May 7,2013. Honorable Members of the City Council clo City Clerk Room 395, City Hall

Transcription

1 ANTONIO R. VILLARAIGOSA MAYOR May 7,2013 Honorable Members of the City Council clo City Clerk Room 395, City Hall Re: Appointment of Robert R. "Bud" Ovrom as Permanent Executive Director, Los Angeles Convention Center Dear Honorable Members: Pursuant to City Charter Section 508(b), I appoint Mr. Robert R. "Bud" Ovrom as the first permanent Executive Director for the new vision of the Los Angeles Convention Center (LACC), effective as of the date of your confirmation of this appointment. As you know, Mr. Ovrom has had a long and distinguished career in local government management. For the first four years of my Administration he was my Deputy Mayor for Economic Development, with oversight responsibility for the Convention Center and served as my point person working on major tourism projects, such as LA Live and the Hollywood W Hotel. He also worked closely with me on our efforts to return the NFL to Los Angeles. For the last three and a half years Mr. Ovrom has served as the General Manager of the Building and Safety Department, where he raised the Department to new high levels of performance and cleaned-up some challenges facing the Department. Prior to joining my administration, Mr. Ovrom was Chief Executive Officer of the Community Redevelopment Agency of the City of Los Angeles (CRA/LA). While there, he established the very successful regional organizational structure, which moved the CRA/LA away from a highly centralized agency and empowered local efforts in each of the city's seven regions. Prior to coming to the City of Los Angeles, Mr. Ovrom was one of the most respected s in Southern California, having served as of Burbank for 18 years, of Downey for two years, and of Monrovia for nine years. In each of those cities, Mr. Ovrom earned a reputation as a creative leader for economic development. 200 NORTH SPRING STREET 0 Los ANGELES, CALiFORNIA PHONL (213) FA" (213) MAYOR@CACITY.ORG

2 Honorable Members of the City Council May 7,2013 Page 2 Mr. Ovrom has a Bachelor's Degree in Public Administration from the University of California, Santa Barbara, and completed the course work for a Master's Degree in Public Administration from the University of Southern California. Mr. Ovrom also served our country as a Peace Corps Volunteer in Guatemala. Attached please find a copy of his resume which provides greater detail about his experience. In light of his qualifications, I am confident that Mr. Ovrom will make an outstanding Executive Director of the Los Angeles Convention Center. I look forward to your favorable consideration of his appointment. ARV:mm Attachment cc: Council member Tom LaBonge, Chair, Trade, Commerce and Tourism Committee Miguel Santana, City Administrative Officer (CAO) Errol Griffin, Office of the CAO Maritta Aspen, Office of the CAO Gerry Miller, Chief Legislative Analyst Maggie Whelan, Personnel Department Phyllis Lynes, Personnel Department June Lagmay, City Clerk Heather Holt, Ethics Commission Shannon Prior, Ethics Commission Board of Los Angeles Convention and Exhibition Center Authority Board of Los Angeles Convention Center General Managers' Association

3 RESUME SUMMARY RESUME OF: Robert R. "Bud" Ovrom FOR THE POSITION OF: Executive Director Los Angeles Convention Center (LACC) EXPERIENCE: LA Building and Safety Department General Manager January present City of Los Angeles, California July January 2010 Deputy Mayor Commercial and Residential Development Los Angeles Redevelopment Agency Chief Executive Officer March June 2005 City of Burbank, California June February 2003 City of Downey, California May Jnne 1985 City of Monrovia, California August May 1983 Assistant City of Simi Valley, California December August 1974 Assistant to the Administrative Assistant Peace Corps Volunteer October June 1970 Guatemala EDUCATION: Bachelor of Arts/Political Science University of California, Santa Barbara June 1967 Graduate Courses in Public Administration University of Southern California (See Resume Detail for amplification) Page 1 of7

4 RESUME DETAIL EXPERIENCE: LA Building and Safety Department General Manager Jannary Present Ovrom was asked by Mayor Villaraigosa to step-in as General Manager of the Department after the sudden departure of the prior General Manager under a cloud of personal scandal. After 90 days on the job, the Department issued a Performance Enhancement Program (PEP) with approximately 100 administrative action items to "make a good Department even better". PEP included many well received programs, such as the enhanced Case Management Office, Parallel Design Permitting, the Restaurant Hospitality Express Team, and the commitment to convert to Electronic Plan Checking. A two year progress report, 2, was issued in April, Under Ovrom's leadership, LADBS was the contract lead agency to retain an outside consulting firm which worked with various City Departments to create the Development Services Collaborative. The collaboration included such leadership models as the Development Industry Advisory Committee (DIAC) and the Development Services Cabinet. In April, 2013 Ovrom co-authored a report to build on the lessons of the Development Services Collaborative to create a new consolidated Plauning and Development Services Department. While at LADBS, Ovrom was able to establish an outstanding Executive Management Team and appoint new Chiefs for three of the four Departmental Bureaus. Ovrom also improved transparency and accountability by creating a monthly electronic newsletter which regularly reported on performance metrics and process enhancements. Ovrom helped guide the Department back to fiscal stability after the Great Recession, when Enterprise Fund revenues dropped from $124.7 million in to $75.4 million in The Department was in a deficit position from FY07-08 to FY09-1O, but returned to a balanced budget by FYI0-l1, Ovrom's first budget as GM. To do so, the Enterprise Fund workforce was reduced from 878 employees in FY09-10 to 664 by FY Ovrom also successfully identified and addressed the problem of corruption within the Department. The Department's internal investigation led to the termination or retirement of 6 employees, 3 of who were subsequently convicted of corruption charges. Ovrom instituted a series of measures to prevent future occurrences, such as a GPS tracking system for all field employees, mandatory rotations, enhanced supervising practices and performance audits. Page 2 of7

5 City of Los Angeles Deputy Mayor, Commercial and Residential Development July January 2010 Appointed by newly elected Mayor Antonio Villaraigosa in June, 2005 to be Deputy Mayor for Housing and Economic Development, later changed to Commercial and Residential Development One of 6 Deputy Mayors who had operational oversight of City Departments - all City departments and agencies report to the Mayor through a Deputy Mayor. Departments in my portfolio included Plarming, Building and Safety, Community Development, Redevelopment Agency, Convention Center, LA Inc and Film LA Provided liaison and coordination with other departments which have a role in economic development, but whose core missions are assigned to different Deputy Mayors, such as Water and Power, Transportation, Fire, Public Works, Port and Airport. Provide direct supervision to the 35 staff members in the Mayor's Office of Economic Development consisting of different Teams - Business Team, International Trade, Minority Business Opportunity, Strategic Plarming and Urban Design/Land Use. Serve as the Mayor's 'point person' on all major commercial and residential development projects. Mayor Villaraigosa's first term was the highest 4 years in the history of the city for new construction ($17.29 billion) and new housing starts (43,215 units). Signature projects included LA Live and the W Hotel in Hollywood Los Angeles Redevelopment Chief Executive Officer Ageucy March June 2005 Appointed by then Mayor Jim Hahn to be Chief Executive Officer of the Community Redevelopment Agency of the City of Los Angeles (CRA/LA) in March, Initiated and successfully implemented a reorganization of the often-criticized CRA/LA, shifting away from a very centralized agency in downtown to a regional structure with offices and staff in West Valley, East Valley, East LA, Downtown, South LA, Hollywood/Central and Harbor. Restored the CRA/LA to a stable financial footing, after years of decline. Built a strong Management Team through a combination of internal promotions and outside recruitments. Resigned prior to the completion a 3 year contract, when invited by then newly elected Mayor Villaraigosa to join his Senior Staff. Page 3 of?

6 City of Burbank, CA General Management June March 2003 Budget: $458,000,000 Employees: 1437 (FTE) Developed and maintained an extremely positive working relationship with a wide variety of Council Members from very diverse political and often opposing orientations. Created a strong Management Team through a collaborative management philosophy. Established a very positive working relationship with all of the City employee associations based on a foundation of mutual reasonableness. Practiced a conservative fiscal management system founded on clear and prudent financial policies. Oversaw the creation of two 10-year Strategic Plans (1990 and 2000) with Annual Work Programs of specific objectives. Nurtured outstanding relations with the public and media through accessible and forthright communications. Instilled a strong value of "customer service" in all City operations, resulting in exceptionally high ratings in citizen satisfaction surveys. Economic Development Led the City through the very difficult transition as aerospace manufacturing left Southem California - Burbank lost approximately 20,000 jobs and 5,000,000sf of space spread over 500 acres in less than 5 years Guided the very successful effort to develop a Media District Specific Plan, which subsequently resulted in Master Plans for: Warner Bros. (3,000,000sf) NBC (l,200,000sf) Disney (2,000,000sf) Provided the primary staff leadership for the development of the Media City Center, a 40 acre, 1.5 million square foot enclosed mall regional shopping center. Served as the primary staff leadership for the major renovation of 'Beautiful Downtown Burbank,' which is now a very successful 'entertainment district' with 3 movie theaters (28 screens), approximately 30 restaurants, retail and abundant free public parking. Served in a principal leadership role for the development of the Empire Center, a 102 acre project with approximately 750,000 of retail, a 400,000sfbusiness park and 2 hotels. Oversaw major City Capital Improvement Projects, including a new Police/Fire Headquarters, 4 Fire Stations, the Fire Training Center, a 'super' Branch Library and numerous parks and recreational facilities (Tennis Center, Performing Arts Theater, Nature Center and Creative Arts Center). Page 4 of7

7 City of Downey, CA May June 1985 Developed a strong and cohesive Management Team with the City's Department Managers pursuant to a clear and articulated Management Philosophy. Maintained an outstanding working relationship with all members of the City Council Established an excellent working relationship with the local community organizations and newspapers via open and forthright communications. Stepped in to provide leadership to complete construction of a stalled Civic Center project which included a new City Hall, new Police Headquarters and expanded and remodeled Central Library Provided leadership to negotiate a settlement of a lawsuit for a besieged Redevelopment Project Area Amendment. City of Monrovia, CA February May 1983 Developed an exceptionally good working relationship with all members of a politically diverse City Council. Created a very effective Management Team with all of the Department Heads. Established a harmonious working relationship with the City's three bargaining units through a positive day-to-day working relationship. Upgraded virtually every financial and administrative system within the, City including a new budget format, recodification of the Municipal Code, personnel rules and regulations, administrative policies and procedures, purchasing system and all insurance and risk management programs. Undertook a major reorganization of all City Departments and a management audit of the Police Department, resulting in the implementation of a Police Enhancement Program (PEP). Maintained a conservative fiscal position for the City after the passage of Proposition 13 (Jarvis) and Proposition 9 (Gann). Provided significant leadership in the important land use decisions, such as the controversial issue of development in the foothills. Provided the primary leadership for one of the most successful Redevelopment Project Areas in the San Gabriel Valley including a 29-acre, 380,000 sq. ft., subregional shopping center, nine story hotel and meeting facilities, 650,000 sq ft of new industrial space, a million dollar central business district streetscape project combined with a storefront rehab project and the joint venture construction of a new administration building and warehouse for the Monrovia School District. Undertook several major capital improvement projects, including construction of a new Community Center, a new Corporation Yard, a remodeling of City Hall and a remodeling of the Police Department Page 5 of7

8 Assistant August February 1977 Sole staff person for the then newly created Redevelopment Agency. Provided the initial strategic planning for the Agency and personally negotiated all of the subsequent development agreements. City of Simi Valley, CA Assistant to the August August 1974 Provided staff support for the Manager including assistance on labor relations, reviewing staff reports, preparing presentations to the City Council and serving as coordinator of a Management Reporting System. Provided principal staff assistance to the City's Industrial and Commercial Development Commission. Served as primary staff person to "activate" the City's Redevelopment Agency. Administrative Assistant/Police Department June August 1973 In charge of the Support Services Program, which was responsible for all of the administrative services of the Department. Provided staff research assistance to the Chief of Police and was responsible for the Department's budget. Administrative AssistantlPersonnel Officer July January 1972 Responsible for supervising all City recruitment and selection, personnel records, payroll and benefits administration. Administrative Assistant/Research and Budget January June 1972 December July 1971 Responsible for the preparation of the City's program budget, including preparation of revenue estimates and reviewing departmental expenditure requests. Conducted research projects for various City Departments, including a feasibility study for terminating the Sheriffs contract and establishing an independent police department; drafting a sign control ordinance and a tree preservation ordinance for the Planning Department and developing an incentive salary plan for all city employees. Peace Corps October June 1970 Guatemalan National Federation of Credit Unions Worked as an Extentionist with the Credit Unions in 4 towns teaching accounting and business administration. Guatemalan Department of Agricultural Cooperatives Worked as an Extentionist with 3 coffee cooperatives to increase their size, improve the marketing abilities, and teach improved agricultural techniques. Page 6 of7

9 EDUCATION: Bachelor of Arts Degree University of California, Santa Barbara Majored in Political Science and graduated in June, 1967 PERSONAL: Graduate Courses in Public Administration, University of South em California Completed all classes leading up to an MP A Transcript available upon request Born: June, 1945 Annapolis, MD Married: Wife of 38 years, Denise Ovrom, is a partner in the local government financial services firm of Hinderliter de Llamas and Associates (HdL). She previously had over 20 years of local government experience with five cities in various capacities, including of Temple City and Assistant in Brea and Beverly Hills. Two adult married daughters: Shelley and Heather, and one grandson, Zackary, (age 6). Page 7 of7