Michael Parmer Email and Phone Number

• Responsible for a portfolio of departments (Public Works, Planning & Building, and Risk Management and IT), comprising of 25 employees, a combined annual operating budget of $2 million, and an annual capital budget of $8 million• Provide senior executive oversight for the City landfill and wastewater treatment plant, Housing Successor Agency, and Avalon Housing Authority• Renegotiated a complex five-year contract extension for the operation and maintenance of the City’s wastewater treatment plant• Led the development, adoption, and implementation of several key policies, including Development Impact Fees and Capacity Charges, Uniform Public Construction Cost Accounting Act procedures for public projects, the City’s first Legislative Platform, and non-transient rental inspection regulations• Negotiated tenant relocation assistance and benefits settlement agreement displacing occupant(s) at a property scheduled for a comprehensive renovation• Negotiated amendments to controlling documents to facilitate a project to rehabilitate and re-syndicate low-income/mod multifamily rental housing using tax credits and tax-exempt bond(s) (4% tax credits administered by the California Debt Limit Allocation Committee (CDLAC)) and renew USDA rental subsidy• Act as the interim Planning Director; manage multiple consultants and planning grants; provide staff support to Planning Commission• Serve as executive management liaison to the Los Angeles County Sheriff’s Department and Avalon Substation• Lead the City of Avalon’s response to the 2019 coronavirus disease (COVID-19) pandemic; continue to lead daily briefing conference calls coordinating the community’s response among key community, city, county, and state officials; act as the City’s Public Information Officer to disseminate COVID-19 information and response to the public• Liaise between and serve on multiple boards, committees, and subcommittees• Serve as the acting city manager upon assignment

• Plan, administer, and manage the City’s capital improvement program ($14,000,000 program including over $7,000,000 in infrastructure improvements)• Manage the design, construction, budget, and evaluation and reporting of major and minor capital improvement projects• Design, implement, and manage the administration of contracts, request for proposals/qualifications,and bids• Consult and liaise with the City Attorney, Assistant to the City Manager, and executive managementto ensure regulatory compliance and conformance with accepted standards, laws, codes, andregulations• Perform advanced, high-level, and complex professional analytical and research support for thePublic Works Department and departments citywide• Lead the department in the absence of the Public Works Director• Administer and manage federal, state, city, and foundation grants and contracts; authored/coauthoredand secured over $161,252 in public and private grants; ensure program compliance withgrant and City requirements• Prepare and present reports for City Council, including contracts/agreements, budget amendments,resolutions, ordinances, code updates, and policy revisions• Research and track pending legislation for impacts to the City and Public Works Department• Liaise between multiple boards, committees, and subcommittees within the City, Coachella ValleyAssociated Governments (CVAG), Riverside County, and state and federal agencies• Author and implement the Public Works Department’s strategic plan• Serve as the City’s National Pollutant Discharge Elimination System (NPDES) Program Manager andserve as the primary liaison to regulatory agencies (Riverside County, Regional Water QualityControl Board – Colorado River Basin Region, California State Water Resources Control Board, andUS EPA)• Manage and administer the City’s MS4 permit to ensure compliance with established federal and state regulatory standards and permit requirements; oversaw an NPDES audit with no findings

• Coordinate and direct the implementation and evaluation of the City’s Healthy RC Initiative; establish and implement management structure of integrated work teams; lead team to set policy, develop goals, implement strategies, and manage division budget of $430,000 and over $1.6 million in grant funds• Liaise between the City of Rancho Cucamonga (population – 175,236)/Healthy RC, City schools, San Bernardino County, and cities nationally• Administer and manage federal, state, and foundational grants and contracts for Healthy RC; authored/co-authored and secured over $1.6 million in public and private grants• Author, research, and develop public policies, resolutions, reports, records, and speeches for City Council and the City; author and implement department and division strategic plans, logic models, and work plans• Consult, advise, and deliver technical assistance on local governmental and business policies and ordinances to San Bernardino County and cities nationally• Recognized by First Lady Michelle Obama at a White House event; co-authored Mayor’s speech • Oversee the design and distribution of the Healthy RC Living TV show• Co-chair, lead, and facilitate multiple coalitions, committees, and workgroups throughout the City and San Bernardino County

• Liaison between Reach Out and seven (7) West End Cities of San Bernardino County (135 sq. miles, approximate population 818,433)• Supervised and managed the Prevention Department of 11 staff• Administered and managed grant (federal, foundational, and county) funds and contracts totaling $2.3 million• Co-authored and assisted in the passage of 2 local citywide ordinances and 1 countywide ordinance aimed at reducing [underage] social access to alcohol• Consulted, advised, and delivered technical assistance on local governmental and business policies and ordinances to western San Bernardino County cities, businesses, organizations, community networks, local law enforcement, and city officials that address substance abuse• Conducted assessment and outcome evaluations of prevention programs and strategies • Oversaw the design, manufacture, and distribution of all media campaigns and prevention-related publications• Co-chaired multiple coalitions, committees, and workgroups throughout San Bernardino County

• Served as the liaison between the Snohomish County Federated Health and Safety Network, Snohomish County (population – 606,024), and Washington State• Created and implemented strategic plans and prevention strategies in diverse community settings; rural communities (Granite Falls population - 2,347, Gold Bar -2,014, Index – 157, and Sultan – 3,344); and large urban communities (Everett – 91,488 and Lynnwood - 33,847)• Managed extensive volunteer database; led volunteer teams to state, national, and international conferences• Consulted and provided technical assistance on comprehensive prevention strategies, data analysis and research services, and coalition-building to Washington state agencies, Snohomish County, and local community networks• Acted as Executive Director in absence of Executive Director• Co-authored and secured over $250,000 in federal, state, and county grants

• Admitted minors to juvenile hall; conducted background warrants and probation status checks• Oversaw activities of the institution including the development and implementation of treatment, behavioral modification, and substance abuse awareness programs• Ensured the safety and security of every detained minor and staff• Managed and implemented behavioral reports and caseloads and conducted risk-assessments of minors• Provided oversight of the daily activities and operations of the institution in the absence of a supervisor• Trained and evaluated performance of staff