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NEWS RELEASEDistrict of Columbia Financial Responsibility and Management Assistance AuthorityWashington, D.C. FOR RELEASE UPON DELIVERY CONTACT: Jim Davison Good afternoon. The District of Columbia Financial Responsibility and Management Assistance Authority has called this press conference to announce the selection of Dr. Camille Cates Barnett as Chief Management Officer. The Chief Management Officer ("CMO") is a new position in the District of Columbia created for the purpose of assisting the District of Columbia Financial Responsibility and Management Assistance Authority ("Authority") in carrying out its mandate to improve the effectiveness and efficiency of management in the District of Columbia government. The CMO will work on behalf of the Authority to bring about management reform within the District of Columbia Government. The Chief Management Officer is appointed by the Chairman, with the approval of the Authority, and reports to the five-member Board, through the Chairman. The CMO will have day-to-day contact with the Chair of the Authority, and other Board members. She will implement Board policies and procedures with respect to management and reform of City services, and will work cooperatively with the Executive Director of the Authority and the Chief Financial Officer. The Financial Authority members are pleased that Dr. Barnett has accepted this challenge. Her background and experience make her uniquely qualified to meet these challenges. Dr. Barnett works in the Research Triangle Institute's Center for International Development. Specifically, on project design and implementation in urban management, with a focus on re-design and innovations in governance, performance management, economic development and sustainable cities and regions. She has over 27 years professional experience in municipal management, with 23 years in city management in the United States. Her focus is participation, performance management, economic development and sustainable cities. She has a Ph.D. in public administration from the University of Southern California. Dr. Barnett was Chief Executive Officer for the city of Austin, Texas. That city has a workforce of 10,000 and a budget of over $1 billion. As Chief Executive Officer she had oversight of 22 operating departments, including a hospital, municipal airport, electric and water utilities, convention center, tourism bureau, police and fire operations, parks and recreation, health and human services, community planning, law, finance, public works, personnel, housing and economic development, and other City services. Responsible for policy recommendations to City Council, preparations of City Council agenda, budget preparation, management analysis, and productivity among the City workforce. Her accomplishments included:
She was Director of Finance and Administration for the City of Houston, Texas from 1987 to 1988 where she assisted the Mayor in the general administration of City operations involving 20 operating departments and 20,000 employees. Managed a $1.3 billion operating budget and a $4.2 billion five-year capital improvement plan budget. As director of departmental operations, served as City Treasurer, supervised budget preparation, financial planning and reporting, utility and transportation regulation, preparation of City Council agenda, management analysis, productivity improvement, and State and Federal legislative representation. From 1977 to 1987 she worked her way up to Deputy City Manager where she served as Chief Operations Officer of the City, responsible for 22 operating departments, 14,000 employees, an $816 million operating budget and a $210 million annual capital budget. Supervised four Assistant City Managers. Responsible for policy recommendations to City Council Dr. Barnett will be compensated at an annual salary of $155,000 which is comparable to that of similar sized cities. She will also be eligible for a performance bonus. She will be entitled to relocation assistance and fringe benefits consistent with other Authority employees. Now I'd like to turn to my colleagues and ask if they have any comments they'd like to make at this time, then we will hear from Dr. Barnett, and then open the floor to receive questions from the press, I'm sure you must have a few. Camille Cates Barnett, Ph.D. Key Qualifications Dr. Barnett works in Research Triangle Institute's Center for International Development. She has over 27 years professional experience in municipal management, with 23 years in city management in the United States. Her focus is participation, performance management, economic development and sustainable cities. She has a Ph.D. in public administration from the University of Southern California. EducationPh.D., Public Administration, University of Southern California, Los Angeles, California, 1977 MPA, City Management, University of Southern California, Los Angeles, California, 1974 BA, Lawrence University, Appleton, Wisconsin, 1971 Professional Chronology1995 to Present. Senior International Municipal Specialist, Research Triangle Institute, Research Triangle Park, NC. Project design and implementation in urban management, with a focus on re-design and innovations in governance, performance management, economic development and sustainable cities and regions. Project Oversight for the Democracy and Governance program (world wide: Bulgaria, Lithuania, Latvia, Estonia, Gaza and the West Bank) and the Municipal Development Projects (E1 Salvador, Croatia), including municipal management, Social strengthening, capital finance, civic participation, and national policy reform. Direct Sustainable Cities and Regional Development Drives: Designed and organized Sustainable Cities Symposium for Research Triangle Area, using international lessons for local issues. Consultation, commentaries and speeches on sustainable metropolitan regions, both nationally and internationally. Designed and presented courses on sustainable cities to governmental representatives from Africa and Indonesia. Consultation, workshops and speeches with federal agencies on re-engineering, participation and management trends. Design and present courses in municipal management, Russia, Kyrgystan, and Croatia, including civic participation, infrastructure finance, economic development, developing fiscal policies, enterprise finance and management, revenue generation, performance management and performance contracting. Adjunct Professor, University of Southern California, Los Angeles, CA, Local Government Course, 1997. 1994. Management Consultant and Speaker, designed and facilitated "Transforming Public Service workshop and "Citistates" conference. As a Management Consultant and Speaker, specialized in the management, development, and re-design of public organizations. Clients included: the U.S. Congress, specifically the Office of Technology Assistance ("Service Sector Productivity"), and House and Senate Appropriation Committees ("Setting Priorities at the Environmental Protection Agency" through National Academy of Public Administration); selected cities include: Albuquerque, New Mexico; Seattle, Washington; Atlanta, Georgia; Coral Springs, Florida; Overland Park, Kansas; and Lenexa, Kansas. Adjunct Professor, University of Texas at Austin, LBJ School of Public Affairs, Austin, TX; courses in Urban Management and Leadership, 1994. 1989-1994. City Manager, City of Austin, Austin, TX. Chief Executive Officer for a workforce of 10,000 and a budget of over $1 billion. Oversight of 22 operating departments, including a hospital, municipal airport, electric and water utilities, convention center, tourism bureau, police and fire operations, parks and recreation, health and human services, community planning, law, finance, public works, personnel, housing and economic development, and other City services. Responsible for policy recommendations to City Council, preparations of City Council agenda, budget preparation, management analysis, and productivity among the City workforce. Accomplishments included:
1988-1989. Associate, The Center for Excellence in Local Government, PMC Associates, Palo Alto, CA. Consulted in city management, productivity improvement, organizational development and creativity. 1987-1988. Director of Finance and Administration, City of Houston, Houston, TX. Assisted the Mayor in the general administration of City operations involving 20 operating departments and 20,000 employees. Managed a $1.3 billion operating budget and a $4.2 billion five-year capital improvement plan budget. As director of departmental operations, served as City Treasurer, supervised budget preparation, financial planning and reporting, utility and transportation regulation, preparation of City Council agenda, management analysis, productivity improvement, and State and Federal legislative representation. 1977-1987. City of Dallas, Dallas, TX. Served in the following positions: Deputy City Manager: Served as Chief Operations Officer of the City, responsible for 22 operating departments, 14,000 employees, an $816 million operating budget and a $210 million annual capital budget. Supervised four Assistant City Managers. Responsible for policy recommendations to City Council. Directed development activities and economic development programs, management training and development, productivity improvement, capital improvements, and bond financing. Assistant City Manager. Responsible for Policy recommendations to City Council and the supervision of City departments, including operations of Water Utilities, Public Utilities, Aviation, Personnel, Purchasing, Urban Planning, Office of Transportation programs, Office of Economic Development, Municipal Courts, Dan Transit System, Dallas/Fort Worth Regional Airport and Surtran Transportation System. Assistant to the City Manager. Responsible for Policy recommendations to City Council and for the supervision of City departments, including operations of Water Utilities, Public Utilities, Aviation, Municipal Radio, Public Health, Personnel, Purchasing, City Attorney, City Auditor, Dallas Transit System, Dallas/Fort Worth Regional Airport, Civil Service, Employee Retirement Fund, and Police and Fire Pension. 1973-1977. Intergovernmental Relations Officer and Administrative Assistant, City of Sunnyvale, Sunnyvale, CA. As assistant to the City Manager, responsibilities included intergovernmental activities, policy and systems development, productivity programs, electronic data processing, community relations, labor negotiations, staff training, budget review, municipal elections and supervision of the Office of the City Clerk and print shop. As Administrator, responsibilities included community and employee communications programs, productivity programs, and budget review. 1971. Administrative Assistant, City of Grand Rapids, Grand Rapids, MI. Responsibilities included preparation of Model Cities grant application and contract supervision for the Model Cities Program. 1970-1971. Research Assistant, Washington, D.C. Served as a Research Assistant for:
Professional/Community Memberships
Awards
"When Does Growth Cross the Line? How We Save Our Identity," The News and Observer Raleigh, NC, July 24, 1997, p. 23A and p. 26A. "Sustainable Cities," with Francine Lulofs. Research Triangle Institute Working Paper, Research Triangle Park, NC, 1996. "We Need New Ways to Govern New Kinds of Cities," The Chapel Hill News November 17, 1996, p. A5. "Plan, Coordinate - or We're Cooked," The News and Observer, Raleigh, NC, September 1, 1996, p. 37A. "Municipal Role in Economic Development," Research Triangle Institute Working Paper, Research Triangle Park, NC, November, 1995. "Team Tool Kit," Research Triangle Institute Working Paper, Research Triangle Park, NC, 1995. "What's a Nice Girl Like You Doing in a Business Like This?" Public Management, Vol. 77, No. 2, February, 1995. "We Need New Ways to Govern New Kinds of Cities," Governing Magazine, December 1994 "What's a Nice Girl Like This Doing in a Business Like This," Public Administration Times, Vol. 17, No. 6, and Vol. 17, No. 7, American Society for Public Administration, June and July, 1994, "Like It or Not, Austinites Have to Confront Big City Problems," Austin American Statesman, Austin, Texas, July 25, 1994, p. A-11. "How Do You Know You're the Best?", Managing for Best Results: Performance Measures in Government, Conference Proceedings, The University of Texas, 1994. "A Call to Action: A Marshall Plan for America - Renew Our Core Value of Reform, Management, International City Management Association Washington, D.C., January, 1993. "A Call to Action: A Marshall Plan for America," U.S. Mayor, U.S. Conference of Mayors, Washington, D.C., October 26, 1992. "Leadership: Arranging The Chairs -- Reflections on the Lessons of Neely Gardner," Public Administration Quarterly. Vol. 16, No. 2, American Society for Public Administration, Summer, 1992. "Community Policing: The New Model for the Way the Police Do Their Job," with Robert A. Bowers, Public Management, International City Management Association, Washington, D.C., July, 1990. The Creative Manager, and, with George Barbour, Leader's Guide for Creativity Workshops, International City Management Association, Washington, D.C., 1987. |
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