Section 6 - City of Cocoa Beach

Transcription

Section 6
Section 6
Robert “Rob” DiSpirito
Cocoa Beach
City Manager Candidate Report
Section 6
TABLE OF CONTENTS
PAGE
COVER LETTER
1
RESUME
3
CANDIDATE INTRODUCTION
9
BACKGROUND CHECKS
17
CB&A REFERENCE NOTES
21
INTERNET SEARCH
33
Section 6
Cover Letter
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Section 6
April 8, 2016
Honorable Mayor and City Commission,
The pride that Cocoa Beach inspires in its residents and visitors is truly exciting. It would be a privilege
to help you promote and preserve all that makes Cocoa Beach special.
Two cities in twenty years: I have served as City Manager in two dynamic, full-service cities during the
past 20 years. I would bring very relevant experience and abilities, as well as new creativity, energy and
fresh ideas to the challenges you face and the vision you pursue. Your Strategic Plan & CRA
Redevelopment Plan are evidence of Cocoa Beach’s forward thinking. I have helped create and implement
Strategic, Main Street and Land Use plans for nearly 30 years.
Cocoa Beach shares many similarities with Dunedin, Florida. Both are stunning and historic small coastal,
tourist-destination communities with well-established, safe residential neighborhoods. Both have
incredible recreational facilities for families and seniors, a library, beautiful parks and trails, eclectic and
popular downtowns, arts and cultural attractions, history museums, marina, piers and beaches, historic golf
courses, and an engaged citizenry.
My Approach has been to provide:
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Creative collaborations with community partners.
Fiscal efficiency, transparency and devising sustainable revenues.
Redevelopment of vacant and under-used sites, while protecting neighborhoods.
New and better parks, open space and trails.
Quality of Life enhancements via Arts, Heritage and Culture.
Lively retail districts and corridors, featuring festivals and special events.
Smart land use and preservation of environmentally-sensitive natural areas.
Positive employee relationships built on empowerment and trust.
Partnerships: It is important to build and nurture a strong team within City government, while developing
creative partnerships. At every level, great results come from establishing successful relationships. This
includes employees, residents, developers, the Mayor & Commission, Chamber of Commerce, merchants,
schools, neighboring governments, civic groups and visitors.
Quality of Life Services: My record is one of efficiently managing full-service cities, with broad
experience in financial sustainability, employee relations, infrastructure, tourism, business recruitment &
retention, parks & recreational programs, and eclectic downtowns. Also, housing, law enforcement,
fire/rescue, collective bargaining, colleges, hospitals, history museums, walkability, corridor beautification,
marinas, piers & beaches, festivals, and arts & culture.
Learning more about what Cocoa Beach wishes to accomplish in the future, and the dreams of your
residents, is what I most wish to know. If given the opportunity, I am confident that I will help you fulfill
your vision, as I have successfully achieved in the other cities whom I served.
Sincerely,
Robert DiSpirito
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Section 6
Resume
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Section 6
Robert DiSpirito
2869 Owl Ave., Palm Harbor, FL 34683
727.638.4140 Cell
rgdispirito@gmail.com
CAREER SUMMARY
Thirty years of municipal management experience in medium and smaller cities, including 20
years as a City Manager in two diverse, full-service cities. My emphasis is on providing residents
with excellent public services cost efficiently and creatively, by developing strong internal
relationships with City staff and the Commission, and partnerships with community stakeholders.
DIRECTLY RELEVANT PROFESSIONAL EXPERIENCE
CITY MANAGER, Dunedin, Florida
Senior Consultant (full-time)
January, 2007 to February, 2016
February, 2016 to present
Dunedin (population 37,000) is a growing tourist destination on Florida’s central west coast,
acclaimed for its island beaches, arts community, parks, historical features and other cultural
attractions. Dunedin is home to two barrier island State Parks, which drew nearly two million
visitors in 2015, the highest attendance of any Florida State Park. Caladesi Island was named
“America’s Best Beach” in 2008. The Toronto Blue Jays Major League Baseball Club has called
Dunedin home for its annual Spring Training since the team’s inception.
City as a Partner: True to its Scottish founders, Dunedin for decades has hosted annual Scottish
Highland Games, drawing athletic, music and dance performers worldwide, attracting thousands
of visitors. We are very active in “Sister Cities International.” Dunedin also features a traditional
and vibrant downtown, a historic public golf course (former Home of the PGA), 26 City parks,
one of the largest fine art teaching schools/galleries in Florida, two history museums, community
gardens and farmers’ markets. The City is a lively partner with many organizations.
Distinctions: The Florida League of Cities bestowed its “City of Excellence Award” upon
Dunedin in 2009, as best in our size category, among 440 Florida cities. We were also tapped as
the “Most Walkable Small City” by runtheplanet.com, as one of CNN’s “Top Six Best Places to
Retire,” the “Most Desirable Waterfront Town” by Money Magazine, and we have earned several
“Future of the Region” awards in recent years from the Tampa Bay Regional Planning Council.
Dunedin is a full-service city and I oversaw a wide array of public services, including:
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Law Enforcement
Fire and Rescue
Public Works and Engineering
Solid Waste and Recycling
Parks and Recreation
Libraries
Finance / Budget
City Marina and beaches
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Economic and Housing Development
Water, Wastewater and Stormwater Utilities
Planning and Development
Fleet, Facilities & Information Technology
Code Enforcement
Human Resources and Risk Safety
City television station and website
Historic Championship Public Golf Course
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Working with the Dunedin City Commission, we accomplished the following:
Partnerships
 Created a new 7-acre oceanfront public park at no expense to the City by securing $7
million in outside grants, and ten years’ revenue commitment from a local corporation for
the annual maintenance, construction of pavilions and sponsoring concert series.
 Dunedin hosted a first-ever, “Regional Public Works Summit” to share inventories of
essential tools, equipment and rolling stock; improve on mutual aid pacts, and to create a
joint website. The intent was to save money and identify resources during emergencies.
 “Quality of Life Initiative.” Financial partnership offered by the City as a catalyst for the
Dunedin Fine Art Center and the Dunedin Historical Museum, to obtain grants and to
ignite private fundraising for major expansions to their facilities and programming.
Presented as an economic development initiative by the City, intended to enhance the
Quality of Life for our residents.
 Host regular “Customer Task Force” meetings and post-project interviews to receive
feedback and new ideas from developers, property owners, contractors, architects,
engineers and others who do business with the City. Purpose is to streamline the process
to provide timely, understandable and less costly customer experience with the City.
 Negotiated inter-local agreements with nearby cities for: joint Employee Health Clinic
with City of Clearwater, multi-city recreational facility cross-use by residents, Fire
emergency mutual-aid response, and Public Works vehicle/equipment share agreement.
 Dunedin conceived of and hosted a regional conference on Arts, Culture & Heritage,
titled “Combining Forces,” to explore ways to jointly promote these assets for economic
and Quality of Life purposes. From this initiative was born the new “North Pinellas Arts
Coalition,” to market the arts scene in all north county cities.
 Partnered with Dunedin Elementary School by initiating a “call to action,” drawing on
our board & committee volunteers and other interested residents to become classroom
aides to teachers. Also helped procure computers and other resources. Strong support of
high school, middle and charter schools by aiding music and youth sports programs.
 Recruited fun “Jolley Trolley” transit service to Dunedin, linking five nearby coastal
communities. Proposed and negotiated agreements with these cities and County transit.
Finance
 Navigated the Great Recession, emerging in solid financial shape by re-organizing and
streamlining the organization, achieving sustainable revenues, and adopting efficiencies
wherever possible. We did so without closing any City facilities nor eliminating services
to the public. Only two millage rate increases in 14 years, and one reduction. Dunedin
enjoys one of the lowest millage rates of all full-service cities in Pinellas County.
 Professionalized Finance Department and Utility Billing by hiring qualified experienced
professionals, creating better documentation and redundancies, establishing investment
policies, providing greater support to the citizen Board of Finance, and improving
accounting procedures. Secured millions of dollars of new on-going revenue by auditing
thousands of City utility customer accounts for correctness, to ensure accurate billing.
 Dunedin wins budget & CAFR (auditor’s) awards year after year for high-quality reports.
 City’s bond ratings all upgraded significantly in 2012 following a presentation by my
staff and me in New York City to rating agencies Moody’s, Standard & Poor’s, and Fitch.
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Planning & Development
 Reinvented the entire development and permitting process (planning, zoning, building,
engineering & permits), turning a bad reputation around to one of efficiency, easy access
and customer friendliness. Created independent “ombudsman” position to monitor all.
 Doubled the size of our Property Maintenance Code Enforcement Division to assist
neighborhoods to end nuisances, especially absentee landlords and bank foreclosures.
 Created “Team Dunedin,” a Development Review Committee made up of representatives
of every City department with a role in reviewing and approving development proposals.
Purpose is early, expedited and coordinated feedback from staff to benefit applicants,
who thereby save time and money, and avoid undue frustration.
 Completed master plans and beautification of five city corridors and the downtown.
Public Safety
 New award-winning, hardened Fire/Rescue Station was designed, funded and built.
 Acquired, at request of firefighters, first Fire/Rescue Boat, based at the Dunedin Marina.
 New Community-Oriented Policing program begun, with direct outreach to residents.
 Successful relationship with IAFF, no history of impasse with collective bargaining,
including new 3-year contract that began in 2015. Initiated Labor/Management meetings
and regular city manager visitations with all crews and other Fire Department employees.
Economic Development
 Recruited Achieva Credit Union, a regional bank, for their new corporate headquarters.
 Lead Negotiator for Dunedin with the Toronto Blue Jays Club for new stadium and lease.
 Obtained from County a 15-year extension of the Tax Incremental Financing (TIF)
District for downtown, to allow debt financing for major capital improvements.
 Created new Department of Economic & Housing Development. Focused on downtown
improvements, business recruitment and retention, and better stakeholder relationships.
 Coordinated community-wide “Branding” exercise resulting in new City logo and
insights regarding how to best position Dunedin in the market for promoting Tourism.
 New Parking Management System approved for downtown, including a Public-PrivatePartnership (P-3) for a new parking garage with façade, way-finding & public education.
 City partnered with High School, History Museum and merchants to renovate an
historic structure for re-use as a new downtown independent retail bookstore.
 New “Arts District” and industrial “Artisan Incubator” project approved for downtown.
 Actively recruiting St. Petersburg College to site a new branch campus in Dunedin.
 Economic Development Master Plan for the city was produced in-house and adopted.
 Gained approval for tens of millions worth of new mixed-use, residential-retail projects.
Public Works & Parks
 Dunedin’s Reverse Osmosis Water Plant has won “Best Tasting Drinking Water” in the
Tampa Bay Region (multi-county) three times in the last five years. Opened nine (9) new
public parks, including a skate park and splash park for children.
 As a “Green Local Government,” we achieved highest rating possible from Florida Green
Energy Coalition for energy efficiency, as first city in Florida to win “Platinum” status.
 Millions of dollars’ worth of storm sewer and other utility line repairs made citywide.
 Master Plan for Water/Wastewater plants, citywide Parks & Recreation Strategic Plan.
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CITY MANAGER, Oberlin, Ohio
April, 1996 to January, 2007
Oberlin is a progressive, historic and full-service city, home to world-renowned Oberlin College
and the Oberlin Conservatory of Music. Oberlin was named “Ohio’s Best College Town” by
Ohio Magazine (1996 to 2007), deemed “One of America’s Best Retirement Communities” by
Inc. Magazine, and named “One of America’s Dozen Distinctive Destinations” by the National
Trust for Historic Preservation.
 Attracted major employers to City’s existing Industrial Park, acquired land for and
established a new industrial park, and obtained State grants for infrastructure.
 Recruited County MetroParks to construct in Oberlin their only indoor/outdoor family
aquatics facility ($7 million). Negotiated $500k gifts from Oberlin College & county.
 Established City’s first Tax Increment Financing (TIF) district and Community
Reinvestment Act (CRA) district, as tools for downtown revitalization. Created City’s
first Main Street Program and served as the City’s liaison to the downtown.
 Saved city’s only hospital from closing, in cooperation with Oberlin College with whom
the City recruited and negotiated a new health care provider as a partner.
 Constructed new $6 million Public Works Department “Service Center.”
 Created Oberlin Recreation Complex (soccer, baseball, softball, trails, picnic facilities).
 Started regular Community Oriented Policing meetings and block watches with
neighborhoods; created Bike Patrol Unit, Drug Unit, School and Community Resource
Officer positions, and a youth “Police Cadet” program.
 “Joint Economic Development Agreement” negotiated with an adjacent community for
revenue sharing and compatible land use planning.
 Founded a “Citizen Advisory Committee” to help guide our annual City budget process.
 Managed the City’s full-scale Municipal Electric Generating Plant & Distribution system,
as well as its own water and waste water treatment facilities.
 No millage increase proposed during my eleven-year tenure.
OTHER PROFESSIONAL EXPERIENCE
Served as the Assistant City Manager / Director of Human Resources for Delaware, Ohio,
the home of Ohio Wesleyan College, (1991 to 1996). There I served as chief labor negotiator
(seven bargaining units), oversaw City’s airport, was responsible for all personnel functions, and
served as liaison to the downtown.
Served as Assistant City Manager / Director of Planning and Development for Meadville,
Pennsylvania, the home of Allegheny College, (1989 to 1991). Interim City Manager in 1989.
Worked as a Municipal Management Consultant with The LWFW Group, Inc., Dallas, TX
(1988 & 1989). Hands-on management consulting to cities and counties of all sizes nationwide.
Dallas, Texas (population 1,210,400) Served as Assistant to the Mayor & City Council, and
Assistant to the Director of Planning & Development, (1986 to 1988). Aided the Planning
Director, Mayor and Council with Planning Commission and daily operations. One of three postgraduate candidates selected nationwide by Dallas for this city management training program.
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From 1981 to 1985, served as a State Auditor doing local government audits for the
Pennsylvania Department of the Auditor General, as the Legislative Assistant to a Pennsylvania
State Representative, and as the Director of Energy Education for Butler County, PA.
EDUCATION
Master of Public Administration with Honors, University of Pittsburgh. May, 1986
Graduate School of Public and International Affairs (GSPIA)
Emphasis: Financial Management and Municipal Service Delivery
Bachelor of Arts with Honors, Slippery Rock State University. May, 1981
Double Major: Public Administration and Journalism
Internship: U.S. Congress (Washington, D.C.)
MEMBERSHIPS & ACTIVITIES
International City / County Management Association (ICMA), since 1986
Florida City / County Management Association (FCCMA), since 2007
City’s advisor to Dunedin Area Chamber of Commerce
NAACP MEMBER, Pinellas County
Citizen Board of Finance staff representative
City’s Staff Liaison, Dunedin Historic Museum and Dunedin Fine Art Center
Frequently attend sessions of Dunedin’s 36 citizen advisory boards & committees
RECENT HONORS
“2013 Florida Public Official of the Year” by the Florida Association of Museums
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Candidate Introduction
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Robert DiSpirito
EDUCATION
Master of Public Administration (MPA) with honors, University of Pittsburgh, Pennsylvania,
Graduate School of Public and International Affairs.
Emphasis: Financial Management and Municipal Service Delivery.
Bachelor of Arts (BA) with honors, Slippery Rock State University, Pennsylvania.
Double major: Public Administration and Journalism.
EXPERIENCE
City Manager, Senior Consultant, Dunedin, Florida
City Manager, Oberlin, Ohio
Assistant City Manager / Director of Human Resources, Delaware, Ohio
Assistant City Manager / Director, Planning & Development, Meadville, PA
Municipal Management Consultant, The LWFW Group, Inc., Dallas, Texas
Assistant to the Mayor & City Council, Planning Director, Dallas, Texas
Graduate School (University of Pittsburgh), MPA degree, honors
State Auditor, Pennsylvania Department of the Auditor General
Legislative Assistant to a Pennsylvania State Representative, Harrisburg, PA
Director of Energy Education for Butler County, Pennsylvania
2007–present
1996 – 2007
1991– 1996
1989– 1991
1988 – 1989
1986 – 1988
1985 – 1986
1984
1983
1981 – 1982
BACKGROUND
The City of Dunedin has a permanent population of about 37,000 residents. We are a coastal city
and tourist attraction, featuring two barrier island State parks, beaches, marinas, festivals and
prominent art, music and heritage attractions. We entertain tens of thousands of visitors every
year. Honeymoon Island State Park in Dunedin is the State of Florida’s most visited State Park,
last year topping 2 million guests. Caladesi Island State Park was named the “Best Beach in the
United States” a few years ago. Dunedin is also the Spring Training home to the Toronto Blue
Jays, annually attracting thousands more visitors from Canada and nationwide.
Dunedin had 405 municipal employees in January, 2007, when I began as City Manager. During
the course of the long years of economic recession, I streamlined the organization and reduced the
employee count to about 350 now. I directly supervised eleven department heads and a number
of other positions, my Deputy Manager, and the office staff for Commission / Manager.
The City of Dunedin is a full-service organization, including stand-alone water and waste water
treatment plants, solid waste and recycling, libraries, parks, award-winning beaches, a marina,
causeway, and a broad range of other municipal services. Our total budget is $74 million, and our
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General Fund is $27 million. The total budget includes utility and other enterprise funds, as well
as a Tax Increment Financing (TIF) district in our downtown CRA.
The three issues attracting most of Dunedin’s attention now are:
 Balanced development. As the economy has improved and development activity has
returned, Dunedin is using the planning tools that we created during the downturn to
incentivize more balanced growth than has occurred in the past. This means more
sensitivity to residential neighborhoods and aesthetics, while at the same time not
discouraging investment in mixed use and other projects. Our goal is a smooth and
constructive interface with City staff, more flexibility for project designers and investors,
and finished projects that are both attractive and acceptable to residents.
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Sustainable revenues and infrastructure. We are growing revenue by facilitating highvalue redevelopment and infill endeavors in order to expand the tax base and increase
property values. The goal is to achieve sustainable revenues without having to increase
the millage rate or hike fees to our residents. We also wish to avoid cutting services to the
public in reaction to the rising costs of providing those services. This requires us to
continuously find efficiencies and reduce expenses where we can. Overall, we can then
better afford the infrastructure improvements that we have prioritized.
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Identifying opportunities for strategic partnerships. Dunedin has, by virtue of strategic
partnerships, acquired major attractions such as two ocean-front parks, an art teaching
college/gallery and a history museum, as well as assisted our schools to succeed, marketed
our community internationally, established a multi-city trolley service, and negotiated
agreements with neighboring communities. Seeking partnerships helps us improve our
Quality of Life, increase revenues, spread costs, and enhance our schools.
GENERAL, MANAGEMENT STYLE and EXPERIENCE
The types of challenges and opportunities that confront Cocoa Beach are very familiar to me
professionally. This includes appropriate redevelopment and land use planning, achieving
financial sustainability, assuring needed infrastructure and services for our residents and many
visitors, protection of beaches and natural areas, replacing aging and obsolete facilities, creating
Main Street programs and CRA/TIF districts, leading a community Branding and marketing
project, protecting neighborhoods, hosting forums for our residents and elected officials, and
identifying new collaborations with community partners and stakeholders.
Cocoa Beach shares many similarities with Dunedin. Both are walkable, historic coastal
communities with eclectic and popular downtowns, millions of tourists annually, multi-purpose
libraries, prominent arts and cultural attractions, history museums, beautiful parks, trails and
recreation amenities, plus an engaged citizenry. I have managed complex services including
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municipal, water and waste water treatment plants, solid waste and recycling. I have thirty years’
direct participation with Main Street programs and CRA/TIF districts. I have led the design and
construction of new and replacement municipal buildings, including a new Fire Station two years
ago. That Cocoa Beach is so dynamic and multi-faceted is highly attractive.
In leading the City workforce, I have several guiding principles. First, I have great respect for the
talents and experience of employees, and value them as people, be they a department head, parttime or front-line worker. My obligation is to give them room to do their jobs, to offer training,
enthusiastic support, material resources and sincere appreciation. Second, I lead through clear
communication of Commission goals and objectives, regularly meeting with employees, listening
closely, being fair. Each day I know that if I pay attention, I can learn something from any
employee. Likewise, I share what I’ve learned, mentoring and preparing employees to excel and
step up to more challenging roles, especially as succession is planned.
My senior staff would likely share that I have tried to take a real interest in them both as people
and as professionals. We have developed deep respect of one another, born of truly open
communication, shared experiences, learning from each other, maintaining a sense of humor, and
my giving them the chance to take risks without fear of consequences. From the start, I gave them
permission to disagree with me and to provide constructive criticism, which I welcome. This
collaborative approach results in us proudly referring to ourselves as “Team Dunedin.”
I have served 29 different elected officials in my 20 years as a city manager in two cities. They
would say that I am very accessible to them and the residents, that I care about my senior staff and
employees, don’t take myself too seriously, and that I try to create new relationships to achieve
the Commission’s goals. They would share that I can manage multiple complex priorities well,
that I proceed with a sense of urgency to accomplish their goals, that I adhere to high ethical
standards at all times, that I reach out to the community, that I keep the Commission and public
well informed, and that in the end, marshalling our team . . . I get things done.
My best work trait might be the degree to which I commit myself to the goals and objectives of the
City Commission and residents. I enjoy thinking creatively and applying fresh approaches to
pressing needs or problems. This includes identifying new partners for City ventures, finding
stakeholders whom the City can assist to strengthen our community . . . then designing ways for
these collaborations to happen. What has served me well is my capacity to build highly effective
teams, lead them, and work very hard side by side with my staff.
There are times when I could be a better delegator, as I have a tendency to take too much on
personally. This is no lack of confidence in staff, but rather my sensitivity to the work load that
they are already carrying. I’ve learned to prioritize, design and delegate work more strategically.
While my workload has still not diminished much, I am spending more time on high order goals.
I facilitate strategic planning sessions with my Commission to establish for my staff and me the
Commission’s priorities for the coming year and beyond. Their goals and objectives are
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documented, which become a blueprint going forward, and a metric to measure progress.
Departments have also devised internal performance benchmarks, for finances and operations.
The best team achievement during my nine-year tenure was to not just maintain, but to actually
enhance, Dunedin’s Quality of Life even during the long economic downturn. This featured a
combination of things. We emerged in solid financial shape without having to close facilities or
otherwise reduce services to the public by re-aligning and streamlining the organization. We
created a 7-acre ocean-front park by assembling public sector partners who contributed all $7
million. We also recruited a corporate partner who pledged ten years of maintenance revenue,
built picnic pavilions, and sponsors a concert series there. Thus, we provided a wonderful, new
waterfront park to our residents during the depth of the recession, without impacting our budget.
A matter that I could have certainly handled better occurred earlier in my career, as City Manager
of Oberlin, Ohio. Shortly after I was hired, I learned from my Fire Chief that the City had not
been enforcing its own life/safety housing code for the numerous Oberlin College student rooming
houses that were privately-owned and scattered throughout the city. Although I ultimately
partnered with the college administration to successfully compel the owners to retrofit their houses
for safety, it unfortunately came at the expense of a debate with some of the owners, resulting in
hard feelings. What I learned was the importance of proactive education and better communication
with interest groups, a lesson I have long since put into practice.
Unfortunately, I have had to release employees due to performance problems or violation of law.
Dismissing an employee for cause should normally be a process involving ample notice to the
employee of performance concerns by a supervisor, and ample opportunity for corrective action.
Discipline should be progressive, well-documented and well-discussed with the employee. My
five years of prior experience as a Human Resource Director proved to be good preparation for
twenty years as a city manager. Even if the termination is fully merited, releasing someone from
their job has never been an easy or enjoyable task for me. Quite to the contrary. But my taking
assertive action is important to the organization, so that performance expectations are preserved.
The challenges before the next City Manager, as I understand them, are as follows:
 Successfully implement the objectives of Cocoa Beach’s Strategic Plan. This includes
working closely with the Commission, City employees and our residents for progress.
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Securing financial sustainability to continue to provide the same level of desired public
services. Alternatives to raising taxes and fees need to be aggressively pursued, beginning
with finding efficiencies, but also applying strategies for high-value redevelopment and
infill, and collaborations with community partners, stakeholders and other governments.
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Continue redevelopment of the downtown district, including eliminating blight, expand
storm water and other infrastructure, enhance pedestrian and bicycle safety, establish
community policing, improve landscaping and parking, and aid appropriate development.
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Manage a tourist-driven economy with appropriate infrastructure and services,
accommodating the demands on the City resulting from the annual influx of visitors, while
protecting neighborhoods and the quality of life desired by permanent residents.
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Preservation of city beaches and natural areas in a proactive and financially responsible
way. This includes working closely with state and federal agencies, seeking resources
(both public & private) from outside the city, and planning projects carefully in advance.
My first six months in Cocoa Beach would include the following:
 Introduce myself and listen intently to the City Commissioners, staff, employees,
community stakeholders, civic groups, the Chamber of Commerce and other business
advocates, City Charter Officials, county officials, citizen boards/committees, union reps,
neighborhood associations, and anyone else with whom the Commission would like me to
meet.
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Recommend an early strategic planning session (“retreat”) with the City Commission to
better understand your consensus on broad-based goals you wish to accomplish.
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Immediately begin work on implementing the objectives of the Cocoa Beach Strategic
Plan. I would take a leadership role and personally commit much of my time and effort to
helping achieve these goals. I would work closely with City employees to do this.
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Quickly assess both the financial status and economic development landscape of the City.
I will take a hard look at revenue sources and projections, expenditure trends, debt load
and capital project needs. I’ll also acquaint myself with Commission policies and
preferences for land use, mixed use redevelopment, mobility, infill parcels, City incentives,
aesthetics and impact fees.
I build a relationship of trust with members of the media. I meet monthly with assigned reporters,
for us to get to know one another as people and professionals. I spend time discussing complex or
difficult issues, provide background detail, and give them a “heads up” on news. I offer ideas for
positive, helpful stories. I provide them with my cell phone number for 24/7 access to me, and I
make myself available just prior to and following Commission meetings and workshops. I
compliment reporters on stories well done, but don’t criticize lesser efforts. And I always share
that I was a Journalism major in school who went astray into government work! There is nothing
in my professional or personal background embarrassing to Cocoa Beach.
Dunedin, years ago, adopted Social Media tools as an avenue of hearing what our residents and
guests think about our services and community. It is a way to educate the public about matters of
importance that Dunedin is doing, or is about to do. We created City Facebook and Twitter
accounts, in addition to an interactive City website. We have used these tools to broadcast shortnotice public meetings, weather alerts, public works emergencies, and to address high-interest
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policy decisions that the Commission is considering, supplying information in digestible portions.
We can also answer questions and try to address incorrect information in real time. I would
continue this proactive approach in Cocoa Beach, and assure a key role for Social Media in
implementing the Commission’s goals, such as the Strategic Plan’s recommendations.
I work hard to maintain respectful working and personal relationships with even those persons in
the community with whom I might sometimes disagree on issues. Thus, I do not expect anyone in
particular to contact you with negative comments.
My wife Evangelina, daughter Sophia (12) and son Nicholas (10) are the focus of my non-work
life. We enjoy running, biking, art, music, reading, history, kids’ sports and exploring Florida.
SIX ADJECTIVES OR PHRASES THAT I WOULD USE TO DESCRIBE MYSELF
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Creative problem-solver
Professionally knowledgeable
Out-reaching and accessible
Interested listener
Hard working / lead by example
Relationship / consensus builder
REASON FOR CONSIDERING DEPARTING CURRENT POSITION
I have enjoyed nine years of successful service to the City of Dunedin, including nine rounds of
very positive professional performance evaluations. There has now been a change in the majority
of the five-member elected City Commission, and some wish to select their own manager going
forward. In light of that, I chose to offer my resignation. However, the Commission retained me
to serve as their full-time Senior Consultant at my normal rate of pay and benefits. I continue to
perform high-level duties for Dunedin, including leading on-going negotiations with the Toronto
Blue Jays major league baseball club, be Dunedin’s staff Liaison with the Pinellas County Board
of County Commissioners, and other assignments.
My goal is to join another full-service, progressive city as manager, applying leadership experience
and creativity as I have done successfully during my thirty-year career. Cocoa Beach’s goal to
promote a safe, family-friendly community with a high quality of life, low-density neighborhoods,
balanced economic growth, and quality public services, (as described so well in your Strategic
Plan), is truly inspired. I have done much work like this, am excited by it, and know that I can
help the Commission to accomplish these and other objectives.
Page 15 of 92
Section 6
Robert DiSpirito
CURRENT / MOST RECENT SALARY
$153,000 per year
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CB&A Background Checks
Page 17 of 92
Section 6
Background Check Summary for
ROBERT “BOB” DiSPIRITO
Criminal Records Checks:
Nationwide Criminal Records Search
No Records Found
County
Pinellas County, FL
Lorain County, OH
No Records Found
No Records Found
Florida
Ohio
No Records Found
Records maintained by county of
residence
State
Civil Records Checks:
County
Pinellas County, FL
Lorain County, OH
No Records Found
No Records Found
Florida
Ohio
No Records Found
No Records Found
Motor Vehicle
Florida
No Records Found
Credit
Very Good
Bankruptcy
No Records Found
Education
Confirmed
Employment
Confirmed
Federal
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Section 6
Personal Disclosure
Page 19 of 92
Section 6
Personal Disclosure Explanation
Personal Disclosure Questionnaire
Robert DiSpirito
#8. I have a Linkedin account under the name of Robert
DiSpirito.
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CB&A Reference Notes
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Reference Notes
Robert DiSpirito
Section 6
Bob Hackworth – Former Mayor, Dunedin, FL 727-458-4134
Mr. Hackworth, as Mayor of Dunedin, hired Robert DiSpirito in 2006 as City Manager. He was
pleased with his job performance and he met expectations set for him.
Mr. DiSpirito makes good decisions. When Dunedin was trying to acquire some very valuable
waterfront parkland, he stayed focused on the vision and sought out ways to complete the goal.
Realizing that there were objections to a multimillion dollar purchase by a small city, he went
through a three year process to overcome opposition, put details together and finance the project
with non-taxpayer revenue.
Mr. DiSpirito is a person who has a big picture perspective but also recognizes the essence of the
day-to-day operations. He thinks outside the box and can find solutions that may not be readily
apparent. He hires good quality people who are an asset to communities. He is able to encourage
economic development in difficult situations and maintain current infrastructure.
Mr. DiSpirito has a very focused understanding of the vision and priorities of the Commissioners
and then gets employees and the community on board. He accomplishes whatever he is asked to
do. Mr. Hackworth‘s first assignment to Mr. DiSpirito was to work out unacceptable concerns in
the Building Department in order to make the building process more user friendly. Mr. DiSpirito
asked users and staff what would make a better process so as to benefit zoning and building. He
refined and reorganized the department and the processes so it was an easier, more responsive
system while still following the ordinances and regulations.
Mr. DiSpirito is fantastic in dealing with the public. He always has time to hear someone out
regardless how miniscule the issue may be. He makes himself accessible to everyone. He fosters
good relationships with service organizations and downtown businesses. He has good financial
skills. He was good about balancing the budget and reserve requirements.
Three Commissioners lost confidence in Mr. DiSpirito. He was dismissed as City Manager and
later resigned. Mr. Hackworth felt that this decision was due to petty politics and competing
agendas because a good explanation of the situation was never provided. Mr. DiSpirito was not
treated with fairness or allowed due process.
Words or phrases used to describe Robert DiSpirito:
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Committed,
Compassionate,
Good communicator,
Capable,
Honest, and
Hard working.
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Reference Notes
Robert DiSpirito
Strengths:
Section 6
He is good at problem solving by working collaboratively with competing interests,
works well with elected officials.
Weaknesses: He tries to make everyone happy, too nice.
Doug Hutchens – Deputy City Manager, Dunedin, FL 727-543-0639
Mr. Hutchens has known Mr. DiSpirito since about 2007 when he was hired as Dunedin’s City
Manager, Mr. Hutchens was already serving as Director of Public Works and Utilities. He was a
direct report to Mr. DiSpirito and was promoted to Deputy City Manager. Currently Mr. Hutchens
is Interim City Manager while a replacement is found for Mr. DiSpirito.
Mr. DiSpirito’s job performance is excellent. He is willing to work late or take work home in order
to get the job done. He has many impressive accomplishments as Dunedin City Manager.
Mr. DiSpirito’s interactions are good with personnel and the public. He is not a micromanager of
those that do their work well, but those who do not do quality work will be managed more closely.
He sees himself as a gatekeeper to make sure information is timely and accurate. He likes to be
out in the community to network with the public. He gives out his personal cell phone number to
members of the community, even to difficult persons, in an effort to break down barriers and
diffuse situations.
Mr. DiSpirito is a problem solver. He led a team including Mr. Hutchens and the Economic
Development and Planning Director to study parking concerns in downtown Dunedin. Researchers
were hired and studies were done as well as public town hall meetings and Commission Meetings
to find solutions. He was also instrumental in negotiating a lease and rezoning an industrial area
as an artisan district. Artists now have an affordable site to work and exhibit pieces in a studio
setting. Recently, he has brokered a project to install a brick and mortar bookstore in the downtown
area that did not have a bookstore. He talked to the property owner and secured a historic structure
for recondition and expansion on city-owned property. He solicited the local high school trade’s
class to help with renovation and found a store owner to take over when the building is ready. He
planned to use the profits to help reduce the amount Dunedin pays to subsidize the local museum.
Mr. DiSpirito has good financial skills. He recognizes that the finance staff are trained
professionals and allows them to do their job, but has them walk him through budgets and
proposals. He likes economic development and sees value in both development and
redevelopment. He enjoys negotiating complex deals and finding incentives to encourage and
jumpstart development.
Two City Commissioners said they wanted a new voice and new direction and thus needed new
leadership. Perhaps they felt they were not getting equal consideration for their initiatives in an
election year. They asked for Mr. DiSpirito’s resignation near midnight in a long Commission
meeting. Currently Sunshine Law violations are being investigated.
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Reference Notes
Robert DiSpirito
Section 6
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Hardworking,
Detail-oriented,
Creative,
Flexible,
Quick thinker, and
Open-minded.
Strengths:
He can put together abstract concepts in simple terms and convey ideas to others at
whatever level is needed.
Weaknesses: Answering to multiple bosses can be a challenge.
Julie Ward Bujalski - Mayor, Dunedin, FL 727-639-3458
Ms. Bujalski, as a City Commissioner, participated in hiring Robert DiSpirito in 2007. As Mayor
and City Manager, they met weekly to discuss projects and strategize. They often spoke between
meetings.
Dunedin had a long history of problems with the planning and development process because it was
very arduous, time consuming and not well-defined. When Mr. DiSpirito came on board, a new
Planning and Development Director was also brought on board. Together they had monthly
lunches with contractors and architects to talk about issues and gain input. As time went on, the
codes were redeveloped and the processes made clearer. A committee was created with
representatives from engineering, fire, code, water and the community to work with an appointed
liaison. The liaison reports directly to the City Manager. The City has not received any complaints
since the simplification of the processes and the implementation of suggested ideas. Mr. DiSpirito
is an effective problem solver.
Mr. DiSpirito seeks input for his decisions from the Mayor, the community and the Directors. He
deals well with the public and is very involved in many of the boards in the City.
When Mr. DiSpirito was first hired, a new reporter tried to make it look like he was frivolously
spending the City’s money by his using a credit card for lunches and meetings. Commissioners
stated that he was spending properly. The other controversial item is his dismissal as City Manager.
The three Commissioners that made the motion are being investigated for Sunshine Law
violations. In his review a few weeks later, one hundred people spoke on his behalf.
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Reference Notes
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Section 6
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Inclusive,
Consensus builder,
Creative thinker,
Thorough,
Detail-oriented, and
Hands on.
Strengths:
Problem solving, thinking outside the box.
Weaknesses: He is very detailed and hands on, which may not be appreciated by some
employees.
GeorgeAnn Bissett – President & CEO, Dunedin Fine Arts Center, FL 727-410-7552
Ms. Bissett met Mr. DiSpirito in 2006 at an informal reception the City held to introduce him as
the new City Manager. She sees him at many Art Center events and City events.
Ms. Bissett feels that the Arts Center would not be where it is today without Mr. DiSpirito’s
leadership, vision and hard work. He wrote a Quality of Life Initiative to convince the public and
the City Commission how important arts and parks are to the community. Over a nine month period
of time, he secured $500,000 from both the City Commission and the State of Florida to increase
development for the Fine Arts Center’s facilities and programs. He made sure that when people
visit Dunedin they can visit museums, art centers, parks and other beautiful places.
Mr. DiSpirito started an artisans’ incubator in an area that had old manufacturing buildings. The
City refurbished the buildings and streets, and now rents space to artists for both creating and
displaying their work.
Economic development in downtown Dunedin has changed dramatically since Mr. DiSpirito
became City Manager. He helped with a new fire station and has been instrumental in maintaining
roads and neighborhoods. Dunedin has many festivals and celebrations through the year and he
and his staff makes sure that they are set up beautifully and cleaned up properly.
Mr. DiSpirito listens to everyone to ensure he has all the facts and information to make an
intelligent decision. He thinks rationally and logically and looks at the big picture. He can talk
intelligently about many subjects. At times, he is a bit soft-spoken.
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Robert DiSpirito
Section 6
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Fair,
Intelligent,
Creative thinker,
Very reasonable,
Always approachable, and
Good leader.
Strengths:
Intelligence, writing ability, forward thinking, good mediator.
Weaknesses: He listens to everybody and hears all input.
David Carson – Former City Commissioner, Dunedin, FL 727-432-2074
Mr. Carson was a City Commissioner of Dunedin when Robert DiSpirito was brought on as City
Manager in 2006.
Mr. DiSpirito is a problem solver. He can even fix a failing city and does better when there are
challenges to overcome. Through an economic downturn, Dunedin was lacking funds and needed
to downsize from 404 to 340 employees over the span of a few years. Mr. DiSpirito made this
adjustment easier by not replacing those who retired and other creative means. He has more than
adequate financial skills. He grasps the finances and balance sheet.
Mr. DiSpirito is very personable and a good speaker. He is available all hours and they regularly
talked business late at night. At times they had disagreements but always worked through them.
Mr. Carson has always felt well-informed but believes the new Commissioners may not feel the
same way.
Mr. DiSpirito has an ability to hire top notch, talented people. He then empowers them to do their
jobs. When a water line to Honeymoon Island broke, he resolved it quickly with few complaints
by bringing the necessary parties together and allowing them to work.
The employee in charge of the billing department improperly charged for water and storm water
which cost the City $3,000,000. Mr. DiSpirito had just been hired when the mistake was
discovered. He and the finance director decided they would keep her on until the end of the fiscal
year and then have her retire. Mr. Carson disagreed with this decision and wanted her to retire
immediately. Mr. DiSpirito took Mr. Carson’s advice and cut her loose immediately with a
severance package to avoid any further errors.
Mr. DiSpirito always received good reviews in Dunedin. However, two Commissioners asked for
his resignation unexpectedly. The Mayor voted against his resignation. The Sheriff’s Office is
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Reference Notes
Robert DiSpirito
Section 6
currently investigating the situation as a violation of the Sunshine Law. Mr. Carson felt there was
no reason to ask for his resignation.
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Hardworking,
Dependable,
Available,
Personable,
Educated, and
Honorable.
Strengths:
Wealth of experience in city government.
Weaknesses: He is too stubborn and direct from a City Commissioner’s standpoint.
Lynn Wargo - President, Dunedin Area Chamber of Commerce, FL 727-647-3197
Ms. Wargo met Mr. DiSpirito shortly before he started working in Dunedin in 2006. She enjoyed
working with him because he was accessible and responsive to the needs of her organization.
A large and expensive plot of land was available in Dunedin. Mr. DiSpirito negotiated the price
and then secured grant funding, enabling the City’s purchase of the land. It was developed into a
beautiful park with a dock, children’s toys and a pavilion. He is a skilled, creative problem solver.
Mr. DiSpirito juggles the many responsibilities and is able to accomplish much. Many of his ideas
were not well accepted at first but then he demonstrated their value. He does well when working
with the community, both in groups and in one-on-one interactions.
Mr. DiSpirito’s performance and the new City Commission’s expectations may not have matched
and he was let go as City Manager. However, he stayed on with the City as a consultant for a time.
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Creative thinker,
Problem solver,
Compassionate,
Hard working,
Committed to community, and
Great sense of humor.
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Reference Notes
Robert DiSpirito
Strengths:
Section 6
Creative problem solving, calm demeanor, responsive.
Weaknesses: He takes too much on, and sometimes works long hours.
Sharon Soucy – Former Vice President of City Council, Oberlin, OH 440-574-9353
Ms. Soucy and Mr. DiSpirito worked together from 2001 to 2005. She was Vice President of the
City Council and he was the City Manager in Oberlin. He is a spectacular City Manager with
outstanding management skills. He handled all the department heads well and maintained
discipline and morale. Any community should be thrilled to have him as their Manager.
Mr. DiSpirito makes good decisions on his own and also when he brings other’s perspectives into
the process. He hired an Economic Development Officer although many disagreed with the
decision. He felt strongly that it would bring and keep business and industry in Oberlin. He worked
with the local college to help pay the Officer’s salary. The decision was profitable for the city
based on the income generated through economic development.
Mr. DiSpirito is an outstanding communicator. He is able to deal with active, diverse groups. He
develops strong relationships and works well with all different ages. He commits to whatever
community he is a part of. He spends time in the community and makes various community groups
feel that they are important to the functioning of the city.
Mr. DiSpirito is able to manage the day-to-day tasks but also looks to the future. He looks to meet
as many needs as possible. He has good financial skills and is excellent with budgets. He worked
closely with Oberlin’s Finance Director to achieve the highest bond ratings and high quality audits.
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Professional,
Listener,
Coordinator,
Manager,
Overseer,
Appealing, and
Energetic.
Strengths:
General openness and appeal, makes a clear path to strengthen a city moving
forward.
Weaknesses: He tries to please many constituents and therefore may not be considered a strong
leader.
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William Blend – Auditor, Moore, Stephen & Lovelace P. A., Dunedin, FL 407-740-5400
Mr. Blend has known Mr. DiSpirito since 2012 and has done the audits for Dunedin every year
since. The first audit had a number of findings. Mr. DiSpirito was open to discussion, and he and
his staff were instrumental in quickly resolving the issues.
Mr. Blend noted that there was much turnover in the City’s Finance Department through the first
audit. Mr. DiSpirito hired two individuals who were able to get the finances back on track.
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Personable,
Communicator,
Listener, and
Works well with others.
Strengths:
Good on day-to-day tasks.
Weaknesses: Hands off management.
Theresa Smalling – Human Resource Director, Dunedin, FL 954-290-5289
Ms. Smalling has known Mr. DiSpirito since July 2013. He hired her as Human Resource Director
in September 2013 and mentored her in her new position. They met once per week to address any
questions or concerns she had. He trusted her as a Human Resource professional.
Mr. DiSpirito is good at dealing with public. He prefers small groups so that others can have
opportunities to speak.
Ms. Smalling and he met with employees in different departments to apprise them of what was
happening in the City and to listen to their concerns. When the employees had concerns, he took
very detailed notes and then talked to Directors about possible solutions to the issues.
Mr. DiSpirito has a good handle on budgetary issues and city policies.
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Thoughtful,
Creative,
Attentive,
Industrious,
Caring
Dedicated, and
Passionate.
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Reference Notes
Robert DiSpirito
Strengths:
Section 6
Good administrator, listens to both sides before making decision, patient.
Weaknesses: He was stretched too thin with five bosses. Instead of allowing someone to fail he
may protect them by taking on some of their tasks.
Vince Gizzi – Driector of Parks & Recreation, Dunedin, FL 951-309-2757
Mr. DiSpirito interviewed Mr. Guzzi in 2007 and then hired him in February 2008 as Director of
Parks and Recreation.
Mr. DiSpirito makes good decisions and is a problem solver. He is adept at dealing with and
resolving issues. Through eight years of recession, he had to let employees go but as he did, he
increased efficiencies to maintain the same level of service. He worked through securing an
agreement for the Toronto Blue Jays to spring train in Dunedin. Part of the process included a very
tedious site selection that he led, ultimately selecting the right location to meet their needs but is
not too disruptive to the citizens. He helped to develop the downtown area by giving credits to
developers.
Mr. DiSpirito takes the vision of the elected officials and works to please them while also meeting
the needs of the residents. He is very personable with groups and committees. He is a good
communicator. He communicates by phone and in person with the Mayor and Commissioners. He
reviews agendas and plans with the city leadership team. He manages and leads the City through
input from the Mayor, Commission and the public.
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Very efficient,
Hard working,
Listener,
Good communicator,
Problem solver, and
Thorough thinker.
Strengths:
Leadership, attention to detail, bringing people together to solve problems.
Weaknesses: He may pay too much attention to detail and perhaps should delegate more.
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Vinnie Luisi – Director, Dunedin Historical Museum, Dunedin, FL 727-656-3220
Vinnie Luisi has known Robert DiSpirito since 2006.
Mr. DiSpirito is a problem solver that has an eye on the future and not just the present. He kept a
level head and controlled construction so Dunedin could keep its quaint community identity, which
draws visitors. He worked to improve the City’s downtown core and to redevelop unused
properties. Through his planning, he has improved the culture by adding parks, statues, a water
spray park and expanding the Fine Art Museum.
Mr. DiSpirito communicates well. He has an open door policy and makes himself available to talk
to employees. He attends community meetings and apprises the elected officials regularly of
happenings in the community. He works with all levels of government with ease.
Mr. DiSpirito works hard to accomplish what needs to be done. He is always on the job and it is
not unusual for him to work late into the night when nearing a deadline. He is community minded
and spends time with the public. He and his family become part of where they live, and he loves
the community he serves.
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Smart,
Dedicated,
Energetic,
Easy to work with,
Easy to talk to, and
Family man.
Strengths:
Politically astute, always on the job.
Weaknesses: Sometimes he will not quit, he wants to make sure everyone has had attention.
Prepared by:
Rosemary Daines
Colin Baenziger & Associates
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DiSpirito, Robert “Rob”
Articles are in reverse chronological order
Tampa Bay Times
March 7, 2016
Sheriff's Office launches investigation of Dunedin commissioners for alleged Sunshine Law
violation
Author: Megan Reeves
The Pinellas County Sheriff's Office is investigating two Dunedin commissioners for possible
violation of the Sunshine Law, Sheriff Bob Gualtieri confirmed Monday. He would not release
the names of those who filed the complaints against Commissioner Heather Gracy and Vice
Mayor Bruce Livingston, but said they are in relation to the unconventional resignation of former
city manager Rob DiSpirito following the commissioners' votes for his termination more than a
month ago. Gualtieri said information brought to him just after DiSpirito resigned just wasn't
enough to launch an investigation. But information he received two weeks ago proved otherwise.
"This time it warrants a preliminary inquiry involving some interviews to determine if there is
merit to the allegations," he said. "There was enough that it warrants and necessitates taking it
further."
Gualtieri said the next step will be to interview people who have information about the
allegations and witnesses of acts that may support them. He said the interviews will commence
soon, but there is no way to tell when the investigation will be over. "I don't want this lingering
over them or the community, so we will be actively looking into it," he said. "The sooner we
conclude, the better, but we can't rush." The Sheriff said there is no formal notification for
investigations of this kind, but he did contact Mayor Julie Ward Bujalski and City Attorney Tom
Trask to "put them on notice." Neither Gracy nor Livingston would confirm or deny the
allegations. "I really don't know the details of the complaint, so I really can't comment,"
Livingston said. "I am not going to give a comment until the investigation is closed," Gracy said.
Gualtieri stressed the seriousness of Sunshine Law violations and said he would never launch an
investigation unless he felt it was absolutely necessary. "It is very serious when you undertake
one of these investigations because of what it can do to an individual and what it can do to a
city," he said. "I don't take it lightly the decision to investigate, but we have an obligation."
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Tampa Bay Times
February 18, 2016
Guest column: Dunedin residents deserved to be heard at meeting
Author: Manny Koutsourais, Guest Columnist
As the late Paul Harvey used to say, "and now, the rest of the story." For that reason I find it
necessary to respond to the recent statements made by Peter Kreuziger in the Feb. 12 guest
column. It is true that on the night of Jan. 21 at the Dunedin City Commission meeting many of
those in attendance were vocal and showed disagreement with the statements made and the
actions taken by certain members of the commission.
Those people were citizens of the city and were looking for answers to the many questions that
surfaced because of the unexpected motion to terminate City Manager Rob DiSpirito
immediately. The motion was made by Commissioner Heather Gracy, seconded by Vice Mayor
Bruce Livingston and endorsed by Commissioner John Tornga at the Jan. 7 meeting. This motion
followed a five-hour meeting after most residents had gone home. The time was almost
midnight.
The motion was made soon after Mr. DiSpirito had just thanked the City Commission for the
flowers they had sent for his father's funeral. Mr. DiSpirito had just returned from attending the
funeral the day before. Undoubtedly, those members of the City Commission showed poor
judgment, lack of compassion, and the question of collusion and distrust surfaced almost
immediately.
Mr. DiSpirito's yearly evaluation was scheduled for a meeting in March. He had served the city
for nine years. The city has been well run and survived the recent Great Recession. Dunedin has
been the envy of many visitors and the downtown area has not only survived but enjoyed a great
amount of prosperity. City services have improved in all areas. The biggest concern about
downtown has been generating more parking. Isn't that a great problem to have?
According to the City Charter, the city manager works at the pleasure of the City Commission. In
the past, the evaluations praised him and gave him high marks for performance. He maintained a
professional demeanor and never has there been any controversy or severe reason for
termination. He is honest, professional, ethical, and responsive to not only his employers, but to
the citizens themselves. There has never been any controversy surrounding his administration.
He has been a good leader for Dunedin and he will be difficult to replace. Many citizens who
attended the Jan. 21 meeting were frustrated simply because the reasons given for termination
could have been easily corrected.
Mr. Kreuziger questioned the procedures during the discussion of the evaluation, which was
placed on the agenda of the Jan. 21 meeting. The procedures were approved by the city attorney,
who also acts as Parliamentarian. At the Jan. 7 meeting, the motion to terminate was never
properly placed as a starred item on the agenda, which occurred during Commission Discussion.
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Commission Discussion is defined this way: "Bring forward items to add to a future agenda or
items that require simple consensus direction." Any emergency item, or a starred item, requires a
majority vote before any discussion is allowed, or any motion is made, and any action takes
place. The motion to terminate was never properly placed on the agenda, although the city
attorney allowed the motion to take place. Ultimately after failure of the motion, the item was
properly placed on the agenda for the Jan. 21 meeting.
The citizens who attended that meeting wanted to know the reasons for termination and that the
evaluation be made public. Until then, the only person who wanted to publicly discuss the
evaluation was the mayor. The commissioners who voted for dismissal had no intention of
evaluating publicly. As parliamentarian, the city attorney ruled in favor of the citizens in
attendance, who were given the right to speak first before any action of the elected officials took
place. The mayor followed the proper guidelines and handled the meeting professionally.
If the city manager was a problem, he should have been told during the yearly evaluation period
in March and given an opportunity to correct any errors. This man had just buried his father. He
is a father and husband, and has been a good employee for nine years and previous evaluations
prove it. Every citizen who spoke that evening did so in favor of retaining the city manager and
questioned the credibility of the commission. They did so with a great deal of passion and
concern. They were vocal and had they not been, the evaluation and the reasons for termination
would have never taken place. It wasn't about being hostile or disrespectful as much as it was
about democracy at work. This is what democracy is all about. If the commissioners were on the
receiving end of those voices they deserved it, because they were the ones who created the
problem. The insinuation by Mr. Kreuziger that the citizens were or are uncivilized is a slap in
the face to those who believe in the democratic process and who are respected, hard-working
members of this community.
Before the meeting started, Mr. DiSpirito offered two options. The first was to continue
employment and be given the opportunity to correct his faults for a period of six months. At that
point another evaluation would take place, and if termination was necessary, he would receive
his severance pay and benefits and resign immediately or be terminated. The second was that he
resign immediately, receive his six-month severance package and be retained for 13 weeks as a
consultant, in order to tie up loose ends such as negotiating the Blue Jays contract and downtown
parking issue at a cost of $195/hour for 40 hours a week. This comes to $101,400 plus severance
and benefits. Instead of choosing option one, the commission, except for the mayor, voted for
option two and the total cost of the package is $254,495 of taxpayer money.
The damage done by members of the city commission cannot be measured at this point. A
nationwide search is underway for a new city manager. There will be an additional expense in
trying to find the right person to fill Mr. DiSpirito's shoes. In the meantime the credibility,
insensitivity, poor judgment and lack of compassion that has been shown by the elected officials
is an issue and will remain one until they can work toward mending the broken fences and
clearing the air. The city has been wounded, but is far from dead. The healing of those wounds
won't happen overnight and as time passes people may forgive, but it will be difficult to forget.
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Tampa Bay Times
January 22, 2016
Dunedin city manager resigns amid sharply different appraisals of his performance
Author: Tracey McManus
DUNEDIN — Two weeks after he was surprised by the Dunedin City Commission's failed
motion to fire him on the spot with no explanation, City Manager Rob DiSpirito came to
Thursday night's meeting prepared. The city manager of nine years offered commissioners two
proposals: place him on a six-month probation period for a chance to address their concerns or
accept his immediate resignation with a comfortable severance package.
The commission voted 4-1, with Mayor Julie Ward Buljalski against, to accept his resignation —
but not before about two dozen residents took turns at the microphone to scold the commission
for what many said was an unfounded attack on the city manager crafted behind closed doors. "I
think there's an undercurrent in this town right now that says those of you on the commission are
above the Sunshine Law, and I'm here to tell you you're not. We will hold you accountable," said
resident David Thomas. "We are the citizens. We own this town. There is no clique that owns
this town … and right now, ladies and gentlemen, I am disgusted in this town."
Residents criticized the motion made close to midnight on Jan. 7 by Commissioner Heather
Gracy to fire DiSpirito without providing reasons why. The motion needed a supermajority and
failed 3-2 with Mayor Julie Ward Bujalski and Commissioner Deborah Kynes in opposition. It
came after DiSpirito's positive evaluation and salary increase last year. After hearing from
residents who praised DiSpirito's work ethic and called the commission's actions "disgraceful,"
"shady" and "despicable," commissioners each read their evaluations of the city manager before
voting to accept his resignation.
Vice Mayor Bruce Livingston apologized to DiSpirito, his family and the public for the way the
talk of firing came up and spiraled over the past two weeks, but then delivered a scathing review.
Livingston said his relationship with DiSpirito "has eroded to the point where I doubt he and I
can effectively work together." He said DiSpirito does not provide consistent information to all
commissioners, has fostered high turnover in the finance department, micromanages staff and
plays favorites with the mayor.
Gracy said she knows her motion to fire DiSpirito "unleashed a tornado," but that "as time
moved on, he became less of a leader and more of a keeper of the status quo." While Livingston
read his prepared remarks, many of the roughly 50 in the audience mocked him and threw insults
at the commission. Most of the complaints from Livingston, Gracy and Commissioner John
Tornga focused on DiSpirito's handling of the city's long-debated parking plan; his ability to
negotiate with the Toronto Blue Jays franchise, which has a spring training facility in Dunedin;
and his management style. The comments clashed with glowing praise from nearly two dozen
residents who spoke during the meeting about DiSpirito's passion and competence, and with the
mostly positive comments from Buljalski and Kynes.
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DiSpirito's exit package includes six months of severance pay equal to $76,997; health and
dental coverage for six months; $4,738 in unused vacation leave; $54,187 in unused sick leave;
$17,173 in retirement contributions and an agreement to work as a city consultant for 13 weeks,
for up to 40 hours a week, at $195 an hour beginning immediately. After the meeting, DiSpirito
said he was in disbelief over the commissioners' complaints. He said he had received mostly
positive evaluations over his nine years and the parking plan was discussed in public and
followed the commission's direction. "Ninety-five percent of what was mentioned were concerns
I've never heard before," he said. "I love this community. I just thank the employees and
department heads for their talent and efforts."
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The Suncoast News
January 21, 2016
Dunedin city manager faces termination vote tonight
Author: Mark Schantz
DUNEDIN – Nine months after being praised by Dunedin city commissioners for being “an
overachiever, workaholic and perfectionist,” City Manager Rob DiSpirito has fallen out of grace
with Commissioner Heather Gracy, and two other members of the board, who asked for his
termination after a 5-hour meeting on Jan 7. In Dunedin it takes a 4-1 supermajority vote to fire a
City Manager. DiSpirito survived by the narrowest margin with Gracy and Commissioners John
Tornga and Bruce Livingston voting for termination and Mayor Julie Ward Bujalski and
Commissioner Deborah Kynes voting to allow the manager to remain, at least until his
evaluation at the end of the month. Commissioners decided to evaluate DiSpirito at the next
regular meeting, Jan. 21, and decide his fate.
Last March, during DiSpirito’s eighth annual review, Gracy said “nobody is perfect and Rob
strives to be dam near close.” After the lengthy Jan. 7 meeting, at 11:30 p.m., Gracy told fellow
commissioners she has a “diminished eroding confidence,” in the city manager, adding, “and the
public deserves a whole lot better.” She asked for DiSpirito to be fired without cause and for
Assistant City Manager Doug Hutchens to be named acting manager. Livingston said the city
“needs a new vision for the future” and he supports Gracy in her effort to terminate the city
manager.
Tornga said if he were on the board of a company and someone said he or she had lost
confidence in the leader, “I would be very concerned.” Kynes, however, said she was “thrown
for a loop” by Gracy’s request. “I’m a very ordered person,” Kynes said. “I like to study things
and do it in orderly manner.” Kynes said she would like to go through the evaluation process
before deciding the manager’s fate. “Every human being is good, bad and indifferent,” she said.
The Mayor said it would be “tough” to decide such an important issue at 11:30 p.m. I don’t want
to make a decision this time at night,” Bujalski said. Gracy, however, said she has “already
done” her evaluation. “It’s something I had to do,” Gracy said. “I can’t seem to get my ideas
through. I can’t seem to get a vision and allow myself, and you, Rob, to think bigger and to be
bolder and not be so reactive.” She said she has a “severe lack of confidence” in the manager.
Commissioners decided to address the city manager’s fate at his evaluation, moved-up from
February to the Jan. 21 City Commission meeting. DiSpirito, recently celebrated his ninth
anniversary as city manager. He came to the city from Oberlin, Ohio, where he was city manager
for just over a decade.
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Tampa Bay Times
January 13, 2016
DiSpirito Considers His Possibilities for the Future
Author: Tom Germond
DUNEDIN – Dunedin City Manager Rob DiSpirito, who said he had no inkling that a city
commissioner would move to fire him Jan. 7, is looking at options for his future. “Having a
family, young children, wife, myself, I obviously have to consider all possibilities,” DiSpirito
said. No commissioner said anything to him in advance, DiSpirito said Jan. 12, referring to the
3-2 commission vote that failed because four votes are needed under the city charter to terminate
the city manager. “It wasn’t agendized, it wasn’t advertised. It wasn’t my evaluation time that
was coming a month later,” DiSpirito said.
Commissioner Heather Gracy made the motion, backed by Commissioners Bruce Livingston
and John Tornga, to fire DiSpirito, who has been city manager for about nine years. Mayor
Julie Ward Bujalski and Commissioner Deborah Kynes voted against the motion, saying they
were “thrown for a loop by the move.” Commissioners moved his annual evaluation forward to
Thursday, Jan. 21. DiSpirito said no commissioners have expressed concerns of any
significance either in writing or verbally, adding that he has had nine years of great or good
evaluations.
“It doesn’t mean they don’t have a right to have a fresh evaluation in any given year,” he said. “I
respect that. I respect them in their roles. It’s just quite a departure from the past; without
exception that kind of goes to the surprise element I guess.” DiSpirito said he has been a city
manager for 20 years, serving in two cities. Those are Oberlin, Ohio, and Dunedin. “It’s been the
honor of my career to be city manager in Dunedin. This is one of the most special cities in
America. I say that sincerely. The city has a great deal of accomplishments to be proud of over
the years. The commission has done a phenomenal job and have a lot to share for their work.”
He said that many projects came to fruition in 2015, particularly at the end of the year, such as
Gateway mixed-use development project on the east end of downtown, an arts incubator and the
mixed-use Dunedin Commons development on Patricia Avenue. He also is proud of the
acquisition of a fire-rescue boat that was put into service in July. “That’s going to save lives. It
already has saved lives since July 4 when it was put in the water,” DiSpirito said. “It’s long
overdue to have one of those things down there.”
Other accomplishments on a list of 31 City Commission achievements in 2015 in his annual
report were the approval of a parking management system, a hotel and restaurant along the
Dunedin Causeway, working with the Taoist Tai Chi organization on the Fenway project and a
new recycling program. DiSpirito said he alone accomplished nothing, referring to the work of
his staff. “This is the best department head crew I have ever worked with in my career, what we
have right now. And the employees here are just outstanding,” he said. DiSpirito said he has
taken nothing for granted as city manager and strives to lead by example. “This is a special
place. Regardless of how long my tenure has been and will be it’s nothing but an honor and a
pleasure to be in Dunedin,” DiSpirito said.
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The Tampa Tribune
April 9, 2015
Dunedin city manager praised as a ‘workaholic’ who needs to connect with community
DUNEDIN — Commissioners told City Manager Rob DiSpirito in his eighth yearly review that
while it’s great to be an “overachiever,” workaholic” and “perfectionist,” he should get out of
city hall more to connect with the community and with regional officials, concentrate on tackling
the big issues and delegate smaller projects to staff. Mayor Julie Ward Bujalski described
DiSpirito as a “man who never stops,” working late hours and calling commissioners with
updates into the night. “Rob accomplishes an enormous amount of work. … He’s like the
Energizer bunny. … However, he is stretched too thin,” she said.
The mayor advised DiSpirito to delegate more responsibilities to the deputy city manager and to
department heads. “I want you focused on big issues,” such as downtown parking and the city’s
contract negotiations with the Blue Jays, she told DiSpirito at a recent commission meeting.
The mayor added that several years ago, the city had a staffer who tracked legislative issues. She
wants to have someone monitor the legislative process once again. “Rob should stay on top of
this sort of thing” to understand how it will affect Dunedin and “bring new ideas to the table,”
she added.
Commissioner Heather Gracy said “nobody is perfect and Rob strives to be darn near close.”
Gracy said she’s proud of the way the manager recognizes a need and sticks to his guns, bringing
essential items to the board, such as the recent procurement of a fire boat. She added she would
like DiSpirito to use his assets as a writer and communicator to provide more direct public
information, explaining commission and city actions through social media. Gracy agreed with
other commissioners that it would be a good idea for the city manager to increase his profile
within the city and regionally. “We want to show you around externally,” she said.
Commissioner Bruce Livingston, another commission newcomer, said he’s very concerned about
the number of employees retiring or leaving, with the city “backfilling with less-experienced
employees.” The city has to offer more training and encourage retention through an evaluation
process that encourages and rewards them. Livingston also said Dunedin should focus on the
importance of being part of a region, with the city manager getting out into the community more
often to meet decision-makers. DiSpirito thanked commissioners for their time and
thoughtfulness in doing his review. He gave full credit to his department heads and employees
for all the things commissioners liked and that went well. For the things that didn’t, he said he’ll
“address them and do better next time.”
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Tampa Bay Times
September 29, 2013
North Pinellas news briefs for Sunday, Sept. 29
Group honors city manager for his work
The Florida Association of Museums has named Dunedin City Manager Rob DiSpirito its 2013
Outstanding Public Official. The honor is awarded annually to a public official whose work is a
model of government support of the museum field. DiSpirito was nominated by the Dunedin
Historical Museum, which lauded his commitment to Dunedin's culture and history as
demonstrated by his:
• Ongoing donations of historical items from his personal collection for museum displays.
• Quest to preserve waterfront land now known as Weaver Park and the former Fenway Hotel
and other buildings that have been placed on the National Register of Historic Places.
• Support of the city's citizen-led Arts & Culture Committee.
• Push for city funding of "quality of life" expansion projects at the museum and the Dunedin
Fine Art Center.
DiSpirito was recognized Thursday night by the City Commission while his wife, son and
daughter looked on. He said the award truly belongs to the commissioners, city staffers and
residents who supported the measures.
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Dunedin Patch
July 7, 2013
City Manager on $1.3M Shortfall: Increase Taxes
Dunedin's city manager wants leaders to consider raising taxes for the first time in a
decade, at the same time, increasing pay for employees.
Author: Katie Dolac
Should Dunedin leaders consider raising taxes for the first time in a decade or cut public
services? Just two years after lowering taxes, City Manager Rob DiSpirito is posing that
question to leaders, while at the same time requesting a pay increase for Dunedin employees.
DiSpirito believes city leaders should approve the city's first tax increase since 2003, saying it
would help alleviate a $1.3 million shortfall in the proposed budget for fiscal year 2014 to 2015,
he wrote in a June 20 memo to the finance board. The increase would mean an average $55 a
year contribution from each Dunedin household that would generate $595,000 annually, he says.
If city leaders opt not to raise taxes (in the form of a millage rate increase from 3.38 percent to
3.73), the next option is cutting $500,000 in public services or dipping into reserves, DiSpirito
says. "My staff and I do not recommend either of these approaches," he writes. "The first option
reduces value to the public and ratchets down potential future rates. The second option is not
sustainable, and will result in even larger fiscal problems in FY2015." DiSpirito is also asking
leaders for a 2 percent raise for city employees. Last year, employees received a 1 percent pay
increase.
Here is a snapshot of some other changes DiSpirito is proposing this year:
 Contributing financially to partnerships with Visit Dunedin, Chamber of Commerce and
Dunedin Downtown Merchants Association to assist them in promoting and marketing
Dunedin.
 Adding a parks service worker to help maintain Dunedin parks and facilities (budget
neutral).
 Designating Dunedin TV as an actual city department (budget neutral).
 Re-activating the assistant city manager position (budget neutral).
 Keeping aid amounts to organizations the same (Dunedin Fine Art Center, Dunedin
Historical Museum and Neighborly Care Network).
 Keeping water, wastewater, solid waste and storm water rates the same.
 Lifting the moratorium on replacing city vehicles.
 A reduction in rent for Pinellas County Sheriff's Office's use at North District Station.
Budget discussions are ongoing in three commission workshops starting Monday, July 8 with a
brief overview from most of the department heads, to Monday, July 15. Workshops are open to
the public and typically run from 9 a.m. to noon at City Hall.
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Tampa Bay Times
February 22, 2013
Dunedin okays $800,000 for the arts
Author: Keyonna Summers
DUNEDIN — A controversial $800,000 donation package that City Manager Rob DiSpirito
says will enhance taxpayers' quality of life by generating revenue via increased tourism received
the green light from city commissioners Thursday. In a 4-1 vote, elected leaders directed staff to
draft letters committing $500,000 to the Dunedin Fine Art Center and $200,000 to the Dunedin
Historical Museum. There was confusion Thursday night, but City Attorney Tom Trask said
Friday that the vote will also steer $100,000 toward the city-owned Blatchley House at Weaver
Park.
The money will help each organization fund expansion projects that officials say will draw in
both outside visitors and residents, who rated Dunedin's arts and culture as the top reasons they
visit or live there. Officials say this will put the city on par to compete with the entertainment
offerings of neighboring cities. Increased tourism equals increased revenues for city roads, police
and fire service, buildings and other infrastructure, DiSpirito said.
But first, city staff will spend the coming months figuring out how to pay for the donations. "I
certainly see this as a good investment on the part of the city," said Commissioner Julie Scales.
"A long line of commissions have supported these institutions." "There's clear evidence that it's a
sound economic driver, but it's more than that," added Commissioner Ron Barnette, eliciting
applause from about 50 supporters who filled City Hall chambers. "It speaks directly to who we
are as a city and why so many of us moved here." The city contribution will supplement the art
center's rare chance for a 2-to-1 state matching grant to be used to add a new wing. To be
eligible, the center must raise $1 million by July.
Officials said Thursday's commitment would help leverage additional funds from contributors
who were awaiting the city's decision. The art center originally sought the grant when planning a
different wing, but it wasn't awarded until last June, after the project was complete. Since the
early 1970s, board member Charlie Klein said, the art center has privately funded nearly $4.4
million worth of improvements to a city-owned building that has made Dunedin "the jewel" it is
today. "We're not looking for a handout. We're asking for a continuation of that partnership
we've had with the city for the last 44 years," said Charlie Klein, chairman of the art center's
board.
The historical society plans to use its donation for a new Main Street entrance that officials
expect will lead to increased foot traffic, higher-quality exhibits, accreditation and ultimately
increased eligibility for grants and self-sustainability. The Blatchley House money would
augment grants to build an environmental education center. In casting the lone "no" vote, Mayor
Dave Eggers said he admires each organization. But, with so many other more urgent or delayed
expenses to consider, like roads and increased law enforcement in some neighborhoods, he
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couldn't support making such a large donation on top of the city's annual cash and in-kind
donations to each group. "I don't see the economy going anywhere fast," Eggers said.
Bujalski, too, initially hesitated, saying she first wanted more information on options for funding
the arts projects along with other potential expenses, such as a new government annex and the
Dunedin Golf Club's recent request that the city purchase its clubhouse. However, she voted
"yes" after DiSpirito said he and finance director Karen Feeney have already begun exploring
community center debt refinancing and other ways to fund the quality-of-life package, which
they believe will cost the city $38,000 annually for the next 30 years.
The vote followed controversy last fall, in which former city commissioner David Carson
accused the art center of handpicking political newcomer Heather Gracy to unseat him during the
November election and funding her campaign. Gracy told the Times she had long supported
quality-of-life projects, and art center members said they supported her either because of her
views or longtime friendships.
In other news
• Attorneys have filed a claim seeking more than $8.8 million that accountants estimate Dunedin
lost in tourism dollars, property taxes and other revenues following bad publicity surrounding the
2010 Deepwater Horizon oil spill in the Gulf of Mexico. According to the settlement demand,
the city has already lost nearly $1.7 million and will lose another $7.1 million through 2015. If
BP refuses to settle, attorneys will come back before commissioners for permission to take the
case to court.
• Commissioners unanimously supported adding late City Manager John Lawrence's name to
Pioneer Park. They will read an official proclamation at their April 4 meeting, and planners
expect to hold a dedication ceremony at the park that weekend. Lawrence, Dunedin's longestserving city manager, was 66 when he died Aug. 26.
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Tampa Bay Times
January 17, 2013
Dunedin mulling over creative financing options for a new city hall
DUNEDIN — City officials are exploring options they believe could lower or even eliminate the
$5.1 million price a consultant is estimating for a new city hall. City commissioners last year
hired a Dunedin architectural firm, Inside Out Group, to do a space needs analysis and determine
how much it would cost to merge the deteriorating current City Hall with two other government
administration buildings. The official answer: roughly $5.1 million for 19,000 square feet of
space.
City Manager Rob DiSpirito and finance director Karen Feeney say they are hopeful, though,
that the city could get the new government annex built for as little as $2.5 million or even zero
dollars up front. That could be accomplished, they said, by selling two city-owned properties and
using the proceeds to lower borrowing costs. Or even better, they said, commissioners could
contract with a developer who would build the annex for the city then lease it back as part of a
mixed-use development akin to the downtown gateway project. "I really feel, given its location
in this city, there'd be a great deal of interest to follow whatever vision we have versus a private
developer's," DiSpirito told commissioners during a Tuesday workshop. "It could be a win-win."
The annex would allow Dunedin to consolidate City Hall, at 542 Main St., and the Municipal
Services Building, at 750 Milwaukee Ave., into a two-story structure to be built on an existing
parking lot beside a third city-owned building at 737 Louden Ave. The new structure would be
attached to the Louden building, which currently houses Pinellas County sheriff's deputies and
the city's Economic Development and Planning departments. The Municipal Services Building
would be torn down and the site converted to a parking lot. The buildings have been targeted for
replacement since 2000, when the first of two space needs reports deemed City Hall and the
Municipal Services Building "functionally obsolete." In both buildings, officials say, there are
roof leaks, faulty ventilation systems, bathrooms or other spaces that can't accommodate
wheelchairs, insufficient security, vermin, and inability to withstand a Category 5 hurricane.
Officials say city staffers have documents stuffed into "every nook and cranny" in those
buildings and the reports recommended that the city upgrade its administrative space from
16,415 square feet to 22,300 — a number Inside Out Group retooled to 19,000 in light of staff
reductions. But perhaps most important, officials say, the new annex would improve customer
service and even aid in employee retention by eliminating a confusing maze of buildings and
creating a safer, cleaner one-stop-shop. "We've reached the point where tinkering isn't going to
solve it," Commissioner Ron Barnette said, referring to roof patches and other temporary fixes
over the years. The $5.1 million price includes costs for building materials, architectural design,
renovations to the existing Louden building and a contingency fund.
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Staff said financing the project through traditional means wouldn't work: There's not enough
money in Dunedin's general fund to pay off a $5.1 million loan at a rate of about $300,000
annually for the next 30 years. And dipping into the Penny for Pinellas, a local-option sales tax
that might not be renewed by voters after 2020, would "seriously impact and delay" other capital
projects on the list. Instead, staff is recommending that commissioners either:
• Sell two city-owned properties — the Jernigan tract (on the west side of the gateway project, on
Milwaukee Avenue) and a public parking lot (the former First Baptist Church site, across the
street from the Louden building) — for a combined $2.575 million. Both sites were purchased
years ago as potential City Hall sites. "Now that we know we don't need those parcels, why not
try and use the land as a tool and extract that money back out and apply it toward construction
costs?" DiSpirito said.
• Put out bids for developers interested in the parking lot site (or possibly the combined Jernigan
and gateway sites, if ongoing negotiations for the gateway site fall through). On the parking lot
site, the city would draw up a contract requiring a mixed-use project that preserves public
parking and also puts the site back in tax-generating status. That same contract would also state
the developer would build the nearby government annex for the city, lease it back to city officials
at a rate that equals the difference between the land and the cost of construction, then relinquish
ownership of the depreciated building to the city at the end of a roughly 40-year lease.
In essence, DiSpirito said, the city, managing lease payments through either the Penny or
general fund, would be able to avoid interest fees and pay off the new city hall at a lower price
and longer length of time than a bank would allow. And the developer would get a stable, longterm tenant as well as generate revenue from a business built over the parking site.
As bank lending has dried up, "this kind of lease-back arrangement isn't unusual," DiSpirito said
of the preferred second option. "It's taking a progressive approach that's been tried and true
across the country." Vice Mayor Julie Ward Bujalski said she doesn't "necessarily like to be in
the real estate business as a city," but called it "a creative approach ... if you can accomplish it."
She and her colleagues agreed that it was past time that they upgrade their administration
buildings, especially in light of the more than $20 million the city has already spent remodeling
or replacing obsolete buildings based on the earlier space needs studies. "If we get a Cat 2 or Cat
3 storm through here ... you've got to be responsive. We don't want to be out of business, so to
speak, if a building's not there," Mayor Dave Eggers said.
Commissioner Julie Scales said she believed DiSpirito's proposed lease-back approach might
balance the community's needs and desires better than the other funding options. She cautioned,
though, that the city should have something that fits "21st century standards and codes" but also
isn't a palace. "When you look at the things we've done over the last 10 or 12 years, the facilities
we've invested in have been investments for our general public. And I think that's paramount,"
she said. "That's what we're here for." At commissioners' request, staff will pursue a long-term
lease with the Sheriff's Office and gather figures from other cities that have recently built new
city halls for construction cost comparisons.
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Tampa Bay Times
September 20, 2012
Idea of giving more money to private groups causes dispute among Dunedin commissioners
DUNEDIN — A staff recommendation that the city find another $700,000 in next year's budget
to give to private organizations led to a squabble among city commissioners Thursday about
political game-playing, favoritism and the use of reserves. The discussion was sparked by a plan
City Manager Rob DiSpirito unveiled during a morning workshop. He recommended that the
city give $500,000 to the Dunedin Fine Art Center to supplement a state matching grant and
$200,000 to the Dunedin Historical Museum for renovations. That money would expand the
facilities and programming, which DiSpirito said would bolster the city tax base by providing
unique amenities to attract residents, merchants and tourists. "By strategically investing in the
future of these providers now," DiSpirito said, "we help them to become more financially
sustainable over the long run, lowering the risk that the city of Dunedin will need to become
involved."
Vice Mayor Ron Barnette and Commissioner Julie Scales called the donations a good investment
in economic development. However, DiSpirito did not convince Mayor Dave Eggers, who said
the public should have a chance to weigh in, or Commissioner Dave Carson, who asked why the
proposal wasn't brought up during summer budget talks. With a city election six weeks away,
Carson said the next commission should be allowed to debate the issue or the item should be sent
to voter referendum. He and Eggers are running for re-election Nov. 6.
DiSpirito's recommendation is part of a larger initiative he says would help spur economic
growth by enhancing "quality of life" amenities at a time when construction costs and loan
interest rates are at historic lows. In addition to the art and history buildings, DiSpirito wants to
set aside another $100,000 to build classrooms inside the Blatchley House at Weaver Park.
DiSpirito also suggested pouring a percentage of code enforcement fines into an expanded
"residential facade" program, aimed at improving distressed neighborhoods or properties.
Among DiSpirito's arguments for funding to the art center and museum:
•The city has partnered for 40 years with the art center, which has a rare chance at a $500,000, 2to-1 state matching grant. To be eligible, the center has to raise $1 million by July. The center
would use the funds to build the first floor of a new west wing.
•The art center is an "economic driver" that generates revenue for the city — $588,000 over the
past two years alone. The center also offers discounts to city residents and employees.
•An 800-square-foot addition to the history museum would provide a Main Street entrance,
increasing visibility 35 to 45 percent among passersby.
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•Expansion would allow the museum to obtain national accreditation and incorporate
environmentally friendly features, leading to lowered operating costs.
•Nearby cities have contributed large sums to arts and entertainment, including St. Petersburg
and Safety Harbor, which recently absorbed its struggling historical museum into the city parks
department.
DiSpirito said the two facilities, as well as the Blatchley House renovations, could be funded
one of three ways: through savings on a bond refinancing; a 20-year bank note, which the city
would pay off at a rate of $60,000 to $70,000 a year with Penny for Pinellas funds; or bundling
the debt with a larger capital project. None would impact operations or require raising taxes or
cutting public services, he said. Capital funds can't be used for most operational expenses.
Eggers said he hesitated to spend the money when, like the city, other private groups are
downsizing and might approach the city for help.
Carson ticked off a list of questions for DiSpirito. According to Carson, DiSpirito's earlier
"behind the scenes" conversations about the proposal focused on loans rather than giving away
city money. DiSpirito's current recommendation is "lacking in transparency," he said. Carson
said he's not in favor of borrowing money that will generate long-term debt. "It's about needs
versus wants. We are still very much in the need phase," he said. DiSpirito said his staff would
continue exploring funding options and come back before the commission within 30 days.
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Tampa Bay Times
May 31, 2012
Dunedin lays off fire marshal, proposes other staff reductions
DUNEDIN — The city has laid off one employee this week — the city's fire marshal — and five
more staffers could lose their jobs if budget cuts in City Manager Rob DiSpirito's budget
proposal are approved. DiSpirito says the layoffs — most of them administrative positions made
obsolete by technological advances — are being recommended as part of a larger plan to ward
off a projected $1.2 million shortfall next year. The City Commission, which will get its first
glimpse of the proposed budget today, will have final say over whether to retain four of the
employees through financial maneuvering during summer budget talks.
However, the most visible layoff — of Dunedin Fire Marshal Bill McElligott — was effective
immediately upon being handed down Tuesday. DiSpirito and Fire Chief Bud Meyer said that's
because one of McElligott's former job duties, fire inspection, will be absorbed by a civilian, and
Meyer wanted at least six months to hire and train the new fire inspector before he retires in
January. The layoff will save an estimated $50,000, plus eliminate pension contributions.
The move has drawn fire from residents, who laud McElligott's nearly six years of service to the
city. Some have questioned the sudden need for layoffs, when last year the city reduced the
property tax rate and spoke of having healthy reserves. But DiSpirito called the cut a last resort,
necessary because of declining property values and a commission directive that supervisors
working to balance the budget lead with "efficiencies" in lieu of raising property taxes and
reducing services. DiSpirito said this was the third year that Meyer offered the fire marshal
position as a potential cut. The city manager has discretion to make midyear operational
decisions, so McElligott was laid off immediately. "I held off until I ran out of alternatives,"
DiSpirito said, adding that this was the first major fire department cut in at least five years. "We
just got to the point when we couldn't take it out of other departments. ... We really didn't want to
take a firefighter off the front lines."
The city has already notified the other employees of the potential layoffs. If approved by the
commission, each would keep his or her job through Sept. 30, the last day of the fiscal year.
Depending on length of employment, they would receive three or six months of pay and benefits
beyond the termination date. McElligott, who was fire marshal for the city of Margate in south
Florida before Dunedin hired him in 2006, also will receive salary and benefits through the end
of the fiscal year. But that's little consolation for the 38-year fire veteran, who said the
termination appeared to come "out of the blue."
McElligott said he worked an on-call Memorial Day weekend shift, only to be pulled into
Meyer's office Tuesday morning, where a human resources manager handed him a termination
package. In addition to serving on several fire-related county and regional boards, McElligott
acted as Dunedin's fire marshal, media spokesman and disaster preparedness coordinator; headed
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a team of three fire inspectors; oversaw hazardous materials and the juvenile arson intervention
program; and gave public presentations about hurricane and fire safety. Over six years, he claims
he worked "in excess of 450 to 500 hours" of flex overtime that the city won't pay out.
A review of his personnel file shows six "satisfactory" evaluations lauding him for his
enthusiasm and skills. The file contains three disciplinary incidents, from 2010, 2011 and 2012.
One was for failing to offer input as requested on a stadium handrail purchase that later had to be
changed, and two were for disseminating inaccurate information to the public or staff. He
disputed the 2011 inaccuracy claims. In 2010, the Florida Association of Homes and Services for
the Aged named McElligott the state's public servant of the year. "It's odd because I've never
received a bad evaluation," McElligott said, adding that it was a privilege to work in Dunedin,
where he's also a resident. "It's unfortunate that (city supervisors) think so little of the job that I
did."
However, DiSpirito said the cut had been proposed before so it shouldn't have come as a
complete surprise. He said city officials discussed revenue declines during an April workshop.
"It wasn't a secret," DiSpirito said. "We knew we had a shortfall for some time. It was just a
question of how much and how to address it." In a memo to DiSpirito last week, Meyer noted
that the chiefs in most cities Dunedin's size double as the fire marshal. McElligott's salary was
$76,210. The civilian fire inspector, to be hired by August, will make $36,143. Officials expect
greater productivity from the civilian, who won't be distracted by managerial or other duties.
Meyer and on-scene division chiefs will share McElligott's former spokesman duties.
The other employees facing layoff are:
• One of three permit clerks in the department of planning and development.
• One administrative assistant each in the solid waste division, parks division, city manager's
office and city clerk's office.
The city has also proposed nixing a warehouse inventory position with the city's water
department and an accounting position within the city's finance department, which are already
vacant. As has happened in the past, there's a "decent chance," DiSpirito said, that a few of the
workers might be retained in positions that come available through staff restructuring, retirement
or other means. Mayor Dave Eggers, when asked whether he was disappointed that the City
Commission didn't get to weigh in on McElligott's termination along with those proposed for
other employees, also noted that the fire marshal cut was not a new recommendation.
Layoffs are "awful." Eggers said. "This isn't just numbers on a piece of paper. These are lives.
So, of course, you wish you could do things differently," he said. "But at the end of the day, we
have to be true to the mission of the city, which is to deliver services effectively and at the same
time be watchful stewards of the taxpayers' dollars."
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Tampa Bay Times
February 17, 2012
Dunedin commissioners give City Manager Rob DiSpirito a thumbs-up
DUNEDIN — City Manager Rob DiSpirito scored a largely glowing review and a raise from
the Dunedin City Commission during his fifth annual employee evaluation Thursday. However,
his bosses did toss out a few pointers for the upcoming year. Their biggest criticism of
DiSpirito? He's sometimes "too nice" of a guy. Under a 5-0 vote, DiSpirito will receive the
same 1 percent raise and $1,000 one-time bonus extended to other employees this fall.
Commissioners complimented DiSpirito, 52, on establishing a good working relationship with
them, other city employees and residents. Also, for freely speaking his mind, accepting criticism
with grace and maintaining his sense of humor. The group praised DiSpirito's strategic planning
and analytical skills, which they credit with saving Dunedin millions of dollars over the last
several years. It was DiSpirito, they said, who led the grueling task of reorganizing and
eliminating dozens of staff positions while managing to maintain Dunedin's service levels.
"You see how this city has been able to handle these interesting financial times. Other cities in
the county seem to be wringing their hands over financial decisions, and we seem to be doing
quite well, and that falls mainly on your shoulders," Commissioner David Carson told the city
manager Thursday. "I hope no one around the county or state finds out about Rob DiSpirito," he
added, "because they'll whisk you away from us in a heartbeat."
In a year-end report, DiSpirito listed his staff's 2011 accomplishments, including the opening of
Weaver Park, savings gained through ratification of a new fire contract, and Dunedin's status as
the only Pinellas County city to lower its tax rate.
For 2012, commissioners urged DiSpirito to:
• Reduce his work hours and use his accumulated vacation time. Commissioners said they
frequently receive 3 a.m. emails from DiSpirito and worry he'll burn out.
• Get tougher on employee discipline and annual reviews, which Carson said hadn't been done
consistently or sometimes lacked vital information, such as reprimands, until last year. "These
reviews are supposed to be constructive, they're supposed to be educational, and yep, they're
supposed to call people on the carpet," Mayor Dave Eggers said.
• Spend less time trying to sway commissioners to consensus following split votes. "I believe too
much time is spent trying to convince that last person to come along with the program," Carson
said. "With me, once I say I've heard enough, I would stop and just count me as a lost cause."
Eggers also wants DiSpirito and his staff to continue their efforts to prevent future utility billing
problems. In 2009, Dunedin discovered it had been undercharging commercial users of
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stormwater, water and sewer lines, costing the city $2.2 million over seven years. "We've made
great progress, but we're not there yet," Eggers said.
DiSpirito thanked the commission, accepted responsibility for their criticisms and deflected
praise to his staff. He's proud to have hit the five-year mark, the average length of service for city
managers in Florida. "I will redouble my efforts to make 2012 the best year yet," he said. The
jury's still out on how much his salary might rise. Carson pushed for a larger bonus or raise than
the one approved for DiSpirito on Thursday. He noted that, "In the business world, had an
individual like Rob come in and done the things that he's done, there'd be a sizeable bonus
waiting for him." DiSpirito last year earned a base salary of $143,691 and another $20,492
worth of benefits, according to city records. He also receives an annual $6,000 car allowance.
Other commissioners agreed that DiSpirito is extremely valuable. But Eggers wants to review
what other cities are doing. And Commissioner Julie Ward Bujalski wants to look at 2013 budget
projections before discussing extra compensation for DiSpirito. The commission agreed to
schedule that conversation for a workshop. On Friday, DiSpirito said he appreciated the
sentiment, but called it a moot point: "I would not accept anything above what the general
employees got. It's a team effort."
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Tampa Bay Times
December 12, 2011
Dunedin explores $3.1 million plan for new government services annex
DUNEDIN - The city is exploring plans to replace its aging Municipal Services Building and
City Hall with a new $3.1 million government services annex. Under the proposal, Dunedin
would consolidate City Hall, at 542 Main St., and the Municipal Services Building, at 750
Milwaukee Ave., into a two-story structure to be built on an existing parking lot beside a third
city-owned building, at 737 Louden Ave. The new structure might be attached to the Louden
building, which currently houses the city's law enforcement, economic development and
planning departments.
The Municipal Services Building would be torn down and the site converted to a parking lot. In
merging the three city buildings, officials aim to create a "one-stop shop" for citizens seeking
permitting, utility billing and other services. The proposal also would address decade-old
concerns about deterioration, capacity, handicapped access, security, weather resistance and
storage at the Milwaukee building and at City Hall. The City Commission gave staff the green
light this week to bring in a consultant to evaluate the city's building needs. City Manager Rob
DiSpirito stressed to commissioners during a workshop Tuesday that plans are "very
preliminary" and can be halted at any time. "We have some buildings that are, to put it kindly,
challenged," he said. "By retaining a design professional, it really will help bring some more
form to the conversation."
The proposal stems from space needs reports done in 2000 and 2009 that deemed City Hall and
the Municipal Services Building among Dunedin's "functionally obsolete" structures. Both
documents recommended merging the Municipal Services Building - which houses Dunedin's
city clerk, utility billing, city finance and human resources offices - with City Hall. In both
buildings, officials say, there are roof leaks, faulty ventilation systems, bathrooms or other
spaces that can't accommodate wheelchairs, insufficient security, and documents stuffed into
"every nook and cranny" because of a lack of storage space. Neither could withstand a Category
5 hurricane.
The circular, 80-person-capacity commission chamber in City Hall - built in the 1970s as a
library - is too small, forcing some residents to sit outside when controversial topics draw a large
crowd. Pillars block audience members' view. There's no sprinkler system, but there are vermin,
including rats and bugs. Even worse off is the Milwaukee building, which officials describe as
being "on its last leg." Furthermore, the current configuration forces staffers and residents who
are doing business in both the Louden and Milwaukee buildings, which back up to each other, to
walk outside and around the corner, or to walk several blocks to City Hall. This isn't the first
time commissioners have tried to tackle the problem.
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Roughly two years ago, commissioners decided against a new City Hall. Employees were being
laid off, so the timing didn't seem right. One benefit of moving forward now is that with low
construction costs and interest rates, the bill for the project would be only about $3.1 million,
compared with an estimated cost of $15 million to $18 million five to 10 years ago, officials
said. The city also hopes to funnel proceeds from the sale of two properties once envisioned for
city government buildings into the new annex's construction.
Most commissioners on Tuesday supported staff spending $500,000 set aside in the 2012 budget
to bring in a space planning consultant. Among the things they want analyzed is whether to
remain in the current City Hall, to include space in the proposed annex or to seek a new building
altogether, and - if City Hall operations moved - whether to retain or sell the building to get it
back on the city tax rolls. DiSpirito said he'd been in touch with the original architect, whose
suggested uses included a library, a community theater performance venue, gallery space for the
Dunedin Fine Arts Center, multi-purpose space for the historical society, or even the city's first
movie theater.
Vice Mayor Ron Barnette called the possibilities "exciting." With building problems dating back
to at least 2000, he said, action is necessary, especially at the Milwaukee building. "We're
working out a plan that, over the long haul, is going to be saving some money," he said. "We're
in great financial shape," said Commissioner David Carson, referencing the city's healthy
reserves and budget, "and I don't think there's a better time to build than now."
The proposal met resistance, however, from Commissioner Julie Scales, who said her review of
meeting minutes regarding the 2009 space needs analysis showed that just replacing the roof on
the Municipal Services Building would be sufficient. "I think there's a lot of uncertainty as to
what the needs are going to be for the city," Scales said. "We are in the worst economy we've
been in for years. This is not the time to be building new edifices. I support making the fixes to
Municipal Services now, with the idea that in 10 years, the dust will settle, and we can see where
we are." DiSpirito countered that the city has been patching problems at its government
buildings for years. A new roof, he said, wouldn't address the Milwaukee building's security,
handicapped accessibility, plumbing and electrical problems. "It goes back to the public," he
said. "They're not well-served by these buildings."
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Dunedin Patch
September 23, 2011
City Officials Squabble Over Civility
Dunedin leaders upset over perceived character attacks, call for respect and civil
discussion.
Author: Katie Dolac
The mayor and a city commissioner squared off over civility Thursday night. Mayor Dave
Eggers said he would make no apologies for defending city staffers against Julie Scales’
"insinuations" that they violated state law. The issue boiled over, causing the commission to
revisit a longstanding civility issue. Scales raised suspicion during a Sept. 8 commission meeting
for one-on-one commissioner meetings that the city finance director used to explain the complex
wastewater rate models in advance of an Aug. 29 budget workshop.
The one-on-one meetings, Scales said, were used to circumvent public discussion, a direct
violation of Florida Sunshine Law. “It was essentially late afternoon the day before the
workshop, I was given the presentation of the modeling and during the course of the
presentation, it was, you know, ‘We decided this and we decided that, and I thought, ‘who’s we?
This is the first time I’m hearing this,’” Scales, also a lawyer, said on Sept. 8. “I feel that
decisions are not being made up here on the dias after full discussion and explanation.”
Eggers said Thursday that those comments attacked the character and integrity of the staffers. He
said the comment “throws out the impression that we are doing things in a sneaky fashion, and
that’s the last thing anyone on this city staff would put up with. … I personally resent any kind of
comments that insinuate we aren’t doing the job that we’re supposed to be doing.” The comment
sparked an investigation, but Tom Trask, interim city attorney, said Thursday that he did not find
any violations.
Scales defended her view. “In the past, discussions have happened up here on the dias,” she said
and then, called for more public workshops and an end to one-on-one meetings, which cause
confusion. “I think staff is essentially reading tea leaves regarding what a decision is,” she said,
and then, called for more civility. This led officials into another civility discussion, a chronic
issue that City Manager Rob DiSpirito attempted to squash during an April 14 commission
retreat. He wrote in a retreat letter:
“Let us agree to avoid making innuendos and suggestions of non-professional behavior… .
Whether made in public or privately, references such as ‘smoke and mirrors,’ ‘shell games,’
‘back room deals,’ intentionally ‘jerking’ people around, ‘favoring’ certain commissioners, and
‘counting to 3,’ have no place in our business dealings because these statements are derogatory,
insulting, reflect badly on the organization as a while, and most importantly, are simply not
true.”
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Commissioner Julie Ward Bujalski, although absent from the Sept. 8 meeting, expressed
disappointment Thursday. “I think our staff has just been attacked all over again,” she said. “We
all agreed after the retreat that we would follow what was in that letter. I think it’s important to
say, this isn’t the first time this is happening.” The mayor sternly reminded all the commissioners
to “be very careful with words that are used up here” and to give staffers “the respect you are
demanding in return.” Eggers, Scales and Bujalski are each in their third term on the
commission. Scales is the only dissenting vote to before being filtered for private information.
She failed to appear at a session for reopening public email access because of scheduling
conflicts. All commissioners, except Scales, listed civility as a priority topic for the April 14
retreat, according to city records.
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Tampa Bay Times
May 12, 2011
Dunedin commissioners debate how to spend $3.9M surplus
DUNEDIN -- While many American cities are struggling to avoid slipping into the red, Dunedin
has the opposite problem: Its savings account is too fat. Dunedin has about $7.5 million in
general fund reserves. That's $3.9 million too much - or double what city policy requires. At a
budget workshop Tuesday, city commissioners tossed out ideas on what to do with the extra $3.9
million. Their ideas included using the money to reduce Dunedin's tax rate, giving city
employees one-time bonuses, or jump-starting construction to replace outdated buildings. "We
have too much money sitting in a savings account. We have more than we'll ever need," said
Commissioner David Carson, "and it's partly on the backs of our taxpayers and our employees.
Those two groups need to be taken care of in this next budget cycle."
City finance director Jeff Yates said staffers who are planning next year's budget will incorporate
the feedback they got Tuesday into their next presentation to commissioners in June. Department
heads have already been instructed to continue seeking ways to whittle away at costs. But City
Manager Rob DiSpirito said the staff wanted commissioners' views on using reserves "as a last
resort" to balance the budget. "We'll continue to lead with efficiencies," DiSpirito said. "We
want to get that number as low as we possibly can before we even think about touching
reserves."
Commissioners were hesitant to give their okay to use reserves, because, so far, the city has
barely touched services. In addition, they said they're anticipating sales tax revenue to continue
on the same pace or even grow next year. Policy requires that Dunedin put a portion equivalent
to 15 percent of its operating budget in savings; that would amount to nearly $3.6 million.
Dunedin now has about 30 percent in reserves. Documents show Dunedin has had more reserves
than policy required since at least 2003. However, the cash level waxed and waned until 2009,
when it suddenly skyrocketed. "Frankly, I think our outlook is pretty darned good," said
Commissioner Julie Ward Bujalski. "I don't see the need to even discuss reserves at this point, as
it relates to balancing the budget, until we get some real numbers" about revenues and expenses
incurred over the past year.
Nonetheless, Carson said the extra money came from collecting too much from taxpayers, so
he'll be pushing to return it to them in the form of a 10 percent property tax rate decrease.
Commissioners also supported the idea of a one-time bonus for city employees, who haven't
received raises in three years. In order to do that, Yates said, the commission would have to
change its reserves policy. That's because bonuses are considered a one-time expenditure, and
current policy restricts reserve use to capital projects or to pay off debts.
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The Suncoast News
August 28, 2010
Dunedin, Tarpon pondering development planning deal
City Manager Robert DiSpirito is proposing the city "invest" in another redevelopment
specialist who would boost the city's economic agenda to the next level. Dunedin might be able
to offset some of the cost of a second specialist by sharing his or her services with its neighbor to
the north Tarpon Springs, according to DiSpirito. Dunedin Mayor Dave Eggers, however, thinks
a second economic development staffer would be a good idea even if no deal with Tarpon
Springs can be reached. That specialist would report to Robert Ironsmith, the city's longtime
director of economic development.
In response to a question from Commissioner Julie Bujalski, DiSpirito revealed during last
week's City Commission meeting that Dunedin is in "exploratory talks" with Tarpon Springs to
potentially provide economic development services and raise some additional revenue on a
contractual basis. Tarpon Springs City Manager Mark LeCouris approached him about the
possible deal, DiSpirito said, adding he had nothing definitive to announce at this time.
Community Redevelopment Agency and general fund revenues would pay the bulk of the cost of
the specialist position, according to DiSpirito. Dunedin commissioners will discuss adding the
additional position at their Sept. 2 meeting and at the final hearing on the city's fiscal 2011
budget, set for Sept. 23.The Tarpon Springs city commissioners recently told LeCouris they want
to hire a full-time specialist who would work to spark redevelopment and attract business and
investors. In response, LeCouris told commissioners he was planning to meet with DiSpirito and
formulate some options.
In an interview Tuesday, LeCouris said he is considering a lot of alternatives when it comes to an
economic development specialist. They include: contracting with Dunedin; Tarpon hiring its own
in-house specialist; training someone already on staff to handle the extra duties; choosing a firm
as a consultant; or a blend of choices. It all depends on how much Tarpon has to spend when the
City Commission sets the fiscal 2011 budget and if Dunedin hires a second economic specialist,
LeCouris said. In the meantime, he and DiSpirito will continue to share ideas.
Last week, Eggers said the creation of a business and revenue development specialist position for
Dunedin should not be contingent on a deal with Tarpon Springs. DiSpirito said he agreed with
Eggers. "Dunedin must continue to expand and diversify its tax base, reducing our dependence
on any one sector," DiSpirito told commissioners. He will seek an expert who has demonstrated
at least five years of experience and accomplishments in the economic-development field. "We
need a specialist who will make an impact quickly," DiSpirito said, adding, "When the economy
sours, cities must invest in job creation and economic development efforts."
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The proposed business and revenue development specialist would help create new sources of
income for Dunedin as traditional revenue streams, such as property tax revenue, diminish,
DiSpirito explained. In addition, the specialist would implement master and corridor
development plans as well as ideas brought forth during visioning workshops. This person would
help create jobs by aggressively marketing commercial sites while helping prevent existing
Dunedin businesses from closing or moving elsewhere. This expert would assist with
redevelopment outside the Community Redevelopment District, such as along S.R. 580 and
Patricia Avenue and in financially struggling shopping centers, DiSpirito said.
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Tampa Bay Times
October 2, 2009
Dunedin audit prompted by utility billing error uncovers $1.5 million undercharge
Author: Drew Harwell
DUNEDIN — Four hours into Thursday's City Commission meeting, after the mayor was
applauded for his service to the library and the public had left City Hall, City Manager Rob
DiSpirito began his biweekly update. It wasn't pretty. An internal audit launched in the
aftermath of a $700,000 billing error had discovered a new slip-up. Like the previous error, it
started in the commercial utility rate and endured over several years. One big difference: its $1.5
million price tag. Since 2002, city businesses have been charged for only half of what they owed
for water and sewer use, an inadvertent steal that deprived the city of $221,000 a year.
As a fraction of Dunedin's $12 million in average annual utility revenues, that's a loss of about 2
percent a year. But in the shadow of layoffs, frozen pay and a tough forecast for next year's
budget, the city staff has repeatedly stressed the importance of each taxpayer penny. "The
financial impact to the Utility Fund is unmistakable," DiSpirito wrote in a memo to the city
staff. "This latest commercial account revelation, as disturbing as it is, reaffirms our commitment
to … rebuild public trust in our entire billing system." Both errors, DiSpirito said, started in the
software, where utility workers now off the city's payroll entered incorrect rates for determining
bills.
Before 2002, commercial users within city limits were charged bimonthly for their use. But the
City Commission that year approved an ordinance to change that charge to monthly. Like the
initial error, that modification was never accounted for, and over seven years neither the utility
division, nor the finance department, nor an auditing firm on contract with the city discovered
the loss. What kept the error hidden, DiSpirito said, were increasing payments from city growth,
an 8 percent utility rate bump in 2002 and the fact that residential users, who make up the
majority of the city's revenue, were correctly charged.
But where the initial mistake was met with fury from the dais — Commissioner David Carson
said he was "thoroughly disgusted" by the mistake — the latest development, though more than
the double the loss, was met with a tempered response. "The first time it was somewhat shock,"
Carson said. "This time you sit back and say, 'oh well, what are you gonna do?' " Local business
leaders and one of the city's auditing firms may wonder that as well. As with the first error, city
officials could still decide to seek back pay from commercial users for the lost revenue. City
Attorney John Hubbard has said it is within the city's legal right to charge for, at most, the last
four years of underpaid bills.
Cristini and Associates, the auditing firm that Dunedin has paid for years to review its books, is
still under contract to review Fiscal Year 2009's operations. The city has not yet signed a contract
to renew the firm for 2010's records. The city staff is looking into filing a claim under an "error
of omission" clause in Dunedin's insurance. The utility division director, whose desk it appears
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was the origin for both mistakes, retired in 2007, DiSpirito said. He said he'd rather not share her
name because he didn't have "perfect knowledge who was sitting in the chair when the mistake
was made." "Obviously this is bad news. More bad news. And it's especially frustrating that it
occurred far back enough in time that … current staff is having to clean up the mess," said Vice
Mayor Julie Scales, who called the initial error "embarrassing." Still, with audits ongoing and
other errors possibly still hidden, she sounded an optimistic note. "The mistake was found. That's
a positive."
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The Suncoast News
September 11, 2009
Dunedin commission upset over $694,000 utility bill mistake
DUNEDIN - To the shock of the City Commission, a misplaced decimal point resulted in a
$694,420 loss to the city in storm-water utility fund revenue. Commissioners are equally
dismayed that a host of auditors and consultant reports did not catch the error, in place since a
rate increase in 2003. They will decide whether to hire an auditor to review utility rates and other
fees when they meet this Thursday, Sept. 17.
While preparing for a proposed storm-water rate increase, interim Finance Director Annette
Stahura discovered commercial users have been underbilled for storm-water service since 2003.
In 2003, the commission vote to raise the monthly storm-water rate to $4.50 to $3 for both
residential and commercial users. The 2003 residential fee increase was implemented. The
commercial rate, however, was only raised $0.15, not $1.50. In addition, when rates were
increased once again in 2005 to $6, no adjustment was made for commercial users, also a staff
error.
The mistakes came to light this month, when city staff was preparing to implement a storm-water
fee increase - to $8.25 a month per equivalent residential unit - the commission approved earlier
in the year. In effect, commercial customers have been charged just $3.15 since 2003, according
to Stahura. The loss has amounted to about $125,000 each year. City Manager Robert DiSpirito
said storm-water utility fee revenue is used for the city's drainage and treatment programs, which
have not been affected by the loss of revenue. Capital projects have not been affected by the loss
either. Employees no longer working for the city made the mistake. The error was discovered
after they left the city staff, DiSpirito said.
"To say that I am upset is a tremendous understatement," said Commissioner Dave Carson.
Carson questioned why the city did not run standard tests when implementing new fees. Why
were no red flags raised when increases did not produce predicted revenue increases? he asked.
Commissioner Julie Ward Bujalski said her confidence in consultants and auditing reports and
revenue projections has been shaken. DiSpirito called the mistake inexcusable and pledged that
safeguards will be implemented to prevent a repeat.
The commercial undercollection per year, he noted, was relatively small in comparison with the
total revenue collected, amounting to 5 to 7 percent. It appeared to be within normal fluctuations
of yearly revenue, taking into account variations in demand and the declining economy. Most
commissioners said they would not ask commercial customers to make up for the city's error,
even though the city could seek back revenue for up to four years.
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St. Petersburg Times
September 9, 2009
City Manager’s Tally: $7,560
Despite a tightening budget and continuing citywide layoffs, Dunedin City Manager Rob
DiSpirito charged the city thousands of dollars over the past year for breakfast and lunch
meetings with other city leaders. More than a third of DiSpirito's $7,500 in expenses, shown in
records provided by the city, went toward meals shared between DiSpirito, city commissioners
and department heads. Nearly $2,000 also was charged for working lunches by City Hall
administrative staff. DiSpirito said the lunches allow a "tremendous amount of productivity for
the nominal expense involved." Projects like the Weaver property purchase, he said, stemmed
from meals paid out of the city budget. "They're all work meetings with staff: economic
development needs, visiting delegations, working staff retreats, job candidates, negotiations,"
DiSpirito said. "Sometimes those things are best done in that kind of setting."
But when compared with expenses from nearby cities, verified by city clerks, DiSpirito's
charges stand out. Clearwater City Manager Bill Horne, who manages a city with three times the
population of Dunedin, spent $1,600 less than DiSpirito. According to records from Largo,
Pinellas Park, Plant City, Tarpon Springs and Temple Terrace, DiSpirito spent more than all of
their city managers combined. DiSpirito called charging business lunches to the city "a totally
common practice" used in Dunedin since before his hire in 2007, though accounted for in
different ways at other cities. "One way or another, they're either turning in receipts or using a PCard or buying food in the kitchen," he said. "They're still paying money for that."
P-Cards are purchasing cards that can pay for city-related expenses. Dunedin has given P-Cards
to department heads, directors and senior administrative assistants. Some of the cards prohibit
spending at restaurants. But DiSpirito's card, according to city records, provides for a $5,000
monthly credit and allows for any purchase. In the past two years, city officials have spent more
than $60,000 with the cards, buying everything from fliers and flowers to books and software.
Conferences, seminars and hotel stays also are paid for with P-Cards, as they are with other city
officials from across Tampa Bay. DiSpirito's expenses include city planning books, a parking
ticket, a cell phone case, about $2,000 in dues to professional organizations and $1,800 for
storage. As part of his contract, DiSpirito also earns $500 a month as a car allowance. His food
expenses range from $5 in gas station food for a late presentation meeting to three $90 lunches
with other city staff on the city budget and handrails.
Many of the most popular eateries, like Flanagan's Irish Pub and Cafe Alfresco, are within
walking distance of Dunedin City Hall. Others, like Country Boy Family Restaurant,
Marguerite's Deli and Umberto's of Long Island, are a short drive away. "My daily work habit is
to work through lunch. I don't go home, I don't go to the park and read a book, I normally don't
take a break," DiSpirito said. "It's definitely one of the more productive work hours."
Commissioners defended DiSpirito's use of city money, calling him a dedicated hard worker
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who rarely takes time off. "When I go with him, it's an hour-and-a-half lunch meeting," said
Commissioner David Carson. "It's never enough time. I need another hour." Carson admitted he
has felt uneasy having taxpayers buy him lunch, but added that paying for the business meetings
is a "good investment" compared with what the city gets in return. "If it turned out that was the
most convenient time for the people involved, so be it," said Vice Mayor Julie Scales. "If he's
bringing revenue to the city and saving money for the city and that involves a sandwich, that's
fine by me."
***
FAST FACTS
Spending comparisons
City manager expenses over the last year:
Rob DiSpirito, Dunedin: $7,560.56 ($2,843.74 spent on food)
Bill Horne, Clearwater: $5,919.75 ($79.72 spent on food)
Michael Gustafson, Pinellas Park: $1,875.65 ($234.27 spent on food)
Norton Craig, Largo: $1,408.83 (all spent on fuel and maintenance for city-provided vehicle)
David R. Sollenberger, Plant City: $1,389.05 ($22 spent on food)
Mark G. LeCouris, Tarpon Springs: $1,364.76 ($65.30 spent on food)
Kim D. Leinbach, Temple Terrace: $1,337.63 ($157.50 spent on food)
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Tampa Bay Times
July 20, 2009
Dunedin workers: Preserve our jobs, benefits
DUNEDIN — City workers want Dunedin to spend less on park projects, event subsidies and
executive pay and more on preserving their jobs and benefits, even at the risk of higher taxes or
lower city reserves. More than 150 employees, asked to rank the importance of their existing
benefits in an anonymous questionnaire, told of a stressed and strapped work base livid over the
budget cuts and extravagant expenditures they say have forced them into overwork. "The fact
that we are being asked to rate our benefits causes me to see the handwriting on the wall and
totally infuriates me," wrote one employee. And another: "Are you kidding? Are you trying to
make slaves out of us?"
Coupled with the dissatisfaction are suggestions on how the city could save money. Some target
internal policies like take-home vehicles, random drug testing and the hiring of a fire training
chief. Others offer unorthodox ideas, like giving outgoing employees certificates instead of
plaques. Among the ideas suggested most often, and the city's response:
Suggestion: Raise the millage rate, used to calculate personal property taxes, or dip into reserves.
City response: The City Commission chose this year to keep the millage rate at its 2008 level, the
lowest in more than a decade. That rate pinches the city's finances as taxable property value has
dropped 12 percent. But, City Manager Rob DiSpirito said, it also helps homeowners save
money. As for Dunedin's $15 million in reserves, Mayor Dave Eggers said city officials would
prefer to save the "one-time money."
Suggestion: Delay big projects like the Kiwanis Sprayground, which opened this month, and the
Josiah Cephus Weaver Park. Response: Most of that capital improvement money, Eggers said,
"can't be used to offset operating costs or to save another job." External funding, like the
Dunedin Kiwanis Club's contribution to the water park and the state and county grants that paid
for the Weaver property, must be used for special projects.
Suggestion: Stop waiving fees for public events held downtown and citywide.
Response: This idea is one the city has just begun to back. Dunedin will no longer pay for things
like barricades, cleaning and security at events like Art Harvest and Mardi Gras, DiSpirito said.
Event coordinators will be asked to reimburse for any services the city provides.
Suggestion: Trim administrators' workweek to four days, decrease their salary or eliminate highlevel positions.
Response: Some employees wrote in outrage at the city leaders' "top heavy" pay scale, and
DiSpirito in particular, who some wrote earned a 13 percent raise in January. That claim was
false: Dunedin employees, including DiSpirito, were eligible for a maximum 3 percent raise last
year, said Human Resources director Nancy Duggan. No new raises will be given for the new
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fiscal year starting in October except for union firefighters, who will receive 4 percent increases.
DiSpirito, who runs the city, earns $143,690.77 a year. Eggers earns $10,000 and commissioners
earn $8,000. Salaries for department heads, which top Dunedin's payroll, will not be cut,
although the assistant city manager position has been renamed "assistant to the city manager'' and
its pay decreased from $120,000 to $76,000.
The Employee Action Committee, upon receiving the questionnaires, wrote that a minor increase
in taxes or tapping into reserves could eliminate layoffs. The proposed budget calls for 10 layoffs
and eight frozen positions, on top of 18 position freezes, layoffs and retirements last year.
Committee members also suggested seven initiatives pushed by responding employees, like
eliminating free coffee, paper payroll checks and holiday trash pickup. Tiered employee health
care and opt-out options should be considered, they added, and minimum travel and overtime
spending should continue. Eggers said he appreciated the feedback, no matter how negative.
"You get that feeling that employees are frustrated with what's going on, and I can understand
that," Eggers said. Dealing with layoffs and lost revenue can be "very stressful. I get it."
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Tampa Bay Times
July 3, 2009
Dunedin Country Club delivers big check to city — with a jab — in sparring match
DUNEDIN — Disappointed with the city's plans for one of its prized assets, Dunedin Country
Club board members Wednesday responded with a surprising criticism: a $100,000 check,
signed to the city, seemingly out of nowhere. It's a welcome submission to a city that, like the
club, has entered tough financial times. But the check comes during a strange stage of the city's
negotiations, in which both sides have butted heads over the struggling club's future leadership.
City Manager Rob DiSpirito and Assistant City Manager Harry Gross met Wednesday with club
president Judy Campbell, general manager Debbie Logerquist and treasurer Jack Norton to
discuss the club's reaction to a Request for Proposal, drafted by city leaders and released earlier
this week. The request would seek offers from firms interested in managing the Dunedin Isles
Golf Club, a consolidated campus that would include the current club and the St. Andrews Links
course next door. That's when board members handed over $107,296.15, the total of the club's
two-year back rent, and a short letter aimed at Dunedin's top brass. "It was most disappointing
when the City decided to issue a Request for Proposals," wrote Logerquist and Campbell, who
asked that the city remove the club's name from the request. "We prefer not to be a part of this
process, but will cooperate fully with the City in its effort."
The message from the club's leaders is clear: They don't feel they need any outside help.
DiSpirito said the club's sudden snipes contradict a former accord. "The funny part is that they
agreed to that a week ago," DiSpirito said. "Jack (Norton) was here at the meeting, we asked
him if he was okay with that and he said, 'Yep.' I just think that apparently there was a
reconsideration." Campbell, Logerquist and Norton could not be reached for comment Thursday.
The city has owned the 126-acre golf course since 1930 and collects lease payments from the
club, which runs the par-72 course and a full-service clubhouse. Citing dwindling membership
and revenue, club members have consistently asked the city to draft a new lease that would retain
current leadership and lessen their rent obligation, which was cut in half five years ago by the
city. It has since been readjusted back to 5 percent of annual gross revenue, meaning this year's
rent, due Nov. 30, will likely total about $100,000. Norton said the club, which has lost nearly
$750,000 in the past three years, could afford the payment.
His confidence notwithstanding, city officials say the current arrangement, strapped with losses
and past lease delinquencies, isn't working. "This whole thing turned on (the club) treasurer's
repeated acknowledgement that they didn't think they had the funds to keep up with the licensing
agreement," DiSpirito said. "That changed everything." The request could bring in an outside
investor or management firm to pump money into the club and, consequently, city coffers.
Responding proposals are due in early August. The city hopes to begin any new contract by Oct.
19.
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The club's financial history, though, may prove the biggest obstacle to finding new business
management. The two courses in what would be Dunedin Isles lost nearly $1 million between
2006 and 2008. Although the club had more than twice as many rounds played as the Links
during the same period, it lost more than three times the revenue. DiSpirito said the campus
could still be profitable, though, with the introduction of new "revenue streams" like
merchandising, promotion and new fees. "It's not all about the money," DiSpirito said, "it's
about the energy and ideas and enthusiasm that comes with it."
Negotiations between the club and city have proved, at times, more combative than
collaborative. At Thursday's City Commission meeting, club member and former Commissioner
Bob Barber called the Request for Proposal pursuit, the most recent step in a 22-month
negotiation, "the final slap in the face … (toward) good stewards of city land." "I'm quite
ashamed of this City Commission. I'm glad I'm not on this dais," Barber said. "Slap us once, slap
us twice, you really don't care." Commissioners, who unanimously supported pursuing the
request, pleaded for peace between the city and club. "This is so much not about us against them,
and that's what everyone seems to be making it out to be," said Commissioner Julie Ward
Bujalski. "The community is really becoming divided over this. … The negativity that's
spawning out there is not going to help anything." "I have felt all along that we are partners with
the club, but somehow it got twisted and turned by whoever out there that somehow we're at
odds," said Mayor Dave Eggers. "I don't know what we have to lose with this RFP process."
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The Suncoast News
February 28, 2009
Dunedin Museum Presenting Political 'Relics Of The Moment'
Author: Cheryl Bentley
The question of who was U.S. President James Garfield's opponent in the presidential election of
1880 is not the most pressing for most people - unless you are Dunedin City Manager Robert
"Rob" DiSpirito or Dunedin Historical Museum Executive Director Vincent "Vinnie" Luisi. The
question recently popped up when DiSpirito was giving a tour of the museum's current exhibit
of his extensive campaign memorabilia. He realized he had forgotten Garfield's opponent and
would not rest until he had consulted fellow history buff Luisi. The two finally settled on
Winfield Hancock.
That was not the first time the two put their political heads together. Their first collaborative
effort is now at the museum. Inspired by the 2008 election campaign, Luisi wanted a display
centering on American politics and turned to DiSpirito for help. These days, DiSpirito and Luisi
are in a political buff's heaven with the museum's exhibit of DiSpirito's extensive collection of
political memorabilia. DiSpirito began the collection in 1972, when he was in the eighth grade
in Slippery Rock, Pa. Luisi chipped in a few items, and Dunedin resident Bill Coleman donated
an authentic punch-card voting machine from Palm Beach County that was used in the infamous
2000 presidential election. Organizers even managed to find a few chads from somewhere in the
machine and put them on display with the machine. Visitors can also watch old campaign
commercials - much longer than today's brief sound bites - and 1960's Kennedy-Nixon debate.
The rest of the display consists of DiSpirito's election memorabilia. His collection fills the room
- and he still has much more left over at home, he notes. One of the oldest items is a pair of
molded glass plates from the 1840 campaign of William Henry Harrison. Harrison, of
"Tippecanoe and Tyler, Too" fame, was the ninth U.S. president but didn't have long to enjoy his
presidency. He died in office of pneumonia on his 32nd day in office and was replaced by Vice
President John Tyler. Coins minted by the political parties and medals with candidates' names
and pictures were the forerunners of today's campaign pins. DiSpirito has a number of samples,
beginning with those of Millard Fillmore, president from 1850 to 1853.
Posters have always been popular. The display has samples from former presidents, including an
1848 poster of Zachary Taylor, president from 1849 to1850. Taylor's was another short-lived
presidency. The president died of gastroenteritis after having served only 16 months. Taylor was
thought to have become sick after eating tainted cherries, DiSpirito notes. Without today's
modern communication systems, the candidates had to be quick to reach voters. "Lives and
Speeches of Abe Lincoln and Hannibal Hamlin," a full-sized book, was published in the few
months between the convention and the election. Hamlin was Lincoln's vice president during his
first term. "Back in the days when there was not mass media, this was one of the few ways to
educate about the candidates," DiSpirito notes.
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Most of the items in his collection were inexpensive, the city manager says. He has picked up a
number of them in sales of old paper, flea markets and junk shops. There, he always checks the
jewelry section, where he has found campaign jewelry. Campaign memorabilia deserves a better
fate than junk shops, he says. "These things evoke a certain amount of passion," DiSpirito says.
"They are relics of the moment." The exhibit will run through June at the Dunedin Historical
Museum, 349 Main St., Dunedin. The museum is open Tuesday through Saturday, 10 a.m. to 4
p.m.
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Tampa Bay Times
February 2, 2009
Praise all around for Dunedin City Manager Rob DiSpirito
Dunedin City Manager Rob DiSpirito has finished his second year on the job in an enviable
position: praised by his bosses, appreciated by his staff and embraced by many in the
community. The problem, Mayor Bob Hackworth said recently, will be keeping him. DiSpirito's
record was achieved through hard work, creativity and a gift for diplomacy. He also has been a
calming force in a city government that had been disrupted by a difficult city manager change.
Dunedin city commissioners recently completed DiSpirito's annual evaluation, and when they
discussed the results publicly Jan. 22, the City Commission meeting turned into a lovefest.
DiSpirito "rolls up his sleeves and works as hard as anyone else," said Commissioner Dave
Eggers. "He's a listener. But he's not afraid to tell you he disagrees with you, which I like," said
Vice Mayor Julie Ward Bujalski. "His accessibility is legendary," said Commissioner Deborah
Kynes. Even the city clerk and city attorney sang his praises. "Yeah, we got a really good city
manager here," summed up Hackworth. Commissioner Julie Scales, also praising DiSpirito,
made a motion to give him a 3 percent raise, which was approved 5-0 without a moment's
hesitation. Hackworth will be leaving the commission in March, but he told the other members
of the commission that one of their challenges will be to make sure the city manager doesn't get
overwhelmed and is rewarded for the work he does.
DiSpirito's performance was particularly impressive in two areas mentioned by the
commissioners: paring down the city budget, and acquiring the Weaver property for parkland.
Scales noted that DiSpirito took the time to search for real efficiencies in developing a budget,
intent on preserving as many services and jobs as possible. To obtain the Weaver property for the
city, DiSpirito and his staff beat the bushes for grant dollars and created partnerships with the
state, county and local companies to obtain the land with little impact on city taxpayers.
Not specifically mentioned by commissioners, but certainly worthy of praise, is DiSpirito's
emphasis on operating a transparent city government. Since he arrived in January 2007, the city's
Web site has been improved, streaming video of commission meetings is available, and the city
is preparing to begin televising other city meetings as well. No one was surprised when
DiSpirito responded to all the accolades by saying, "I accomplished nothing by myself," and
praising his "terrific" staff. "It's a joy to work with everybody, including the commission and the
public," he said. The feeling, clearly, is mutual.
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Tampa Bay Times
July 14, 2008
Dunedin proposes $2.6M in budget cuts
Author: Theresa Blackwell
DUNEDIN — City Manager Robert DiSpirito's 2008-09 budget proposal does exactly what the
City Commission has directed: It carves away $2.6-million in spending without dipping into the
city's reserves or reducing services. The city's property tax rate as well as its library and
recreation center hours would stay the same, but 19 employees would lose their jobs. A draft of
the spending plan will be presented to the City Commission at three budget workshops this week,
starting today. Commissioners are expected to approve a final budget in September.
As proposed, the city's operating budget would be about $60.3-million, with a capital budget of
about $27.8-million, for a total of about $88.15-million. That's down nearly 11 percent from this
year. The city's tax rate would remain at 3.5597 mills. A mill equals $1 in property taxes for
every $1,000 of assessed, non-exempt property value. So a homeowner whose non-exempt
assessment totals $150,000 would pay an estimated $534 in city taxes. That hypothetical tax bill
does not include taxes levied by the School Board, County Commission, Southwest Florida
Water Management District, Juvenile Welfare Board or other taxing authorities.
DiSpirito said the proposed budget reflects recent changes in property tax and taxable values and
the downturn in the economy. Among other things, the budget would:
• Eliminate jobs of 18 full-time city employees and one part-time employee.
• Include a 3 percent merit raise for city employees. The firefighters' union contract calls for a 4
percent merit raise.
• Reduce the amount spent on law enforcement by $185,000. City officials were able to reach
this cut through negotiations with the Sheriff's Office, which has a contract to provide police
service to Dunedin.
• Include rate increases, which already have been approved, of 5.5 percent for utilities and 5.6
percent for solid waste service.
Those rate increases, along with the rest of the budget, will take effect Oct. 1. The job cuts will
save the city about $851,000, DiSpirito said. Outsourcing the city's custodial operations would
eliminate eight jobs and save the city about $400,000. Other job cuts under the proposal are a
finance management analyst, a human resources risk manager, the division director for
communications in the information services department, a planner in the planning and
development department, two full-time and one part-time recreation positions, a streets division
employee, a librarian and contract positions for a community policing officer and for a traffic
control unit.
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The Suncoast News
June 26, 2008
Dunedin Could Cut 18 Full-Time Positions
DUNEDIN - The city could cut 18 full-time positions from its fiscal 2009 budget to make up for
an expected $2.6 million revenue shortfall. In an interview today, City Manager Robert
DiSpirito said the city has done everything it could to prevent having to lay off any employees.
The amount of property tax revenue the city will lose next fiscal year to state-mandated property
tax rate cuts is so large, however, he will be forced to recommend staff reductions, he said.
The City Commission would have to go along with DiSpirito's staff-reduction plan. "It's very
rare to be forced to reduce a budget by this much in a single year," DiSpirito said, adding, "It's a
terrible position for all of us to be in." The economic slowdown is combining with the tax rate
reductions to compound the city's budget problems, DiSpirito said.
In drafting the city's budget for the 2009 fiscal year, which begins Oct. 1, city staff also
attempted to make up for the revenue shortfall without impacting services. For the current fiscal
year the city was able to reduce spending by roughly $1.4 million without having to resort to
layoffs. In planning for next year's budget, staff had to reduce spending by an additional $2.6
million. After crunching the numbers staff got to within $600,000 to $800,000 of that goal but
ran out of ways to reduce spending and had to resort to layoffs, according to DiSpirito. Some
people will take early retirement, while other positions have to be eliminated, he said.
The city will do everything it can to help employees who do not want to retire find jobs in the
private sector, DiSpirito said. For more details on possible Dunedin city government job cuts see
the June 28 North Pinellas print edition of The Suncoast News.
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Tampa Bay Times
April 3, 2008
North Pinellas editorial:
Dunedin City Manager Rob DiSpirito has a customer service ethic. It is apparent in many of the
changes that he has implemented in his 15 months on the job. Most visible to the public, perhaps,
are the improvements to the city's Web site. It has morphed from a site that was awkward to use
and contained little useful information into a refreshingly open portal into the city's business. The
site constantly seeks feedback from residents, posts up-to-the-minute information, provides
numerous ways for residents to contact the city to ask questions or complain, and the city
manager even advertises his phone number there. DiSpirito believes the site can be improved
even more. Perhaps less visible to the public, but just as illustrative of DiSpirito's insistence on
good customer service, are changes he is making in the city's permitting and development review
processes.
DiSpirito heard lots of complaints from builders and developers soon after arriving in Dunedin.
They told him the city had a well-deserved bad reputation when it came to processing
development plans and permit applications. He observed the process, asked lots of questions and
came away convinced that the complainers had some valid points. Development plans
languished, contractors' calls were not returned and procedures were awkward and inefficient.
DiSpirito said the departments handling that work had both "structural and cultural" problems.
So late last year DiSpirito developed a long list of changes he wanted to make, with the goal of
providing better customer service while still protecting the public's interests in the review of
development plans and permits. One of those changes was to hire a "traffic cop" — his words —
who would be a liaison between the applicant and city departments, making sure plans
progressed through the system efficiently and that everyone was kept informed.
DiSpirito found that person already working for the city. Lael Giebel was working as a
community services analyst. Her new title is development services project coordinator, a job she
began in March, and her appointment already has won praise from people who deal with the city.
DiSpirito emphasizes that Giebel's job is not to be an advocate for developers or the city staff,
but to independently monitor the review process and make sure everyone stays on task. She'll
report directly to the assistant city manager, and she'll be a primary point of contact for
applicants for permits and site plan reviews.
DiSpirito also tacked some additional duties onto Giebel's new assignment. He wants her to
review the city's permit and development review documents and Web site postings to make them
more user friendly. Giebel particularly wants to get rid of the government jargon that makes
those materials almost incomprehensible to outsiders. DiSpirito understands the difference
between giving developers a free pass and giving them good customer service. The city is still
free to say no to development plans that don't meet code or don't fit in the community, and it
should. But in the future, applicants will get their answer more efficiently and courteously.
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The Suncoast News
January 26, 2008
Dunedin Manager Gets Good First-Year Rating
DUNEDIN, Fla. - It's not often that that five city commissioners voice agreement on an issue up
for discussion. During last week's City Commission meeting, however, all members agreed that
City Manager Robert "Rob" DiSpirito has done an excellent job during his first year at the
helm of the city. DiSpirito was hired after a lengthy and difficult search for a replacement for
longtime City Manager John Lawrence, who stepped down and moved to Georgia.
DiSpirito, who was city manager of Oberlin, Ohio, before coming to Dunedin, immediately
faced a number of challenging issues. In their evaluation last week, commissioners praised
DiSpirito for being able to juggle those issues at the same time and see them through to
resolution. He was praised for saving the city money, enlisting staff and the public in decisionmaking processes and consensus building.
During his short tenure, he has also become the butt of good-natured City Hall humor over the
appearance of his office, which is strewn with piles of paperwork on his desk, table and floor.
Lawrence, by contrast, was known for his orderly office. Commissioner Julie Scales noted
DiSpirito was able to shine, even in the midst of those early turbulent situations. He deserves a
gold star for his excellent efforts.
Commissioner Dave Eggers noted the new manager came into office during a tough time and
was able to deliver a balanced budget with minimal impact on city services. DiSpirito is a
"listener, planner, doer, decision maker, classic leader and worker who rolls up his sleeves,
Eggers said. Mayor Bob Hackworth agreed, saying he is "extremely satisfied with the manager's
performance." Commissioner Julie Ward Bujalski praised DiSpirito for bringing a lot of new
ideas to the office. DiSpirito thanked everyone for being patient with the new guy on the block
and told commissioners he is humbled by their comments and his first year on the job has been
"a labor of love."
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The Suncoast News
September 15, 2007
Dunedin Could Privatize City Custodial Work
DUNEDIN, Fla. - Still facing an uncertain property tax revenue future, city officials are trying to
get ready now if they need to make major spending cuts. One of the cost-cutting avenues being
explored is privatizing custodial services at municipal buildings. According to City Manager
Robert DiSpirito, hiring an outside janitorial firm could save the city nearly $148,000 a year. At
present, 11 municipal employees perform custodial services on 192,000 square feet of city
property. Dunedin officials are contemplating spending cuts because on Jan. 29 of next year
Florida voters will decide whether to amend the state constitution to create an optional "super"
tax exemption on homestead property. The exemption could reduce the taxable property base of
Florida cities and counties.
City officials are contemplating the possible fiscal impact of the super exemption even though
recent polling suggests the proposal would fall well short of the 60 percent majority needed to
amend the state constitution if the referendum were held now. Local officials had to cut planned
city spending in the current fiscal year, which began Oct. 1, in response to the local government
property tax rate rollback the state Legislature ordered in June. Now, officials here want to offset
any future revenue loss by further trimming costs. These savings can be applied to the city
unobligated reserve fund, according to DiSpirito.
According to a memo from Keith Fogarty, division director of maintenance, bids from vendors
willing to provide custodial service were "significantly less than our cost for providing service
primarily due to differences in labor and benefit costs." The custodial firms, Fogarty explained,
have lower operating overheads because they use part-time employees who receive little or no
benefits. Any firm the city might hire to perform janitorial services, however, would have to be
bonded and insured and its employees would have to have undergone immigration-status checks,
he added. In addition, the firm selected by the city would have to offer employment to any
current members of the city custodial staff who do not get other jobs with the city.
Six to seven full-time employees now performing these services could be placed into other fulltime positions currently vacant. The three or four remaining would work for the balance of the
fiscal year as custodians and the positions evaluated at that time. Some of these workers have
been on the city payroll for more than 20 years. Shifting jobs should not be a financial hardship
for the workers, DiSpirito said. "All the jobs pay more than what custodians now earn," he said.
The switch to private janitorial services could be phased-in to permit the city custodians to be
absorbed into other municipal positions, find jobs with other employers or retire, according to the
city manager. DiSpirito has not yet set a date for a City Commission discussion of the
privatization proposal.
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The city has two other cost-saving plans in the pipeline. The City Commission has already
approved hiring an outside contractor to handle utility billing and mailing services. This move is
expected to save the city $8,652 a year. The city is also planning to sell its television truck, used
during the videotaping of parades and other events that take place outside City Hall. The sale
should net the city $23,000. The television equipment would be shifted to a smaller vehicle in the
city fleet, according to DiSpirito.
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Tampa Bay Times
August 14, 2007
Dunedin warms to its new city manager
Author: A Times Editorial
No matter how thorough the interview process, hiring a new city manager can be risky business.
There are things that officials and residents can't learn until they have worked with that person
for a while. After six months, these are some of the things Dunedin officials and residents have
learned about their new city manager, Rob DiSpirito: He works hard, he believes in open
government, and he keeps his word. And he expects the same of the people who work for him.
That's a formula for success in any community interested in good government.
Some wondered if DiSpirito would be tough enough to do what needed to be done in Dunedin.
He is soft-spoken. He does more listening than talking. He does not have a forceful presence.
The challenges he faced were significant. Dunedin had operated under the same city manager for
more than 20 years. The city staff had become accustomed to working the same way for too
long. His bosses on the City Commission didn't get along with each other. And aside from those
issues, the state was in the midst of a financial crisis, local tax revenues were being capped, and
the morale of the city staff was in the cellar.
DiSpirito, it turned out, was tough enough. He started his job on Jan. 22, and today his bosses on
the City Commission talk about him like he's a hero. At a meeting earlier this month,
commissioners praised him for being a great communicator, a good listener, a hands-on manager,
a boss who shares the limelight with his staff, and a city manager who seeks advice from the
community. DiSpirito doesn't just delegate; he gets in the trenches with his staff, though it
means working long hours. He does research, asks questions, and seeks out others who have
expertise on issues confronting the city. He has made long-needed changes in the city staff,
recognized and rewarded employees who have special talents, and begun revamping departments
and procedures.
While previous city administrations sometimes seemed unwelcoming to residents, DiSpirito
invites public opinions. His approach to cutting the city budget is characteristic. He asked city
employees to help with cost-cutting ideas, told city department heads to give employees time
during the work day to brainstorm ideas, and put out a call to residents to send their costtrimming ideas to his online hotline. When he heard builders and developers were unhappy with
city processes, DiSpirito scheduled a public meeting and invited them to bring him their
complaints. As usual, DiSpirito listened closely to the 40 or so people who came to the meeting
and told stories about difficulties getting permits and plan reviews. He checked out how other
area cities handled those services and got ideas for ways to improve. DiSpirito noticed even
before he arrived in Dunedin that the city Web site didn't offer much useful information. Today,
www.dunedingov.com is much improved, offering more information, streaming video of
commission meetings, the manager's hotline and updates on all city projects. In only six months,
DiSpirito has figured out some weaknesses in city government and how to address them, and has
brought a more open and welcoming tone to City Hall. That's impressive indeed.
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The Suncoast News
August 4, 2007
Dunedin to try again for land grant
DUNEDIN, Fla - The city faces some big hurdles before it can acquire waterfront property north
of downtown. Dunedin has received many letters from people eager for the city to purchase the
property to keep it out of the hands of developers and turn it into a park. The land lies between
the Fred E. Marquis Pinellas Trail and Gulf of Mexico, north of downtown at Pershing Street.
The plot straddles both sides of Bayshore Boulevard (Alt. 19). In order to consummate the land
deal, however, the city might have to come up with about $6 million to pay its share of the cost
of buying the five acres. The current total price tag is $18 million, although City Manager
Robert DiSpirito thinks that might change in the city's favor.
The city is considering making a second attempt to receive a grant from the Florida Communities
Trust to help pay for the land, known as the Weaver property. The owner is Josiah C. Weaver, a
businessman. Even if Dunedin were to win the state funding, however, it would have to come up
with a financial plan to pay the upkeep and maintenance costs associated with a park on the site.
According to Assistant City Manager Harry Gross, the cost associated with creating the park
could include: $167,000 to prepare the site for public use; $15,500 to $31,680 to install a quartermile nature trail; $20,000 to $55,000 for a picnic pavilion; $10,000 for an observation deck;
$55,000 to $120,000 for restrooms; $65,000 to $131,000 for a 20-space parking lot; and $3,000
to $5,000 to replant vegetation. Under the terms of the state grant the city would have three years
to make these improvements. Gross estimates it will cost the city $17,000 to maintain the green
space in the park, $2,000 to maintain the pier and deck and $3,500 to maintain restroom
facilities.
The price of the property itself may be lower than the $18 million for which it previously was
appraised, according to a recent report from DiSpirito. The area's real estate market has cooled
since that appraisal was made, he notes in the report. Much still hinges, however, on whether the
city can acquire the state grant. City commissioners recently agreed to make a second attempt to
acquire a Florida Communities Trust grant. Last year the city's application did not earn a high
enough ranking to acquire funding. "Keeping the application alive will allow us to preserve the
city's options, with no monetary risk," DiSpirito said.
This year, however, the trust has received an even higher number of grant applications so
Dunedin may fall short of qualifying again, the city manager cautioned. Even if the city were to
be deemed eligible for the grant, it would not have to accept the money and move forward with
the land purchase and park development, DiSpirito noted. DiSpirito said city staff, including
City Attorney John Hubbard, "are still working to clarify questions concerning ownership of
several smaller parcels in or adjacent to city, county and state rights of way within the general
area of the Weaver property," with no firm conclusions.
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The Suncoast News
July 7, 2007
Dunedin employees could go to balance budget
DUNEDIN, Fla. - Before final touches are placed on next year's budget, Dunedin officials are
burning the midnight oil to come up with an estimated $1.4 million in cost-cutting measures.
That figure is how much the city expects to lose in property taxes collected, as a result of tax rate
rollbacks the Legislature ordered last month. The tax breaks mandated from Tallahassee find the
city facing a 13.3 percent reduction in the amount of revenue it can expect to derive from
property taxes in 2008, said City Manager Robert DiSpirito. "Property tax reforms initiated by
the state Legislature has required municipalities to drastically reduce millage rates," said
DiSpirito, who took the city manager's job early this year and is in the process of putting
together his first municipal budget proposal for Dunedin.
The city is complementing a property tax rate that is 33.7 percent less than it was in 1995, he
explained. This year's millage rate was 4.093 while next fiscal year's rate is 3.5491. A mill
represents one dollar of property tax revenue for every $1,000 in assessed, taxable property
value. The city has to offset revenue reductions, but it also has to plan for expected increases in
its utility and fuel costs and property insurance rates and the general cost of doing business over
the year, DiSpirito said. The city's proposed budget for fiscal 2008 reflects a reduction of nine
regular staff positions that will be achieved through a hiring freeze and attrition. The city's 2008
fiscal year starts Oct. 1.
DiSpirito said staff is contemplating additional reorganization and other measures to further
reduce costs. One planned reduction in personnel expenses involved merit pay increases for city
workers. DiSpirito is looking at reducing them from 4 percent to 3 percent. Even with the
property tax rate reductions the city will still have about $5.5 in its nonobligated cash reserves, or
20.9 percent of operating revenue. City policy is to have reserves equivalent to at least 15 percent
of annual recurring expenditures. DiSpirito said maintaining the financial cushion is a wise
move in light of proposed future property tax reductions.
The city also likes to have a nest egg to handle emergencies. The city's operating budget is
$62,632,402 and capital budget $33, 028,710. The total, $95,661,112, is a 7.7 percent increase
over fiscal 2007. On the revenue side, the proposed FY 2008 budget includes a previously
approved 7.5 percent increase in utility fees and 5.6 percent hike in solid waste collection fees.
Budget work sessions will take place July 10 and 11, 6:30 p.m. both days, and July 13. 9 a.m.
The City Commission will hold budget hearings Sept. 6 and Sept. 20, at 6:30 p.m. on both days.
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The Suncoast News
May 26, 2007
Dunedin freezes positions, prevents suitors from wooing CRA director
DUNEDIN, Fla. - City Manager Robert DiSpirito, who assumed office just a few months ago,
is already overhauling the municipal government staff structure in a drive to save money.
DiSpirito is also taking steps to ensure a city official who over the years has garnered a lot of
praise for his direction of the downtown redevelopment effort doesn't look for employment
elsewhere. As part of his cost-cutting drive, DiSpirito said he deleted plans to hire a special
events coordinator, at a cost of $52,600. Instead, the city manager has given the job of
overseeing downtown celebrations and other local special events to David White, the city's
coordinator of volunteers. White now works for the city Leisure Services Department.
Consolidating the coordination of volunteerism and special events makes sense because the tasks
are related, according to DiSpirito. The city manager has also decided to leave eight staff
positions - a library assistant and temporary library aide, an account clerk, firefighter-paramedic,
recreation supervisor, city code inspector, storm-water supervisor and parks worker - unfilled for
the city's 2008 fiscal year. He said he also denied staff's request to hire a division chief of
training for the Fire Department, a computer technician and traffic control analyst. In all the
personnel decisions will save the city $374,680, according to DiSpirito.
In a move highly praised by city commissioners, DiSpirito has named Robert Ironsmith to head
the city's newly created Economic and Housing Development Department. Ironsmith has been
serving as the community redevelopment director and assistant community services director. In
his new post he will report to the city manager. Four cities have tried to lure Ironsmith away
from Dunedin, DiSpirito said. "Bob is without question the most talented economic
development specialist with whom I have worked with in my entire career," said DiSpirito, who
was city manager of Oberlin, Ohio, prior to taking the Dunedin city manager's job.
"I am not surprised that he has been heavily courted by nearby cities, who are well aware of his
good work and value," DiSpirito said of Ironsmith. Ironsmith has spent a dozen years overseeing
the Dunedin downtown redevelopment program. He is now spearheading creation of the
Gateway, a mixed-use anchor on the eastern end of the downtown segment of Main Street,
expansion of a downtown street scaping project and several proposals to increase downtown
parking. City commissioners agreed Ironsmith deserves to head the Economic and Housing
Development Department. It will focus on economic development throughout the city, not just
downtown, and increasing the local affordable housing stock.
Mayor Bob Hackworth said the recognition for Ironsmith is long overdue. Ironsmith will not
have any additional staff. Sheila Black, CRA administrator, will assist him along with Jan
Sebald, the city's former volunteer coordinator, who currently assists Ironsmith on a contractual
basis.
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Tampa Bay Times
November 1, 2006
Dunedin gets its city manager
Commissioners choose an Ohio man with experience at myriad municipal jobs.
Author: Sheela Raman
Robert DiSpirito, who has run Oberlin, Ohio, for a decade, will be Dunedin's next city manager.
The Dunedin City Commission took less than half an hour to make the unanimous decision in a
special meeting Tuesday morning. "He stood out because of the breadth and depth of experience
he's had," said Commissioner Julie Scales. DiSpirito "went the extra mile" when he visited
Dunedin for interviews by stopping by at the Chamber of Commerce and visiting many
downtown stores, Scales said. "His excitement really came through," she said.
DiSpirito, 47, said he had not sought another job since taking over in Oberlin in 1996. He
couldn't resist the Dunedin job because he knew about the city's charm from visiting his sister
who lives in Tarpon Springs. "I'm very excited to have the chance to work with this town,"
DiSpirito said. The similarities between Oberlin and Dunedin made DiSpirito a prime
candidate, commissioners said. Both towns have an artsy feel, a small, walkable downtown and
recently faced land redevelopment challenges.
DiSpirito has big city experience, too. In the mid 1980s, he worked in Dallas as assistant to the
director of planning and development and assistant to the mayor and City Council. He later spent
time as a private consultant to municipal governments nationwide. From 1989 to 1996, DiSpirito
worked as assistant city manager in Meadville, Pa., and Delaware, Ohio. DiSpirito's
accomplishments in those cities showed Dunedin commissioners that he possessed the one thing
they especially valued - creativity. "He had that edge," said Commissioner Julie Ward Bujalski.
Bujalski was particularly impressed by the partnerships DiSpirito developed to preserve public
services under a tight budget, including saving Oberlin's only city hospital by partnering with
Oberlin College and Community Health Partners.
DiSpirito, who has accepted Dunedin's offer to enter into contract negotiations, said he already
has some ideas about how to generate property tax relief for city residents. He said the city needs
to create more forms of revenue to keep the millage rate down. "We could bring in some
commerce parks and get more commercial tax revenue," he said. DiSpirito's colleagues in
Oberlin said they will miss him. "I'm not exactly excited about it," said Oberlin Mayor Dan
Gardner. "He really became a part of Oberlin, and I'm sure in a short amount of time he will do
the same for Dunedin." "Rob's competent, energetic, outgoing and knows exactly what it takes to
run a city. It will be a loss for the city of Oberlin," said Ron Rimbert, vice president of the
Oberlin City Council. DiSpirito has a wife, Evangelina, a daughter, Sophia, 3, and a son,
Nicholas, 21 months.
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The candidate pool for the job narrowed to four after Mike Bonfield, city manager of St. Pete
Beach, pulled out Monday afternoon for family reasons. Dunedin Mayor Bob Hackworth, Vice
Mayor Dave Eggers and Commissioner Deborah Kynes said they were equally enthusiastic about
Jill Silverboard, city manager of Madeira Beach, as they were about DiSpirito. Eggers said
Silverboard has experience in the county and could have hit the ground running, but he is just as
happy with DiSpirito. "He had a certain chemistry with the commission," he said.
Commissioners said they were relieved to have finally concluded the search. They had faced
months of indecision since John Lawrence retired from the position in January. "This is probably
the most important decision any of us is going to make as a commissioner," Hackworth said.
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The Oberlin Review
February 17, 2006
Town’s Living Wage Debate Lives On
Author: Brian Pugh
Last November, Oberlin voters rejected Issue 55, the “living wage” city charter amendment. This
Monday, City Council revisited the question of whether or not the city should require firms that
do business with the city or receive special incentives to pay their employees a living wage.
Though the council had opposed Issue 55 before the election, according to council member Dan
Gardner, it was not opposed to the general concept of a living wage in Oberlin. Monday’s
meeting was a “working session” meant to explore the idea.
City Manager Robert DiSpirito submitted to the council a report on the living wage issue that
he and his staff had prepared. The report cautioned that it could not verify claims made about the
economic benefits of the living wage. DiSpirito’s report found “numerous areas of concern” and
urged that the council perform “further in-depth study” before proceeding with legislation.
DiSpirito’s report states that there is a “[p]erception that such a law is anything but ‘Business
Friendly,’” and that it could discourage companies from moving to Oberlin. “In the business
community, such a law is viewed as a disincentive to recruiting new industry and business,” read
the report. DiSpirito told the council that property taxes, real estate and utility prices already
made attracting businesses to Oberlin an “uphill fight.” According to the report, a living wage
law could damage Oberlin’s fiscal health: contractors could pass the cost of paying employees on
to the city and bidding on government contracts could be less competitive.
Dispirito pointed out additional potential ills. A living wage law could be met with legal
challenges, it could require increased spending to monitor compliance and “[a living wage]
would benefit a smattering of persons who are employed outside contractors and live elsewhere.”
“The city is in its fourth year of budget deficit, with more likely [to] come,” said the report.
“This is simply not the time to risk increasing operating costs, and losing industrial and business
competitiveness.”
DiSpirito recommended Oberlin work in conjunction with other cities to lobby the state and
federal governments for a higher minimum wage. Economic consultant Greg Sherman, who has
advised Erie County and Sandusky on living wages, supported the analysis of the City
Manager’s report. He said the results of survey of business owners for these municipalities were
similar to what DiSpirito had found and compared instituting a living wage law to “unilateral
disarmament.”
Jack Filak, representative of the American Federation of State, County and Municipal Employees
public employee union on the Lakewood Fair Employment Wage Board, spoke to the council
about his city’s living wage law. He dismissed concerns about the cost of enforcing the law.
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Filak said a living wage is “not burdensome or expensive” for Lakewood. He said the living
wage is “not a huge benefit,” but “we have not found that it has hurt us.”
The living wage law had helped Lakewood’s temporary employees and improved the quality of
life of the city’s temporary workers, said Filak. Council Member Anthony Mealy expressed his
frustration with the lack of a concrete proposal for the Council to consider. Other council
members stated their interest in the living wage and continued discussion.
Charles Peterson said he was willing to “contribute all of [his] time” to a serious effort on the
living wage issue. Gardner said that he considered the issue to be important, but he also said that
he was not interested in a “symbolic measure.” Local businessmen Charles Horton and Rob
Lane shared their views with the city council. Horton asked about the extent of a living wage
law. “If it affected all my contracts, I’d leave town,” he said. Lane said that had a living wage
law existed at the time, it would have prevented him from bringing his AgriNoMix company to
Oberlin.
Community member J.J. Shawn sarcastically suggested rolling back the city zoning laws to
attract more businesses and complained that the City Manager’s report was “slanted” and
“stacked with anti-living wage articles.” “There was a time when Oberlin was a leader in
working for social justice and I hope that time hasn’t passed,” concluded Shawn.
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The Oberlin Review
February 19, 1998
Rooming house safety: where it all began
Author: Douglas Gillison
The three-pronged clash between city landlords, Oberlin College and the city of Oberlin has
become a tangle of accusations and legal battles rivaling the morass of the Presidential
impeachment hearings. The one sure thing, though, is that the fight has been messy for everyone.
Over the past year, a string of legal events has developed surrounding the city’s decision to
enforce regulations on rooming houses. On the legal stage, a suit against the College, criminal
proceedings against landlords, an investigation of the fire inspector and most recently, a civil
rights suit against the city have marked the busy year. The stage for battle, however, was actually
set two years ago.
Second-story staircase
In 1996, the city’s legal adviser, Eric Severs, told the City Council that it was required by law to
enforce its fire codes, which previous administrations had neglected. “The whole reason we’re in
this pickle is that the city had dropped the ball for a number of years,” said City Manager Rob
DiSpirito last October. In August of 1996, landlords received a letter from DiSpirito, Fire Chief
Dennis Kirin, and City Code Administrator Marshall Whitehead stating the city’s intention to
initiate steps “to bring all new and existing rooming houses into full compliance with current
safety standards.” These regulations stated that rooming houses which had more than two floors
were required to have a second means of exit -exterior ladders did not qualify- and
interconnected fire detectors. Rooming houses are defined as buildings housing five to 20
unrelated people paying legal rent.
Inspections were carried out in the summer of 1997, but nine landlords did not participate, opting
instead to protest these new inspections. Chapter 34 of the Ohio Basic Building Code states that
the ordinances in question do not apply to “Existing buildings where their location, parts,
equipment, and other items do not constitute a serious hazard”. These landlords believed the
language of this clause protected them against any retrograde application of current safety
standards and that an investigation on these grounds was illegal.
According to landlord David Sonner, who protested the inspections, an agreement between the
city and the landlords was finally reached in early 1998, and inspections were carried out. On
March 11, however, College President Nancy Dye issued an all-campus mailing citing three
recent and deadly fires in the town. In her letter, Dye said she was writing to publicize the names
of those landlords who had met the city’s safety standards and “to inform [students] of the
identities and addresses of those landlords who refuse to do so.”
Dye’s letter listed Betty Baxter and Glenn and Susan Gall as owning properties with inadequate
exits. She also listed Sonner, Carol Graham, and Van and Kathalee Kirkendall as having
“refused inspections.” “None of us actually ever refused anything,” Sonner said. The landlords
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then filed suit against the College and Dye for “defamation and tortuous interference with
contract and business relationships,” claiming that Dye altered information she received from the
city, and that many of Dye’s statements in the letter, which she attributed to information from the
city, were not supported by any oral or written statements from the city.
The suit also complained that the plaintiffs were suffering serious financial burdens as a result of
the letter and that many students were seeking to breach their leases. The suit against Dye and
the College was dismissed by the Lorain County Court of Common Pleas on July 17; however,
the dismissal is being appealed. Fire Chief Kirin cited to the municipal court five of the
landlords for violation of the fire code. Criminal charges were filed against them. At about the
same time, the landlords appealed the city’s actions to the State Department of Commerce Board
of Basic Building Standards in Akron a total of seven times. These five landlords ended up in
municipal court on criminal charges a total of four times over the course of that summer,
according to Kirkendall. “We were cited directly to municipal court by Chief Kirin and denied
our legal right of appeal,” he said.
In September, Graham, Kirkendall, Sonner and Baxter appealed the city’s actions to the Board of
Basic Building Standards in Akron. According to Sonner, the Board’s decision was favorable to
the landlords in all cases. “It’s been very clearly demonstrated that [rooming house owners] only
have to meet the building requirements that were in place at the time of the building’s
construction,” said William Teets, an information officer for the Board. According to an appeals
brief of the suit against Dye, the Board found that there were “no serious hazards” in the rooming
houses operated by Baxter and Gall and ordered the city to issue licenses to Gall and Baxter. The
city has appealed this decision.
On Aug. 7, the Board of Building Standards passed a resolution directing the Ohio Department
of Commerce to begin a preliminary investigation into the city’s building department, including
City Building Inspector Kenneth Klingshirin. Klingshirin filed the initial citations for code
violations against the landlords. Teets said the complaints filed by the landlords convinced the
board to go ahead with an investigation. In September, City Manager DiSpirito downplayed the
investigation, saying the landlords were unhappy with the citations they received. “These are
people who have had an honest difference of opinion,” he said. “We feel that Mr. Klingshirin’s
done a good job and hasn’t overstepped his bounds at all.”
However, on Dec. 21, Klingshirin received a letter from the Department of Commerce saying
that it had authorized a full investigation of him in his capacity as a state building inspector in
response to complaints filed against him. According to Kirkendall, Klingshirin is under
investigation for actions in another city as well. “He’s known for doing things he shouldn’t,” she
said. To add to the chaos, on Dec. 10, Interim Dean of Students Deb McNish sent a letter to
students saying that they must make sure that their landlords have obtained a valid license. If a
student failed to do so, “and the landlord is unable to obtain a valid license, the Residential Life
and Services Staff will revoke your off-campus housing. You will be required to live on campus.
If you have already signed a lease” you may still be liable under your lease agreement. As a
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result, you may be paying twice for housing expenses.” The letter also listed Baxter, Graham and
Kirkendall as having no licenses.
On Jan. 20, all nine landlords filed a federal civil rights suit against the city, DiSpirito,
Klingshirin and Kirin for violations of the 1983 Civil Rights act. The suit charges these City
officials with willfully misinterpreting State and City building codes and of “embarking on a
course of general harassment” of student rooming house operators. The suit seeks $100,000 in
compensatory damages for the nine plaintiffs and $500,000 in punitive damages against the city.
According to Gall, their lawyers’ fees are approximately $100,000. “Their point of view is rather
limited, considering the circumstances,” Kirin said of the suit, which he explained City Hall had
been expecting. “There are some egress issues we still have to work out.”
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The Oberlin Review
September 20, 1996
DiSpirito stays busy as Oberlin City Manager
DiSpirito works on sidewalks and fire escapes
Author: Susanna Henighan
The Oberlin City Hall and Municipal Building is a modern, angular building located downtown,
across from the Post Office and the Oberlin Public Library. Early in the morning, before students
have emerged en masse from their dorms and houses, the building is active. Court is in session,
the police department investigates crimes, the county clerk is answering questions about the
upcoming election and City Manager Rob DiSpirito is meeting with the Oberlin city council
chairman.
In five months DiSpirito has fleshed his once minimal knowledge of Oberlin out into a large
working awareness of the issues and daily workings of the town. DiSpirito's position is
comparable to a mayor, but is different in fundamental ways. He is a hired professional, and
answers directly to the seven-member city council, which hired him and acts as his supervisor.
DiSpirito believes that city managers are preferable to mayors because they have been trained
professionally for the job. "Mayors tend to be homegrown," he said. DiSpirito said that mayors
could have no previous understanding about government and city managing. DiSpirito oversees
the administration of the Police and Fire Departments, streets, refuse, water and electricity in
Oberlin. He is also in charge of code enforcement, economic development, public works and
public recreation.
DiSpirito's office reflects his job. Around him are piles of papers that cover the surface of his
desk and tend to extend to the floor and chairs around his desk. They are in neat piles though,
and post-it notes sit on top of many of the stacks, appearing to organize them. Also among the
papers and pictures in his office is a framed copy of the rock band Rustëd Root's platinum album
When I Woke. His brother, Jim DiSpirito, is a drummer in the band. Rob DiSpirito hopes
Rustëd Root will come to Oberlin soon. "I think their world beat sound would really appeal to
Oberlin," he said.
But DiSpirito doesn't spend most of his time booking shows for his brother. Most of his days are
full of meetings with committees, council people, Oberlin residents and his staff. The big issue
currently facing DiSpirito and the city council is sidewalks. The debate centers around whether
the city or private residents will pay to fix old sidewalks and build ones where there have never
been sidewalks. Residents are rallying around both sides, and a solution is still unclear.
Other issues of importance to students are also on DiSpirito's agenda. A priority of DiSpirito's
is enforcement of fire codes on rooming houses - houses which are rented to five or more people.
This includes many off-campus houses which students rent. DiSpirito said that the code
mandates fire escapes extend from doors rather than windows, and that they be built with a
stairwell. Many fire escapes are currently just ladders nailed to the side of houses. DiSpirito said
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that the College is helping to compile a list of houses that are renting to five students or more.
After they have the address, the city can immediately inspect the house and mandate changes.
DiSpirito's concern over the condition of these off-campus houses are only a part of his overall
concern about Oberlin and the College. He said that after arriving in Oberlin he sensed "a real
willingness to work together" between the town and the College. "I think the town really looks
forward to [the return of students]," he said. "I think there is a lot of dynamic that returns … It is
definitely fun." DiSpirito said that he feels the College adds an international flavor to the town
that residents take pride in. He also said that of all the college towns he has lived in, he feels less
"us" and "them" mentality here. "Schools have flavors. This one has 57 varieties," he said
Before working in Oberlin, DiSpirito worked for four years in Delaware, Ohio, the home of
Ohio Wesleyan University and before that he worked in Meadville, Penn., where Allegheny
College is located. He grew up in Slippery Rock, Penn., and attended Slippery Rock University
there. He received his Masters degree from the University of Pittsburgh in 1986. DiSpirito
would like to establish an official town-gown committee that would consist of a few council
members, a code enforcement officer, the fire chief, a public works official and a representative
from the Police Department. In the meantime, however, DiSpirito is considering the relationship
between the College and the town without a committee.
Another area for collaboration between the College and the town include the proposed
Environmental Studies Center. DiSpirito has met with Professor of Environmental Studies
David Orr, who is in charge of the project, several times. DiSpirito said he hopes the city can be
a part of the project. In issues of law enforcement and security, DiSpirito also includes the
College in his considerations. Recently when two officer positions opened up in the Police
Department, DiSpirito included Director of Safety and Security Keith James on the panel that
made the selections. He also said that in meetings with President Nancy Dye they discussed
renovation of Crane Pool. Crane Pool is located in Hales Gym, but was closed in 1994. While no
decision has been made, it is an area of much discussion.
Community service is another area that DiSpirito thinks binds the College and the town. He said
that the spirit of volunteerism is especially strong in Oberlin among the townspeople and
students. He appreciates students who volunteer in the community as well as the fact that
residents are active on city committees and in the community itself. He talked about the great
resources in Kendal at Oberlin, a retirement home in Oberlin, that he feels is home to some of
Oberlin's most dedicated and knowledgeable citizens.
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Plain Dealer, The (Cleveland, OH)
April 16, 1996
APPROVAL OF OBERLIN MANAGER EXPECTED
Author: RICH EXNER
Council is expected to hire a new city manager this week. Robert DiSpirito is to begin work
May 1, on his 37th birthday. Council selected him from a list of 111 applicants. Council
Chairwoman Frances M. Baumann said yesterday that only a few details needed to be settled,
and she expected to schedule a special meeting this week to approve the hiring. "He's a people
person, someone the people of Oberlin will enjoy working with," Baumann said.
DiSpirito has been assistant city manager of Delaware, home of Ohio Wesleyan University,
since October 1991. He served as assistant city manager of Meadville, Pa., from March 1989
until moving to Delaware. At Meadville, home to Allegheny College, he was acting city manager
for six months. He has a bachelor's degree from Slippery Rock State College, majoring in public
administration and journalism, and a master's degree from the University of Pittsburgh in public
and international affairs. Gary Goddard announced his resignation in November to become city
manager of Galesburg, Ill., a city about three times the size of Oberlin.
Research Compiled by:
Tammie Gardner
Colin Baenziger & Associates
Page 92 of 92

Section 6 - City of Cocoa Beach

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