a population of 87,000 is comparable in size to O'Fallon, with a population of 80,000. Rio Rancho's previous city administrator retired "involuntarily" this past July, the Journal reported. Riesberg will see a $25,000 per year pay increase from his position in O'Fallon, a story in the St. Louis Post-Dispatch reported. Riesberg's salary in New Mexico will be $150,000 per year.
Cayuga County, New York (population 79,738): After spending nearly three years as Cayuga County administrator, Tom Squires is leaving to pursue new opportunities, according to The Auburn Citizen. Joseph Runkle, deputy chairman of the Legislature, said Squires told county department heads about his decision during a meeting Wednesday. Confirming his planned departure, Squires declined commenting on where he planned to work, simply stating "I have a fantastic opportunity." However, The Citizen has confirmed that Squires has accepted a job at Mohawk Valley Community College. In an internal email, dated Thursday, Feb. 21, President Randall VanWagoner told the Utica college's employees that Squires accepted his offer to serve as MVCC's new vice president for administrative services. Squires started working for the county in 2010, becoming the second person to serve as county administrator. He succeed Wayne Allen, who was fired without public explanation in 2009. Before working for Cayuga County, Squires served as Onondaga County's deputy comptroller for about 13 years. And according to the email, he has worked as an adjunct faculty member at Bryant-Stratton College for many years. Reflecting on his time in Cayuga County, Squires said the time he spent working as county administrator "has been the best" chapter in his career history. Although he said he was excited about his new job, he said he was sad to leave behind a great group of coworkers. Before April 12 — his last day as county administrator — Squires said he wants to help the county fix its emergency communications system and see the Legislature decide whether it should merge the Cayuga County Nursing Home with Mercy Health & Rehabilitation Center. In the meantime, Runkle said the Legislature plans to seek a successor. To put steam into the search process, he said the Legislature is currently working to form a search committee.
Manassas, Virginia (39,300): Manassas city manager John Budesky announced at Monday's city council meeting that he would resign from his post to take care of an ailing family member, according to the ManassasPatch. Budesky made the announcement just days after his one-year anniversary with the city. He told city council members Monday that his decision to leave wasn't an easy one. Budesky is relocating to Hanover to be near the sick family member and has accepted another position in the Richmond area. Budesky joined the city March 5, 2012 replacing interim city manager Patricia A. Weiler who was serving in place of former city manager Larry Hughes who retired. City Council stands behind Budesky's decision and will work with him over the next 90 days through the adoption of the budget and the Capital Improvement Plan. In the next few weeks the City Council will be exploring many options including interim possibilities as well as a long-term solution. The selection process will be thoughtful, yet expeditious when considering the next city manager, according to a release issued Tuesday afternoon by the city. In the last year, Budesky led the city through the development of a Vision and Priorities Implementation Plan, introduced an award-winning Capital Improvement Program in partnership with Manassas City Public Schools, built bridges with the business community and introduced a balanced budget consistent with the priorities of the city council, according to the release.
Merriville, Indiana (population 35,215): Town Administrator Howard Fink is leaving his position to take another job within the same field, according to the NW Times. Fink's last day with Merrillville will be April 9, he said. Fink has handled Merrillville's daily operations as town administrator. He said he is thankful for the opportunity he had to serve the community. Fink joined Merrillville about seven years ago. He started as the town's community development director in the Planning and Building Department. At the end of 2008, Fink's responsibilities increased when he became town administrator. Fink said there have been many "accomplishments and successes" during his service with the town. He said Merrillville's financial situation is among the areas in which he helped improve. Councilman Tom Goralczyk said Merrillville is losing a "valuable asset" with Fink's departure. Goralczyk said Fink attracted many developments to the town. Fink thinks Merrillville has shown it's "pro-economic development." He said it's been "a team effort" to bring businesses to the community. In addition to his colleagues in Merrillville, Fink said he will miss the "meaningful friendships" he made in the town and Northwest Indiana. Although he didn't live in Merrillville, Fink believes he was considered part of the community. The Town Council will meet in executive session next week to determine how it will proceed with filling the position, Goralczyk said.
Texarkana, Arkansas (population 30,177): Mayor Wayne Smith held a press conference Tuesday morning to announce the departure of City Manager Harold Boldt, according to KTBS. The decision to part ways was made Monday night during an executive session with the Board of Directors. City officials anticipate naming an interim city manager later this week. Mayor Smith says the interim city manager will not be an employee of Texarkana, Arkansas. When discussing the city manager's departure, Mayor Smith told reporters that management styles sometimes get stagnated. City officials will soon be deciding on a search committee for a new city manager. Boldt had been with the city since 2005. In a telephone interview, Boldt said he had resigned from office and was most proud of his accomplishments with the Crossroads Business Park. Mayor Smith says the terms of agreement between Board of Directors and the former City Manager are still being finalized.
Garden City, Michigan (population 27,408): The Garden City Council voted Monday evening to have Robert Muery as its new permanent city manager with a split vote, according to the Observer & Eccentric. Negotiations now must take place with Muery who has been the acting city manager, wants to remain its police chief. Councilwoman Patricia Squires made the motion which was supported by Councilwoman Jaylee Lynch to name Muery the city manager. Council members Joanne Dodge, Michael Jones, and Mayor Randy Walker supported Muery while David Fetter and Jim Kerwin voted no. Fetter had made a motion to support Jade Smith, the deputy mayor of Westland, but that motion went nowhere. Smith came in first overall with scores cast after interviews with seven candidates. Scott Randall of Arkansas came in third in the scores. There was also a concern expressed that the scores seemed manipulated by some council members to show unusually high or low scores for some candidates. It prompted Jones to suggest dismissing the highest and lowest scored candidates. What followed was a discussion by Fetter that Muery's holding both positions fell within the confines of the Incompatible Public Offices Act, PA 566 of 1978 which says that cities with less than 25,000 people can have these dual roles, if needed, but not those with a higher population. Garden City has 27,000 people. Fettger said that he wouldn't support something that he viewed as illegal — one position is subordinate to the other. Fetter said that the law has been upheld by the Michigan Supreme Court and upheld in an opinion by City Attorney Tim Cronin. There is a concern, if a potential future conflict. Lynch, however, said that there are other cases where a person held both dual jobs in Garden City that didn't violate the incompatibility act, although she agreed that there could come a time when there is a problem. She said that each must be considered individually on a case-by-case basis. Walker said that the council picks and chooses what attorney opinion it chooses to support. Likewise, Dodge said the information she has read "goes all over the place." Lynch further maintained that having Muery continue with both jobs meets Governor Rick Snyder's direction that municipalities find ways to consolidate to save money. Muery has served in both positions since Garden City Manager Darwin McClary was first suspended in August and then fired on Sept. 24. Kerwin said that Muery is a fine city manager but added that he didn't want to "violate the law." Muery said after the meeting that his interest in serving in both positions was to continue to save the city money. In the end, all council members congratulated Muery and wished him well. Resident Dick King said that it appears that the council violated the charter by unknowingly placing Muery in the dual position. Resident Ray Wiacek urged residents to view this meeting two or three times to see if they could make any sense out of it.
Temple Terrace, Florida (population 25,314): The City Council has hired the head of Tampa Bay Water as its new city manager, according to the Tampa Bay Times. Gerald Seeber got the nod after the council's first two picks for the job bowed out. He expects to start work in Temple Terrace at the end of April. Seeber has more than 25 years' experience as a city manager, including stints in New Port Richey and Oviedo, near Orlando. He said he had missed the pace and give-and-take of city government during his five years as general manager of Tampa Bay Water, supplier of wholesale water to governments in the Tampa Bay area. Temple Terrace Mayor Frank Chillura said he and the council are excited about Seeber. Seeber, 59, who will be paid $135,000 annually, replaces longtime city manager Kim Leinbach, who is retiring. The City Council voted to negotiate with Seeber when two candidates from Arizona dropped out. The first candidate, Jeff Mihelich, assistant city manager of Surprise, Ariz., told council members he had to decline the offer because his daughter wanted to finish high school in Arizona. The second candidate, Dana Hlavac, deputy county manager for Mohave County, Ariz., could not provide a commitment in the time period the council had set, Chillura said. Seeber said he was "perfectly okay" with being the third choice, adding that in the public search for city managers, such a situation is not unusual. Seeber served as city manager of Oviedo from 2004 to 2008 and New Port Richey from 1988 to 2004. Seeber served as village manager of Brown Deer, Wis., from 1982 to 1988. He graduated from Marquette University in 1975 with a bachelor's degree in political science and earned a postgraduate degree in public administration from Pennsylvania State University in 1978. The new manager said that while Temple Terrace, like all Florida cities, suffered from the recession, the city's tax base was strong. Seeber said he and his wife, Denise — parents of four grown children — are planning to put their Safety Harbor home on the market and move to Temple Terrace. He had informed Tampa Bay Water board members earlier this year that he was looking for a job in city government, he said, so this move was not a surprise to them. Chillura said Seeber's knowledge of water issues will be a boon to Temple Terrace, and he has a good working relationship with a number of officials in the Tampa Bay area.
Reading, Massachusetts (population 24,747): The Board of Selectmen, by unanimous vote, have named Assistant Town Manager Bob LeLacheur to be Reading's next town manager, according to the Boston Globe. LeLacheur, who was among three finalists for the position, will replace Peter I. Hechenbleikner when he retires in June after serving as town manager for 26 years. A screening committee, with help from a consultant, whittled a list of about 25 candidates down to the final three. The other finalists were Abington Town Manager John D'Agostino and Lunenberg Town Manager Kerry Speidel. LeLacheur has worked in Reading since 2005. Prior to that, he was a portfolio manager and partner for Merganser Capital Management Inc. in Cambridge and Boston. He also had worked on Wall Street, at Salomon Brothers and Lehman Brothers.
El Segundo, California (population 16,775): As homecomings go, the situation Greg Carpenter landed in a year ago wasn't particularly sweet, according to Easy Reader. Carpenter was named El Segundo's city manager while the city was in the midst of a dispute with its historical benefactor and biggest business – Chevron, which actually named the town in 1917 after it established its second refinery here. Perhaps even more significantly, the Great Recession had hit El Segundo particularly hard, forcing city government to reduce its size from 320 fulltime employees to 260 while still attempting to deliver similar service levels. Carpenter, who graduated from El Segundo High in the Class of '82, had never expected to return home as city manager. He'd left to go to college at Long Beach State University, where he studied Geography. He subsequently worked 18 years for the City of Long Beach – and two years in Lawndale – working his way up through the ranks to become planning manager. He loved the satisfaction of seeing projects come to fruition in the planning sphere and didn't have a particular ambition to go any higher in city government. In 1998, Carpenter achieved his dream of bringing his wife and two sons back to his hometown to live as he commuted to Long Beach. Then, in 2008, he was hired as planning manager in El Segundo. Last year, he became an obvious choice to step in and calm the turbulent waters that had overtaken the city in the wake of its economic troubles and dispute with Chevron. A year later, the city is emerging from its economic difficulties, and peace with Chevron has been established in a deal that is expected to net the city $134 million in additional taxes over the next 15 years. Broader forces are at work in both issues, of course, but Carpenter's steady hand has been a key part of the equation. Council person Marie Fellhauer said that Carpenter has been the right person at the right time and place for the city. His hometown roots, she said, have made for a seamless fit. A wall-sized overhead photo of the five square miles that is El Segundo hangs on the wall of the city manager's office. Carpenter seems to know every square inch. He points to one particular area with special fondness, the far west stretch of Hillcrest Street – his childhood home, which at that time was the far west of the city itself. Carpenter actually had some kind of a presentiment for his City Hall. As a high school senior, he took part in a career week in which students were assigned to a department head and had to write a staff report to present to a mock city council also comprised of students. Three decades later, the actual El Segundo City Council asked its planning director to take over as interim city manager after abruptly parting ways with former city manager Doug Willmore. As Carpenter took the helm, council members realized they'd found their city manager. Carpenter, who also obtained his master's in public administration at LBSU, is in some ways still a geographer at heart. One of the many things he loves about his job is that he's still learning things about the geography of El Segundo – for instance, the fact that Grand Avenue as it slopes towards the ocean is no longer El Segundo, but Los Angeles. He also had identified part of what makes the city, with its nighttime population of 16,700 residents and daytime workforce of roughly 70,000 people, so utterly unique. All four city borders – Chevron along the south, Hyperion and NRG along the west, LAX north, and the aerospace industry east – in some sense seal off the old-fashioned little town in the middle from the outside world. As city manager, what strikes Carpenter most, and what he is most grateful for, he said, are the people he is serving – not just the five direct bosses he has in the City Council, but the entire residential and business community. Part of the ethos of city hall in El Segundo has long been a certain no-nonsense practicality – the city was first in L.A. County awarded as the most business-friendly and has again been nominated for the award because of its relative lack of red tape and delay. A project that might take six months to be inspected and approved in Los Angeles is often handled in days in El Segundo. For Carpenter, this is a key part of the city's uniqueness, and it's reflective of his own character, as well: Both the city and its manager work with little fanfare but instead focus on moving forward. Fuentes said that the city's organization has come to reflect Carpenter, as well. She noted that the confidence he has inspired in employees, and the pride he takes in their work, has been a key factor in his success as city manager. Fellhauer said that Carpenter's calm, and care, have been especially valuable at city hall. Carpenter credits others for much of what has gone well. He said his wife of 25 years, Julie, who works professionally as a human resources director, makes his life easier by keeping the family's home front organized. And he credits the council, city employees, and the community itself. More than anything, as Carpenter feels a sense of gratitude for finding himself somewhat unexpectedly as the city manager of the town he loves best.
Hastings, Minnesota (population 22,359): In March of 1989, Dave Osberg took a new job. He had been working in St. James when the city administrator position in Hastings opened up, according to the Hastings Star Gazette. City Hall had a much different dynamic back then. There was significant unrest in the council prior to Osberg's hiring, and it continued in some measure into the first part of his career here. Anyone who came into his position would have had a tough time, Osberg said. On Friday, Osberg will put in his last day as Hastings City Administrator, two days past his 24-year anniversary. His next project will be leading staff in the City of Eagan as that city's administrator. The option to take the job in Eagan came at just the perfect time for Osberg to make the change. Back in 2000, Osberg applied for a position in Maplewood, but the timing just wasn't right. Now that all of his children are grown – his youngest recently started college – it's much easier for him to shift his career. Had Eagan's former administrator retired either a few years sooner or later, Osberg said he's not sure he would have made the move. Twenty-four years is a lot of time to rack up some significant accomplishments, and Osberg certainly has a few. His best memories, he said, are working with the people. Many of the people he's worked with over the years have become more than just co-workers or business contacts; they've become friends, he said, and he expects those friendships to continue even after he moves to Eagan. Osberg has helped the city on several key projects throughout the years. One of his early projects was working on moving City Hall from Sibley Street (in what is now the Onion Grille) to its current location along Fourth Street. It took two to three years to secure the building. Mid-way through his career here, Osberg worked on annexing about 160 acres of land that is now the Wallin Development in west Hastings. It took several people to make that project a reality, with lots of negotiations between homeowners and the Catholic church. Osberg remembers driving home after the project was completed and stopping at the intersection of 15th Street and General Sieben Drive. That day, he got out of his vehicle and walked into the freshly paved intersection, reflecting on the process that made that very road and realizing that he had helped make it happen. More recently, Osberg has been part of another "fun project," the acquisition of the former Hudson building in downtown Hastings. It's a great feeling to know he had something to do with that, Osberg said. While Osberg has had his share of good memories, the top staff position in the city isn't without challenges. The most difficult issues Osberg has had to deal with have been related to personnel. He can generally tell when one of those issues is at hand. Osberg keeps his office door open, and whenever someone closes it to talk to him, nine out of 10 times he can expect to be talking about people, he said. He recalled one of his earliest projects, back in 1989. Just 30 years old and new to Hastings and the job, he got thrown into the fire with a pair of development projects. The Housing and Redevelopment Authority (the predecessor of the Hastings Economic Development and Redevelopment Authority) was working on a possible hotel development and a senior housing development. While adjusting to his new position, Osberg had another detail to overcome. He had been hired in March of 1989, but didn't move his young family to Hastings until May. For about two months, he lived with friends and family in Hastings during the week and would go back home for the weekends. Through it all, though, he had the help of other staff here and the city council. When Osberg takes his new job in Eagan, it will be a return to the city. He worked for the city from 1981 to 1982 as an administrative and planning assistant. He remembers one of the projects he worked on back then, a request for proposals for architects interested in drafting plans for Eagan's new city hall. He worked with Eagan's former administrator, Tom Hedges, back then, and the two became good friends. Hedges became both a personal and professional mentor to Osberg. Osberg said he knew that if Hedges were to retire, it would mean he would have a major decision to make – either stay in Hastings or enter the running to replace Hedges. On Monday evening, Osberg sat at his final city council meeting. The city council made significant and sometimes lighthearted efforts to express its thanks and appreciation for Osberg's leadership over the years. Council members individually thanked him for his professionalism, positive attitude, respect for city staff, trustworthiness, commitment and dedication. Mayor Paul Hicks, elected to the council in 1990, has been a part of Hastings government almost as long as Osberg. Osberg gave an emotional response. When he started working for the City of Hastings, he said, he didn't know how welcoming the people here would be of him and his family, how many personal and professional growth opportunities there would be, how serious the community would be about electing committed officials and that he would be leading such dedicated employees. Had he known all that, he might have expected his stay here to be as long as it has been today. He specifically thanked four people. He thanked Hicks for his leadership, support, guidance and friendship. He thanked Ed Riveness, the only council member who was around when Osberg was hired, for taking a chance on the 30-year-old from St. James and for being such a rock on the council. He thanked Tom Montgomery, the staff member he's worked with the longest. And he thanked Melanie Mesko Lee for helping him overcome his mid-career struggles when she joined the city 14 years ago. Osberg also thanked his family – his wife, Laurie, and four children for their patience and support. He shared with the council and public a card his daughter sent before he accepted the position in Eagan. It read, "Man cannot discover new oceans unless he has the courage to lose sight of the shore." Osberg expressed his heartfelt thanks, "and I wish all of you nothing but the best," he said.
Riverdale, Georgia (population 15,251): Longtime Riverdale City Manager Iris Jessie has resigned her position after almost nine years on the job, said officials, according to the Clayton News Daily. Mayor Dr. Evelyn Wynn-Dixon said Jessie resigned in "excellent standing" with the city. Wynn-Dixon said Jessie didn't give a reason for leaving. Jessie couldn't be reached for comment. No other members of Council could be reached for comment. Council approved hiring Jessie in May 2004. She was one of 63 people who applied for the job and one of only five interviewed by city officials. Jessie came to Riverdale from an assistant city manager's position in Norfolk, Va., a job she held for more than five years. Her three-year contract became effective June 7, 2004, and gave her an annual salary of $90,000 plus benefits. Riverdale paid up to $3,000 for her moving expenses, provided her with a $600 monthly car allowance and immediately gave her 20 days vacation. Wynn-Dixon was not mayor at the time but said Jessie became a mentor for her when she took office in 2008. Wynn-Dixon said Council will announce the interim city manager next week. Council meets in regular session April 8 but could hold a special called meeting if needed before then. She didn't say when the hunt would begin for a permanent city manager but pointed out that Jessie has left an enduring legacy.
Abington, Massachusetts (population 14,605): The Abington Board of Selectmen voted unanimously Thursday to hire Carver town administrator Richard J. LaFond as the new town manager effective July 1, pending successful contract negotiations, according to the Boston Globe. LaFond has been town administrator in Carver since 1996 and he served as executive secretary for Abington for two years prior to that. He holds a bachelor's degree in political science from Stonehill College, earned a master's in public administration from Suffolk University, and has worked in area town governments for the past 24 years. LaFond and his wife, Julie, have two teenage sons. After voting to hire LaFond, the board went into executive session to discuss negotiations. LaFond said he'd like to settle soon on a contract, then start building good will in Abington. Outgoing town manager John D'Agostino's tenure ends June 30.
Martinsville, Virginia (population 13,559): Martinsville City Council is promoting Leon Towarnicki to city manager, according to the Martinsville Bulletin. Following a closed session held to discuss a personnel matter, the council voted (unanimously) Tuesday night to promote Towarnicki to the city's top administrative post. Towarnicki has worked for the city since 1982. He was the city engineer before he was promoted to public works director two years later. He was named assistant city manager in 2007. He has held the title of interim city manager since former city manager Clarence Monday left in January 2012.
Kingsburg, California (population 11,537): Kingsburg City Manager Don Pauley announced his retirement, effective July 19, at the Kingsburg City Council meeting on March 20, according to The Kingsburg Recorder. Pauley has served 13 years as Kingsburg's city manager and has 37 years total of city management experience. In a letter to the City Council announcing his retirement, Pauley wrote that the time had come for him to retire. Pauley said he was grateful for the opportunities he has had to serve the citizens of the communities in which he has worked. He said he appreciated working with Kingsburg city employees and said they were "model employees and public servants." Pauley, and his wife, Peggy, plan to continue living in Kingsburg and "remain active and informed residents." Michelle Roman, mayor pro tem of Kingsburg, said she wishes Pauley "the best" on his retirement.
Castle Pines, Colorado (population 10,602): It was a short tenure for the latest Castle Pines city manager when Ted Soltis resigned after six months on the job, according to Our Colorado News. Soltis is the second full-time city manager to leave the City of Castle Pines since 2010, said Mayor Jeffrey Huff. The previous manager, James McGrady, served in the position from 2010 to 2012. McGrady served as an interim city manager in a role the city knew would be temporary, Huff said. Before McGrady, the city contracted its managers through a corporate agreement with CH2MHill, he said. Huff declined to say how many city managers have served in Castle Pines, but public records indicate at least four people have served since the city's 2008 incorporation. Soltis signed his contract with the city in August 2012 for a term that began in September 2012. He resigned Feb. 26, according to an announcement from city council. When he came to Castle Pines, Soltis received a relocation bonus of $12,500, according to his employment agreement. The agreement stipulates that if he leaves the city before one year, he will return his bonus on a pro rata basis at the rate of $1,041 per month for each month remaining in the first year of his employment. Soltis earned $8,500 per month and was required to give the city a 45-day notice before resigning. His departure came shortly after his six-month anniversary with the city, at which time he was to undergo a performance review, according to his contract. Three members of city council are assembling parameters for the process to select a new city manager, Huff said. The city does not expect to replace Soltis before August, Huff said. Staff members and residents are instructed to go to city council members with any concerns or questions.
D'Iberville, Mississippi (population 9,690): Michael Janus has been fired from his job as city manager in D'Iberville, according to the Mississippi Business Journal. The mayor and board of aldermen took the action Wednesday in an ongoing dispute over an agreement that Janus signed with a Pascagoula consulting firm. At a meeting last month, Janus said he never notified the city council about that deal, and he never got city approval. City officials tell The Sun Herald Janus will be paid through July 1 when his contract expires. Sharron Perkins will continue as D'Iberville's interim city manager. Janus took a leave of absence in February when the contract issue arose. Although the council members hadn't voted on the contract with Maxwell-Walker Consultants, they agreed to pay the firm a $180,000 finder's fee for obtaining a $3 million BP grant to cover some of the city's cost for the Ocean Expo aquarium. Mayor Rusty Quave said the FBI has joined the investigation and has been to City Hall. Last week, the Mississippi Department of Environmental Quality said the city has 30 days to return $1.4 million of that $3 million BP grant and may require repayment of $945,000 more if the city can't provide additional documentation. Quave said he and other city officials met with MDEQ this week in Jackson, but wouldn't disclose the details of the meeting. In an email to the Sun Herald following Wednesday's meeting, Janus said the council had authorized him to enter into contracts.
Fort Oglethorpe, Georgia (population 9,342): One hour after Clay Kissner was sworn in as Fort Oglethorpe's new city councilman, the council forced the resignation of seasoned City Manager Ron Goulart, according to the Times Free Press. Moments later the council named Harold Silcox, a former City Council member, as interim city manager. Within 30 minutes, Silcox fired two longtime department heads. Goulart, who was given four months severance pay, and Police Chief David Eubanks and Public Works Director Jeff Long, who were not given severance pay, say politics was at work. Even one councilman claims Friday afternoon's speedy house cleaning will set the city back for years. For the last five months, the council has been two members short and has deadlocked on key issues such as Sunday alcohol sales. Former Councilman Eddie Stinnett died of a heart attack in October, and Charles Sharrock was ousted the same month after sexual harassment claims. His seat hasn't been filled. In a special election Tuesday, voters elected Kissner to fill Stinnett's seat. He was appointed at 2 p.m. Friday, an hour before council members held the special meeting. The meeting — which was noted on a bulletin board but not announced in a public notice to the media like normal practice — was called by Mayor Lynn Long. Goulart announced his resignation when the council emerged from an executive session. Lynn Long then made a motion for Silcox, who was sitting in the audience, to fill Goulart's position. Gray was the only council member to object, and when he tried to have an open discussion in the meeting about both Goulart's resignation and Silcox's appointment, he was shushed. The councilmen quickly emptied the room after the meeting, some denying requests for comment on their decision. When asked whether Goulart was forced to resign, Lynn Long repeated: "That was his decision. That was his decision." But Goulart said that on Thursday he was confronted by the mayor, who came to his office and told him to resign or be fired. After Friday's meeting, the newly appointed interim city manager took Eubanks and Jeff Long into a City Hall office. First Silcox fired Eubanks and then Jeff Long — breaking policy in the city's charter. City policy states that when a city employee is fired, officials must give the reasons in writing along with instruction that the employee has 15 days to appeal. Neither Long nor Eubanks said they were given a reason in writing. Jeff Long, who is also a Catoosa County Commission member, said he was told the reason he was fired was for making a motion on the county panel that hurt Fort Oglethorpe. Earlier this month, Catoosa County officials asked local lawmakers for legislation to deannex 42 acres of prime real estate on Battlefield Parkway. If passed, Fort Oglethorpe would lose all property and sales tax revenue. When Silcox was questioned about who was in charge of the police force, he mistakenly said "Eubanks." Then corrected himself and said talk to the mayor. Before City Hall was closed for the weekend, city employees sat frozen in their chairs with shocked faces. Police officers stood outside the meeting hall with arms crossed. A woman walked up to Goulart and hugged him, saying, "I'm terribly, terribly sorry for what they've done to you."
Augusta, Kansas (population 9,265): At the conclusion of Monday night's City Council agenda and taking care of business items, Augusta Mayor Kristey Williams called for a 10 minute executive session concerning a non-elected personnel matter, according to the Augusta Gazette. Following the executive session, City Manager Bill Keefer announced his resignation. Keefer's letter did not include any specific reason for his decision, but at the Jan. 7th council meeting there was controversy concerning the renewal of his contract. After attempting unsuccessfully to negotiate the city manager's contract in a public meeting, the governing body finally agreed to extend Bill Keefer's contract for one year including a two percent merit pay increase. Following two noisy executive sessions, Councilor Matt Childers made a motion to extend Keefer's contract for employment for two years including the two percent merit pay increase. Mike Rawlings seconded the motion that failed 2-5 with Mike Martin, Matt Malone, Mike Huddleston, Sue Jones, and Mike Wallace voting against renewing the contract. At that point, Wallace made a motion that attempted to amend the contract between Keefer and the city. Childers interjected and asked for legal counsel from City Attorney David All. Childers was concerned about benefits being taken out of the contract. All explained that the question was over a clause that protects the city manager from termination by paying his salary and medical insurance for a year should he be terminated or if his contract is not renewed. If Keefer chose to, he would be able to work as an "at will" employee. After lengthy discussion Mayor Kristey Williams called for a vote on the motion to extend the contract. It passed 5-2 with Huddleston and Martin voting against renewing the contract. Missing council members at Monday night's meeting were Mike Huddleston, Mike Wallace, and Matt Malone.
Park City, Utah (population 7,822): Diane Foster, who has served as the interim Park City manager since last fall, on Monday was named to the permanent position, completing a five-year climb up the ranks at the Marsac Building, according to The Park Record. Foster had been the deputy city manager and was previously the environmental sustainability manager. She joined City Hall in 2008 in the environmental position. A prepared statement issued by City Hall indicated the Park City Council will vote on an employment contract on Thursday. Foster will succeed Tom Bakaly. He was the city manager between 2003 and his departure in 2012 to become the top municipal staffer in Hermosa Beach, Calif. Mayor Dana Williams and the City Council conducted a national search for a city manager in 2012, but it did not result in a hiring. The elected officials then opted to conduct an internal search prior to a second national one if it was needed. An undisclosed number of staffers applied for the position.
LaFayette, Georgia (population 7,111): LaFayette city manager Frank Etheridge is being let go, following an executive session of the city council Monday, March 25, according to CatWalkChatt. The council met Monday night to go over the official audit for the city's budget year 2012. The audit, performed as in years prior by CPA Lloyd Williamson of Williamson & Co. CPA in Cartersville, examined the city's finances from October 2011 to September 2012. The audit showed that the city had lost less revenue in budget year 2012 than in any of the four years prior. Etheridge was hired by the city of LaFayette in October 2011. He replaced the previously-ousted manager Johnny Arnold. As of this afternoon, neither mayor Neal Florence nor any of the city council members who were reached would give a public statement on Etheridge. Council member Wayne Swanson said officials had been advised by the city attorney not to make any comments on the matter.
Union Gap, Washington (population 6,145): New Union Gap City Manager Rod Otterness will make $90,000 a year, according to city officials. The contract was approved March 11 — well ahead of schedule — when all eight council members voted in favor of the contract, according to the Yakima Herald. City officials previously said they expected contract negotiations to go on until the end of March, but council member Dan Vanover and Mayor Roger Wentz said Otterness was more than agreeable in negotiations. Otterness, 56, who is finishing up his time as city manager in International Falls, Minn., will start his new position April 8. He said he wants to jump right into the job, but tempered any lofty expectations for the immediate future. The contract includes $5,000 for the cost of a 1,600-mile move to Central Washington, half of which Otterness would have to pay back if he leaves before three years on the job. Wentz said he has already seen good chemistry develop between Otterness and other city officials in their limited meetings. He said he believes Otterness will lead by example, as shown by his eagerness to keep contract negotiations simple. Interim city manager Chris Jensen, who doubled as the city's Fire Department chief, had a contract that paid $110,000 per year. Jensen will relinquish his city manager duties when Otterness comes in but will remain as fire chief. Finalizing the contract was the last step in transitioning to a council-manager form of government after voters did away with the city's strong mayor system in a proposition on the November ballot. The measure was approved only a year after the former Mayor Jim Lemon had been re-elected, but it was a year in which Lemon's office was dogged by controversy over staff turnover and accusations of abuse. Lemon faces a reckless driving charge in a trial set for April 17. The charge stems from a November incident in which he is accused of peeling out of a parking lot and spraying a city public works employee with gravel following an argument. Otterness spent the last eight years as city manager for International Falls, but had been looking to move on for a while. Since December, he was a finalist for city manager positions in Grand Rapids, Mich., and Thief River Falls, Minn. Prior to that, he worked for city government in Buhl, Minn., and as an attorney for Grand Rapids and Hibbing, Minn. He also served as an analyst with Minnesota's Department of Education. Otterness earned bachelor's degrees in economics and international relations from the University of Minnesota, and a law degree in 1985 from William Mitchell College of Law in St. Paul, Minn.
Marion, Virginia (population 5,936): As John Clark prepares to retire, Bill Rush is stepping back into public administration, according to SW VA Today. For the next two weeks, the two men are working side by side as the town managers of Marion. At the end of its meeting Monday night, the Marion Town Council approved Bill Rush as the new town manager, pending a background check. The position is not Rush's first in such a leadership position in Smyth County. He served as Chilhowie's town manager for about five years. He stepped down in November 2006 to pursue a business venture oriented toward private economic development. Marion Mayor David Helms said the council received 25 applications and interviewed five candidates before deciding on Rush. Much of the meeting though was directed toward recognizing Clark, who will be retiring at month's end. Monday's meeting was his last council session after more than 12 years of serving Marion as its manager. When he was offered the Marion position, Clark said it had been a long-term personal goal to return as the town manager after his first job, which was a temporary position with the town of Marion. Suzanne Jennings, chair of the council's personnel committee, praised Clark, citing his loyalty, dependability and honesty. Other council members echoed her comments. The council noted that Clark had earned his salary many times over in the grants and other funding he achieved for Marion. Helms remembered that the council told Clark when he was hired that its members would like him to bring home a Virginia Municipal League achievement award. He earned two for the town. But, Clark's quality that the mayor most heralded was his honesty and willingness to admit his mistakes. Clark responded with appreciation for the council's support. That statement echoed his concluding remarks in his final town manager's report to council. Clark, a native of the Broadford community, graduated from Rich Valley High School and holds a bachelor's degree from Virginia Tech. He joined Marion's staff in November 2000 after serving four years as the town manager of Saltville. Like Rush, he had previously served as the town manager of Chilhowie and held the same post for the towns of Tazewell and Independence. He had also worked in public administration with the Mt. Rogers Planning District Commission.
Belding, Michigan (population 5,764): Members of the Belding City Council officially accepted a city manager contract with Margaret "Meg" Mullendore on Monday evening at the Pere Marquette Depot in Belding, according to The Daily News. In a unanimous vote, council members approved the two-year contract at the special meeting. According to the contract, Mullendore will receive a starting salary of $72,500 and upon receiving a "satisfactory" evaluation rating at six months she will receive an additional $2,500 to the salary. Council members also agreed on a 45 cents per mile allowance for city business purposes, two weeks vacation, life insurance, health insurance, retirement, sick and holiday pay, and maximum moving expenses of $3,500 with proof of receipts. Mullendore did not counter the contract that was originally sent to her following the March 19 meeting. Former city Manager Randy DeBruine was hired with a salary of $75,000 in 2004 and resigned in December 2012 with a salary of $93,000 on a contract that extended through 2014. Mullendore will officially start the position on April 8. Mayor Pro Tem Andrea Belding said was pleased to see the process to find a new city manager come to a close within the allotted 90 days for the process to be carried out. All council members said they were "satisfied" with the decision, siting various reasons ranging from potential savings of money to the city to the qualities that Mullendore will bring with her when she starts the position. Councilman Thomas Jones thanked City Clerk Kareen Thomas and Finance Director/Interim City Manager Sam Andres for their work during during the absence of a city manager.
Aurora, Nebraska (population 4,453): The Aurora City Council voted unanimously Thursday night to offer the job of city administrator to Marlan Ferguson of Grand Island, according to the Aurora News-Register. Three finalists interviewed over the last two days, and the council deliberated for approximately 30 minutes in executive session before announcing its decision. Contract negotiations will now begin with Ferguson in a process Mayor Marlin Seeman said he hopes will be finalized within the next few weeks.
Brandon, Vermont (population 3,966): Town officials have a lot of work ahead to find a replacement for Town Manager Keith Arlund, whose resignation is effective this weekend, according to the Rutland Herald. Arlund submitted his letter of resignation to the Select Board during an executive session March 11, taking board members by surprise. Friday morning, on his last day in the office, Arlund confirmed he is leaving, but did not comment as to the reasons why. He just said "it was time." Selectman Devon Fuller, the board chairman, said Friday the board was not expecting Arlund's resignation two weeks ago. Fuller said Arlund cited an opportunity in the private sector as the reason for leaving his post. The board will meet with representatives from the Vermont League of Cities and Towns to discuss what services and options are available for the town manager search. The board will also consider an interim town manager. Arlund was hired in 2004 after serving as interim town manager for four months while town officials looked to replace former town manager Michael Balch. At the time of his hiring, Arlund said there was a lot happening in Brandon and that he saw a lot of opportunity for him there. Prior to serving in Brandon, Arlund held the same post in Ludlow until 2002. He is a graduate of Vermont Law School and served six years in the military. Upcoming projects for the new town manager will include the reconstruction of Route 7, the water main project in the downtown area and the ongoing recovery from Tropical Storm Irene.
Yuma, Colorado (population 3,544): Sid Fleming is on the job, according to The Yuma Pioneer. Following an executive session during the Yuma City Council's regular meeting on March 19, the council voted 6-0 to approve a contract between the city and Fleming as the new city manager. It then unanimously passed another motion appointing Fleming as the city manager with a starting annual salary of $70,000. Fleming was on the job Monday, providing a seamless transition as former city manager Doug Sanderson's last day was Friday. He spent his first couple of days on the job visiting with employees and council members, and trying to meet others in the community. Though he comes from the Wichita, Kansas, area, small-town living is nothing new to Fleming, who grew up in Coldwater, Kansas, a town of about 900 near Greenburg. Fleming is married, and he and wife Sarah have three children, Thomas, who is 10 and currently in fourth grade, daughter Elsie, who is 8 and in second grade, and daughter Luna, who will turn 2 in about two weeks. They currently have to deal with being apart during the week, as Fleming's family will stay in the Wichita area until after the school year is over. Fleming said modern technology is helping the family stay in contact. Fleming was working as an intern with the City of Newton in Kansas, a position he has been in just since January, before coming to Yuma. Before that, he spent a little more than two years as the interim division manager for sewage treatment, for the City of Wichita. He also was the biosolids supervisor, beginning in January 2007, and keeping that job while adding the sewage treatment manager position to his duties in September 2010. He left the City of Wichita in December 2012. Fleming first began working for Wichita's municipal government in January 2004 as the industrial sampler. Fleming does have a varied background, including spending one school year as a chemistry and physics teacher at Lyons High School in Lyons, Kansas. His education includes receiving a degree in Biology/Chemistry from Southwestern College in Winfield, Kansas, in May 1996, attending the Kansas University School of Medicine for 1-1/2 years, studying aboard for one semester in Bulgaria, and receiving a Masters of Public Administration in December 2011 from Wichita State University. It was while working toward his Master's, Fleming said, that he decided he wanted to take a shot at city administration. For now, he is on a crash course of learning about the people and the city's infrastructure.
Wells, Minnesota (population 2,336): The city administrator of Wells has been fired after a yet-unspecified complaint was lodged against him, according to The Free Press. The City Council met in closed session this week and unanimously decided to end the six-month tenure of Steve Bloom, effectively immediately. An employee in City Hall Thursday said further details will be revealed pending the return of the vacationing city attorney. City officials Thursday declined to comment on the nature of the complaint. Bloom came to the job with more than two decades of experience in city and county government and also was a teacher for six years. He was due for a six-month job review and had been working under probationary status. Bloom could not be reached for comment.
Monticello, Utah (population 1,981): Greg Westfall is the new Monticello City Manger, according to the San Juan Record. Westfall, who has worked for the city for the past three years, assumes the city manger position on April 1. He replaces Kelly Pehrson, who has been hired as the chief administrative officer for San Juan County. The hiring decision was announced at a special meeting of the city council on March 18. Westfall is currently the assistant city manager and recreation director. He was hired three years ago as recreation director and quickly moved into the assistant city manager position when Pehrson was hired as manager. Westfall is excited for the opportunity to be city manager. He mentioned a number of projects that will keep the city busy in the future, including the annexation of the Rocky Mountain Power substation, construction of the Big Four tractor building, metering of the secondary water system, construction of a community center / golf clubhouse, and continuing development of the city airport.
Westfall has a dual bachelors degree in business management and entrepreneurship from Colorado Mesa University and a masters degree in public management from Ashland University. He is married to Jennifer Redd Westfall and has two children.
Conway, Massachusetts (population 1,897): After 11 weeks without one, Conway has found its new town administrator, according to The Recorder. The development director of Community Health Center of Franklin County, Amanda Majewski-Winn, 27, of Bernardston will serve as the town's most long-awaited employee. She'll start the $50,000 salaried 37.5 hours a week job on April 8. The Selectboard unanimously voted to hire Majewski-Winn Monday night. Majewski-Winn sees her new job as a chance to work in the public sector again. She previously worked as the town administrative assistant for Pelham. From 2009 to 2011, she worked as the executive assistant for Greenfield Mayor William Martin — experience that attracted the search committee. After working for the mayor, Majewski-Winn tried her hand in the nonprofit sector at the Community Health Center based in Greenfield. The hiring of Majewski-Winn is a fresh start for Conway. On Jan. 7, the former town administrator, Edward MacDonald, resigned 47 days after starting the job. The Selectboard later discovered MacDonald had never quit his job as administrator in Chester — a promise he made when he accepted the position in the fall. In February, MacDonald slapped his former bosses with a lawsuit alleging they violated the state Open Meeting law and demanding a payout of $14,301 in wages and benefits MacDonald claims he's owed. The Attorney General's office is still investigating the allegation. Unlike her predecessor, Majewski-Winn said the Conway job will be her only job. Majewski-Winn is a 2006 graduate of Greenfield Community College. Originally of Sunderland, Majewski-Winn attended Frontier Regional School. She is married to Greenfield Fire Chief Michael Winn. From the start of the search process, Majewski-Winn was a favorite among the search committe. Majewski-Winn beat 17 applicants for the job, five of whom were interviewed by two search committee sub-committees. The search committee — made up of Rose, Selectmen Rick Bean, Jim Moore and John O'Rourke, Finance Committee member Andrea Llamas and Town Treasurer Jan Warner — split into two groups and held two preliminary screening interviews. The committee created sub-groups to avoid having to publicly announce candidate names. Majewski-Winn will have to hit the ground running. The town has been without any administrative help for two months in the height of the budget season. She also comes in the middle of the town's big debate on the best use of the Rose property off Shelburne Falls Road — a fate that has perplexed the town since it received it in 2006. The town will also move to hire an administrative aide to handle clerical duties. The town has held off on the position until it hired an administrator.
La Pine, Oregon (population 1,681): Just a little over a year ago, La Pine hired Steve Hasson as its first city manager, according to KTVZ. But now he's leaving for another adventure. Hasson told his staff about his resignation last week: He'll be going to Portland to take care of a farm his wife inherited. He'll stay for about another month, though, and that's because Hasson says he still has a few tasks to finish up before he leaves. Among the many accomplishments Hasson is proud of: He helped the city assume sewer and water operations,and also helped transfer land use authority from the county and get grants for sidewalks to boost economic development. He said the city received $1 million last year that it can use for any number of things. In his last days on the job, Hasson will advise the budget committee on its budget, finalize several contracts and engage the community on its development. City staff say they have appreciated the work he's done. And while his successor has not been chosen, Hasson wants to assure the community he's leaving them in good hands. So what's next for Hasson, besides taking care of the farm? Hasson would like to teach at Portland State University. He's currently in the process of getting a Ph.D. — and he's also writing a mystery novel.
Prairie City, Iowa (population 1,665): Prairie City is pleased to welcome Emmanuel (Manny) Toribio as our new City Administrator, according to the city's web site. Manny comes to us after a six year position as a Planning Technician for the City of Des Moines. Having received his Bachelor's degree in Community and Regional Planning from Iowa State in 2006 and his Master's Degree in Public Administration from Drake in 2010, Manny is ready to utilize his education and experience in his new role with the City of Prairie City. Manny grew up in West Liberty, IA, graduating from high school there in 2002. Having grown up in a community similar to Prairie City, with the long history and strong community spirit, Manny was excited when the City Administrator position became available. He looks forward to building strong relationships with members of the community, council and staff. Manny and his wife, Emily, currently live in Ankeny, IA, but plan to relocate to Prairie City soon. In his spare time he enjoys biking, hiking, skiing, traveling and walking his two dogs, Tubby and Toddles. Manny also finds time to give back to the community with Animal Lifeline of Iowa, Salisbury House Young Professionals and Toastmasters. Stop in and welcome Manny to Prairie City.


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Golf Course
The mission of the golf course staff is to an environmentally sensitive and sustainable manner, provide the fairest test of golf possible.
Our full-time staff of seven includes a lead-person and an irrigation technician. Several members of our team hold New Mexico Department of Agriculture Public Applicator's licenses. Seasonal hires round out a crew dedicated to providing the best possible playing conditions for you on a daily basis.
A computerized irrigation system, complete with weather station assists us in our goal of the wise use of water.
The staff and golf course operations are overseen by John Adams, Golf & Grounds Manager.
New Mexico Tech Golf Course is one of the most scenic and well respected courses in the state. With beautiful M Mountain providing a backdrop, lots of trees and water features, it is easy to get lost in your surroundings. You had better stay focused though, because this beauty is a true test of golf. Accuracy and strategy are rewarded here.
The Golf Course Superintendent is responsible for:
- Cup changes and placement of tee boxes. The Manager works with the Golf Course Head Professional to coordinate work crews with golfing events. Crews work flexible hours to meet tournament schedules. Major events require a great deal of coordination between the Manager and Head Professional
- Irrigation issues, such as repairs to the original system installed in 1953; and to the four- and six-inch main waterlines. The Manager also is responsible for the irrigation system that pumps water up to Faculty Hill, and oversees maintenance on the pump houses and automatic controls
- Pest management, which includes algaecide treatment to the stream that feeds Macey Pond
Department Contact:
John Adams, Golf & Grounds Manager
Phone: 575-835-5124
Email: email@example.com

subset: commoncrawl


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How it Works
Scholarship Timeline: Applications due January 31, Applications reviewed February to May. Award notifications are made on May 31, and the award winner list is posted online the first week of June.
Review the eligibility criteria.
Create an online account and login.
Complete and submit your application.
*Note — You may return to your application as many times as needed to complete prior to the deadline.


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Another day of the "Week in the Life" done
Supplies (all found at Designer Digitals):
Week In The Life Layered Template Set 8.5x11 Vol. 05 - Ali Edwards
Mini Photo Tabs Brushes and Stamps - Ali Edwards
Wood Veneer Flowers No. 01 - Katie Pertiet
Hadleigh Flairs - Katie Pertiet
Hadleigh Scrapbooking Kit - Katie Pertiet
Marker Doodles: Summer Brushes and Stamps - Katie Pertiet


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King Day celebration set for Jan. 19
Princeton University will commemorate the legacy of Martin Luther King Jr. with its annual King Day celebration at 1:30 p.m. Monday, Jan. 19, in Richardson Auditorium of Alexander Hall.
The event, which is free and open to the public, will include: an address by Valerie Smith, director of Princeton's Program in African-American Studies; musical selections by the University Gospel Ensemble; and the presentation of awards to essay, poster and video contest winners from area schools. Smith, the Woodrow Wilson Professor of Literature and professor of English, will speak on "Memory."
This year's contests for area school children were intended to commemorate the 40th anniversary of King's famous "I Have a Dream" speech. The full list of winners and more details about the event are available in a news release . The event will be Webcast live.
Contact: Lauren Robinson-Brown (609) 258-3601


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Stories of inspiring entrepreneurs and organizations, discussion and commentary of new trends in private sector development, and the latest events and publications.
ago. 17, 2012
Por Gyoung Joo Choe
ago. 14, 2012
Por David Bloomgarden
In Port-au-Prince on July 27, the MIF sponsored a seminar on public-private partnerships (PPPs) with officials from the Haitian Ministry of Finance and other government agencies. Based on our discussions with the government and other stakeholders in Haiti, we at the MIF believe that the private sector can and should play a major role in fostering economic growth and reducing poverty in Haiti. In areas as diverse as tourism, coffee and mango farming, and venture capital, the Haitian public and private sectors are already collaborating with the MIF to stimulate job creation and business growth. PPPs offer powerful models through which the private sector can engage in economic development in Haiti.
ago. 10, 2012
Por Mariana Wettstein
Este domingo 12 de agosto se celebra el Día Internacional de la Juventud, declarado como tal por la ONU en 1999. El tema de este año es "Construyendo un mundo mejor: Asociándonos con los jóvenes". No hay mejor momento, entonces, para renovar el compromiso del FOMIN con la juventud de la región.
ago. 8, 2012
Por Winsome Leslie
The MIF is counting down to Foromic 2012. Foromic has long been the leading conference on microfinance and microenterprise in Latin America and the Caribbean, but in recent years its focus has broadened and now includes small and medium enterprise finance, financial products for poor and unbanked populations, and impact investment. This year, Foromic has a special island flavour, as it is being held for the first time in an English-speaking Caribbean country, Barbados. We see this as an excellent opportunity to showcase our work in the Caribbean - both in supporting access to finance in general, and specifically our initiatives to promote impact investing in the region.
ago. 6, 2012
Por Steve Wilson
As Carmen Lacambra noted in her previous post, there are a growing number of enterprises in various sectors implementing adaptation strategies in Latin America. Indeed, the private sector everywhere is undertaking increasing action in response to the demands of climate change.
But for the great majority of companies, these actions are not described as "climate adaptation" or "climate resilience," but simply as a part of the "doing business." This is changing.
Áreas de enfoque
Temas Adicionales


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"Be honest and don't offer false hope"
In an article originally published as part of the BBC's Scrubbing up column, Professor Mayur Lakhani, practising GP and past Chair of the Dying Matters Coalition and the National Council for Palliative Care, discusses why GPs need to be more candid with patients and their families when talking about end of life issues.
Imagine a situation where most people with a common condition are undiagnosed and where opportunities are repeatedly missed to identify the problem and to offer good care.
What is this condition? It's dying.
Each year, an estimated 92,000 people in England are believed to need end of life care but not receive it. As a practising GP I have seen distressed relatives after a patient has died in hospital. Often they have not had a chance to see their relative before they died and were unaware of the seriousness of the condition, despite repeated admissions with deteriorating conditions. Many such patients are never formally identified as at risk of dying and not assessed for end of life care. One relative said something that haunts me to this day: "I wish the doctors had told me that my mother was dying." As a result too many people still die in distress with uncontrolled symptoms, or have futile interventions when this will not make any difference. All of us, including doctors, must do more to talk about dying.
Widespread reluctance
ComRes research for the Dying Matters Coalition confirms there is a widespread reluctance to talk about dying and death. That is why we want to encourage people to talk more openly about dying and bereavement and to make plans around end-of-life care. Most people have not made a plan of their choices and wishes in the event of a serious illness. People often think there is plenty of time when the situation arises but often this is not the case and it can be too late. Doctors are trained to cure, but as people live with long-term conditions, the medical profession needs to change how it works with dying patients. We need to bring dying back into people's homes, rather than in hospital, care homes or hospices.
As increasing numbers of people develop and live with dementia, it is vital that doctors talk about the kind of end-of-life care people would choose, while people are healthy. There's a huge change required in our culture, starting with the medical profession.
Having learnt a lot from the Canadian communications expert Prof Stephen Workman, I would urge doctors to do three things. First, be compassionate but direct when talking about dying. Doctors speaking to relatives about an ill patient who is giving cause for concern, should not just say "your husband is seriously ill", but should add "It is possible that he could die". This allows all involved to prepare.
Secondly, be honest and don't offer false hope. Think twice about offering a false choice of procedures like cardiopulmonary resuscitation (CPR) when someone is actually dying and chances of recovery are miniscule. Instead offer supportive care to keep the patient comfortable and allow them to die a natural, dignified death.
And, thirdly, when doctors diagnose a serious illness they should ask the patient whether they would like to talk about what they can expect and what is likely to happen. Most people die from frailty in old age, and will be well known to health and social care services. Importantly, this gives opportunities for talking about end of life wishes and advance care planning.
My ambition is to reduce the fear of dying and increase knowledge and awareness of palliative care. It is vitally important that every person who is coming to the end of their life is spotted early enough and supported to make a good advance care plan. I know just how hard it is to address issues like this in the frenzy of busy surgeries and wards. But we as doctors need to up our game.
All of us, especially doctors, can play a part in ensuring everyone is able to have a good death.


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Hey all
I wondered if anyone had tried any
Café el Conseller
I recently returned back from a trip to Andorra and EVERY cafe there sells Café el Conseller.
Its a bit weak tasting for my liking, but still I decided to purchase some from a supermarket to take home. I purchased a Green pack Cafe de Brasil, and Gold pack, 100% Cafe de Colombia.
I'm surprised that I can find hardly anything about it online anywhere and neither pack states for what type of coffee machine it should be used with.
I just tried the green pack in my espresso machine as it looked quite finely ground, but it came through quiet watery, so I guess I'll try it in a Moka pot next.
I'd love to know if anyone else has tried it or knows of their main website that I can look at?


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You wouldn't think a 40-year-old vehicle could be described as being agile, but that depends on who you ask. If you ask anyone who attends regular autocross meets such as the American Street Car Series' Run to the Coast or our own CHP Nationals event in Commerce, Georgia, you would probably hear few words to describe the cars in contention there, which would undoubtedly probably surprise you. Words like quick, nimble, and yes, maybe even agile. Being able to confidently decelerate around tight curves while maintaining control is an important attribute of a high-performing vehicle, and as long as companies like Classic Performance Products in Anaheim, California, continue to engineer components that make old cars go from sluggish to spry, we will continue to see our favorite old-school Chevy's performances improve on the track and the road.
In the following pages we show off a front and rear disc brake conversion kit from CPP that adapts high-performance disc brakes to street machines, and the car under the knife this time is Ed Borges' '69 Chevy Camaro. We've already baselined his ride with the factory brakes in a series of tests at El Toro Air Base last year and our testdriver, Jason Scudellari, was not impressed with the 9.5-inch stock discs and the tiny rear drum brakes inside 18-inch Boze wheels. Not only do stock brakes and large-diameter wheels look odd at best, but the larger wheels have more leverage on the hub assembly so you can actually lose some braking power there, even with wider tires. Scudellari also said that while at the track he could tell the rear drums would start to fade considerably after heavy driving. The car's stock braking ability simply left a lot to be desired for a high-performance driving enthusiast, but fortunately CPP has exactly what this car needed to make it stop like a champ.
We ordered CPP's C5 conversion spindles (PN CP30013) and front brake kit (6474SWBK-STC5), (which come ready to drop onto the lower control arms) and feature 13-inch drilled and slotted rotors, large dual-piston calipers, and a spindle designed to accept a C5 Corvette-style bearing. These spindles also feature an improved geometry that aids in handling and steering. The rear kit we opted for is CPP's 12-inch disc conversion (PN 6869RWBK-P12). This kit easily adapts to the 10-bolt rearend and is a significant improvement over the stock drums, both in looks and performance. We also installed an MCPV-1 master cylinder from CPP as well, which is a nicely polished, easily installed piece that incorporates a proportioning valve that can be adjusted to vary brake pressures to the front and rear.
Read on as we set out to improve this Z28's braking performance, using components from one of the aftermarket experts in high-performance suspension and braking systems for old Chevys.
Testing the Camaro
We headed down to El Toro Air Base in Irvine, California, to put the Camaro to the test with totally stock brakes, however, it did have CPP's tubular control arms and leaf springs before we got our hands on it. In the 0-to-60-to-0 test, the car's stopping distance would steadily increase after a few tire-barking halts; this was likely from the drum brakes holding heat. The shortest stopping distance with the stock setup was 109 feet.
With the CPP large discs, combined with the Camaro's 18-inch Toyo Proxes rubber, we were glad to knock off close to 60 feet from the car's braking distance, which is not only safer for public driving, but that improvement also translates at the track as well.
|Stock Brake Distance:
|Test 1: 219ft.
|Test 2: 213 ft.
|Test 3: 205 ft.
|CPP Brake Distance:
|Test 1: 162ft.
|Test 2: 154 ft.
|Test 3: 144 ft.
Here's the stock 9.5-inch GM front disc brake and single-piston (215/16-inch bore) caliper setup. We aimed to replace this with 13-inch, drilled and slotted zinc rotors from CPP. As you can see, the owner of the '69 already upgraded the control arms with CPP's tubular versions (PN 6774TCA-ULK-B).
With the axle seals replaced, Jason Scudellari slid the stock axle back in place.
The stock drums are mounted to a tired 10-bolt rearend with 3.08:1 gears. While drums are actually typically lighter than disc brakes, they tend to hold heat and fade rather quickly with minimal on-and-off braking.
Because of a thicker hub from the CPP rotor, you have to replace the factory wheel studs with longer ones.
We learned that a day of cone carving on the hot asphalt can wreak havoc on axle seals; case in point, these were leaking pretty badly and we had to replace them.
Here's a shot of how the caliper bracket is mounted to the axle.
The rear calipers in the PN 6869RWBK-P12 kit are a "floating" design, which is more ideal for C-clip axles; it eliminates issues CPP has found with a fixed rear caliper. These calipers also have a parking brake mechanism built in that's easily hooked up using new cables from CPP.
The front brake assembly features a tall AFX spindle that is designed with a late-model sealed bearing; the ABS sensor pigtail is also in place.
The kit comes with two polished stainless T-clamps that hold the brake line that make the installation doable for anyone without a welder.
With the front brakes removed, the whole front disc assembly from CPP gets positioned onto the control arms and bolted up with the provided castle nuts. However, you do need to remove and bolt up your car's old steering arm from the original discs in order to hook up the steering.
The drilled and slotted rotor sits over the axle hub and the caliper, with the pads in place, and is then bolted onto the bracket.
The master cylinder we opted for is a manual, MCPV-1 from Classic. It features a built-in proportioning valve that allows you to adjust brake pressures using an Allen tool.
For those who don't have room underhood or simply want to move it, the MCPV-1 can be converted to a remote reservoir with the fixture shown on the left.
We picked the red powdercoated caliper for our Camaro, however you'll be happy to know that CPP offers additional color options, including black and silver.
To install the master, you simply position the stock brake lines like so. The factory booster and proportioning valve is also not needed.
CPP's Big Brakes fill up the 18-inch Boze wheels nicely. The Toyo Proxes tires measure 245/35/ZR18s in the front and 285/35/ZR18 in the rear.


text: To help address your specific business needs, the DataGrid widget offers different data editing options. In this demo, editing is initiated by pressing the «Edit» link within the command button column. Once in edit mode, cell values can be modified by using the appropriate DevExtreme cell editor (for instance, a drop-down calendar is used to edit date values). To enable editing, the editing | mode field is set to "row". In addition, the editing | allowDeleting and editing | allowAdding fields are set to true so end users can add new rows and delete existing rows from the DataGrid.


text:
Bolt together basket carriers.
- Heavy Duty All Steel Tubular Construction
- 6 in. High Sides For Added Security
- Durable Powder Coat Finish
CURT Manufacturing, Inc. (CMI) stands for EXCELLENCE in our products and our people. CMI is a Manufacturer, Importer, and Distributor of Towing System products, OE Trailer products and Specialty Equipment products that combine competitive price, unsurpassed quality and unparalleled aesthetics. CMI aspires to be the industry leader by recognizing that the customer is King and that our people are our greatest asset.
|Country of Origin (Primary)
|Emission Code
|Legal US
|Hazardous Material Code
|Life Cycle Status Code
|Life Cycle Status Description
|Available to Order
|MSDS Required Flag
|NAFTA Preference Criterion Code
Curt 18152 Basket Style Cargo Carrier
Product Information
- Brand: Curt
- Product Number: 18152


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As I'm counting the things I'm grateful for, my precious daughters hold an extra special place. We've been home from our mission trip a little over a week now. I can honestly say, I have never been more proud of them.
Serving on the school team with some of favorite ladies and my daughters was incredible. Precious memories were made. Honestly, my heart is undone and I can hardly speak of this trip without tears.
Here are just a few pictures from the week.
Emma hanging out before dinner one evening. Laurel Lake Camp was the beautiful place we called "home" while there. I would love to escape there for a few days and write music.
Chloe playing with some of our "props". These shoes belong to my friend Sarah and were part of our program. Emma attempted to walk in them as she tried to be a supermodel...but since that wasn't what God made her to be, it didn't work out for her.
Chloe and Emma with Scratch. (My friend Michelle) Scratch was the STAR. :)
This is my favorite picture because it was a Ebenezer moment for my baby. Emma had the privilege to help our Shelter team serve dinner one evening. She is still talking about meeting the people staying at the shelter and serving them dinner. She says that she is going to ask to spend time at the shelter next year. (If God tells us to go back.)
At the end of our program, the girls have learned that being who God designed you to be is the best. They did a short karate demo at the end. This was taken at out very last program on Wednesday night. We had three programs that day and we were all tired, but God brought some very special children that evening and it was an honor to serve them.
Moving through my thanksgiving list, this year I'm incredibly thankful for God's word. This year, I have been reading through the Bible. I can testify to the fact that each and every time I sit down and say "God, speak to me today. Show me how to apply this to my life.", He does. His Word is powerful, yet tender and always life changing. His Word is my lifeline and I can not imagine doing life without it or Him!
Finally, tonight I am thankful for Sabbath time. Since Deeper Still in June, God has been placing the concept of Sabbath time in front of me. I have been hit and miss at taking concentrated time to sit still and quiet with God. After our mission trip, God REALLY impressed on my heart that I needed to have some daily "Sabbath time". Each day this week I have done just that. Tuesday, the girls were at school and I had the house to myself. No t.v., no computer. Other than my Bible, no books not even my Bible study. Just me and God. I read a little then was still. It was incredible.
What a special time He and I have had. I'm just beginning to understand the reason He commands us to take Sabbath...to REST. He continues to use my life verse to woo me to take Sabbath time.
Deuteronomy 33:12
"Let the beloved of the LORD rest secure in him, for he shields him all day long,and the one the LORD loves rests between his shoulders."
My children.
His Word.
Time with Him.
Three things that have changed my life and for that, I am thankful.
Saturday, November 5, 2011
Thanksgiving Days 3, 4 and 5
As I'm counting the things I'm grateful for, my precious daughters hold an extra special place. We've been home from our mission trip a little over a week now. I can honestly say, I have never been more proud of them.
Posted by ocean mommy at 11/05/2011 08:57:00 PM 0 comments Links to this post
Labels: Thanksgiving
Wednesday, November 2, 2011
Thanksgiving Day 1 and 2
Thanks to Facebook,November has become my favorite month. Over the last few years, I have LOVED watching people post the things they are thankful for. Yesterday, along with some of you, I kicked off my month of thanksgiving. My first post was a simple one. I am thankful for a warm home.
After our trip last week, where we looked poverty in the face, I am consumed with gratitude for a warm and safe home. It is a gift. This year, I am sincerely grateful for this place God has given us.
When I say I'm thankful for this warm home, I am speaking of more than the physical dwelling place. I'm referring to the spiritual "place" God has brought us. One of my memory verses from early in the year says "He brought us out from there to bring us in and give us the land that he promised on oath to our forefathers." Deut. 6:23
I believe with all my heart that the home we live in is our "promised land". It is the safe place that God has given us for this season of our life. Last January I had NO idea 2011 would be a year of moving for us! Selling the old house, moving to the new house was not on my radar at all!! But it was God's plan for us. We have seen His faithfulness in a new way in 2011 and selling the old house and moving to the new was just a small part of it.
Today, I am thankful for my husband and his work ethic. I'm thankful that his desire is for me to be at home with our girls. I'm thankful that he is willing to sacrifice "fun stuff" to make this happen. It isn't always the most popular or understood choice and I'm thankful he is willing to take a stand on what God has called our family to. God has truly changed our hearts on this topic and I'm thankful that Chad puts God's plan before his own.
Ezekiel 36:26 speaks exactly to this, "And I will give you a new heart,and a new spirit I will put within you. And I will remove the heart of stone from your flesh and give you a heart of flesh."
I'm thankful that God gave us both heart transplants and that our heart desires are the same.
Posted by ocean mommy at 11/02/2011 11:06:00 AM 1 comments Links to this post
Labels: Thanksgiving


text:
"Let's search this room well before moving along. I have heard that places like this have hidden doors and such behind tapistries, or behind blocks of stone that cunningly move aside when you press them, or other hidden triggers."Loren says,"Perhaps we should backtrack and search the previous room as well. We shouldn't just take what we see on the surface."klarkash-ton wrote:"Now I'm of a mind to check out what's behind that South-West door, you gents with me?"
"Then yes, I think that door to the South-West should be our next target."


text:
Indicative Rate * AU$32 to AU$166
The Captain Cook Holiday Village is one of the few accommodation options in the true 1770 and you will be spoilt by choice when it comes to things to do.
They have several different styles of cabin: a Bungalow for the budget weary (doesn't have a en suite ) right up to a two bedroom Villa.
There is also a restaurant on-site and is currently serving a wide range of food including many healthy options. They also have a swimming pool with a toddler wading area but if you would rather enjoy the beach they have a 900 metre bush track from the park to a six kilometre beach. Their park is kid friendly and they are welcome to ride their bikes or run around on the mowed park area.
They have powered and unpowered sites and they are dog friendly on sites at off peak times only.
This Cabin has a separate main bedroom and a set of bunks. There is a separate kitchen with a full fridge.
These are their self-contained open planned cabins for a family of five.
This is a two bedroom Villa with a queen bed in one room and two sets of bunks in the other.
Note: Information on listed products and services are provided by the operator and were correct at the time of publishing. Rates are indicative based on the minimum and maximum available prices of products and services. Please visit the operator's website for further information. All prices quoted are in Australian dollars (AUD).


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Production Manager Roeselare (BE)
Record-to-Report (R2R) & Tax Specialist Roeselare (BE)
Unsolicited applications With at least some talent and a proper sense of humor
Why working for Modular
By joining the Modular Lighting Instruments team, you become part of a family. Though our roots are in Belgium, we are a worldwide player, which adds an international touch to the job. New Modular employees are expected to let their mind float and push boundaries within their job environment. Thanks to our reliable team players, we can continue to excel in creating, developing and selling high-end lighting solutions.