Robert Zeigler Email and Phone Number

I am working to help everyday people, choosing people over profit.

• Founding Member of Electric Vehicle and Charging Infrastructure Subcommittee.

• Planning and organizing transfer for food bank in the Penns Valley Region (Aaronsburg) to another entity to continue to address food insecurity.• Planning and establishing mobile office hours at various locations within the Penns Valley Region to ensure residents are being served by other services offered (housing and rental assistance).

• Representative for Penns Valley for the CCMPO’s Active Transportation Plan Subcommittee.• Nominated and voted in as Vice Chair for 2023 and 2024.• Strong advocate for collaboration and pooling of resources to maximize results for all municipalities in the region, including the expansion of rural healthcare services.

• Created the Valley Community Business Alliance within the Penns Valley area (originally revitalized the East Penns Valley Community Business Association) and collaborated with community and business members to create and work with events such as the “Millheim Walkfest,” “Merry Millheim” and other area events.• In February 2023, the group of individuals and businesses formalized recently with my writing of by-laws and organizational structure.

• Became Chair of Penns Valley Code Agency Board in January of 2020.• Passed a balanced budget each fiscal year and generated surpluses by end of year for each year.• Reviewed budget and reduced cost burdens for multiple municipalities due to budget practices.

• Became Borough Vice President in January of 2024 to present.• Became Borough Council President in January of 2020 until December 2021.• Became Borough Council Vice President in March of 2019.• Secured funding for a variety of infrastructure projects that will break ground in 2024.• Expanded holiday pay, vacation time, and paid sick time to part-time employees.• Worked at getting a variety of grants to a total of $1.5 million since 2019. • Cut taxes for 2023 while still increasing financial assets and reducing liabilities.• Passed a balanced budget for each fiscal year thus far, resulting in surpluses due to fiscal responsibility.• Moved the Borough to have a solar power purchase agreement that will cut costs by about $650,000 over 28 years, construction was completed by early fall 2020.• Created interest from a cable service provider to expand services and provide high speed rural broadband to the Penns Valley Region and resulted in the completion of the project in 2021, bringing up to 1 gigabit speeds to about 2000 households.• Responsible debt management, reducing debt by approximately $950,000 while in office.• Expanded waterline project to maximize grant monies and prepare Borough for future growth and to reduce future costs. Saved over $250,000 over initial estimates.• Found a contractor to update the Millheim Borough website and make it searchable, minimizing the need for Right-To-Know requests and increased transparency.• Responsible for Roads and Alleys (2024 to current)• Responsible for Sewer Facilities Management (2022 to 2023).• Responsible for Human Resources and Personnel (2018 to 2021) - Created HR policies.

• Increased transaction total for stations overseen at Redifer Dining Commons by 3% in academic year 2023-2024.• Oversaw cleaning, service, and other work of Grade 10s (over 25 employees) to ensure operational excellence at the Redifer Dining Commons (2023-2024), resulting in an improvement in customer survey responses and increased transactions in retail stations.• Created and updated standardization of opening and closing lists, in addition to deep cleaning lists for retail stations at Redifer Dining Commons in 2023.• Student Success Director from academic year 2021-2022 to 2022-2023 with responsibilities including but not limited to: Overseeing all student workers within the facility; oversee and foster student employee promotion opportunities and standards; advocate for diversity and inclusion within our workplace for all of our employees; event planning/support for employee recognition, student recognition, and for guests; ensure needs for student employee recruitment, staffing, and promotions were met; and improve the student worker experience. • Increased student employee total by over 100% within the 2022-2023 Academic School year.• Hired as Retail Director for academic year 2020-2021 with responsibilities including but not limited to: Overseeing grade 9 tech service workers (Deli Workers), CSRs, and student workers; overseeing approximately $150,000 or more in sales on a weekly basis for regular operation of Market Pollock, Market Pollock Kitchen and Edge; event planning/support and employee recognition; and operations for catering, Nittany Lion Training, and upstairs All You Can Eat dining as necessary.• Increased revenue by almost 100% in academic year 2021-2022 in comparison to 2018-2019 (the last previous year with full operations in entirety) for Market Pollock.• Committee involvement includes: Campus Events (Current), Diversity and Inclusion (previous), Student Success (previous), Retail (previous), Edge (previous).

• Involved in planning and outreach in the Penns Valley region area for businesses and collaborations with the event.• Involved with finalization of press releases and marketing materials.

• Responsible for building leads and business relationships due to work within the community to assist with further renewable energy generation within the state of Pennsylvania.

• Ranked 1st within the company with our location's Logistical Scorecard for FY 2019 until announcement of store closing.• Became new onboarding leader to provide assistance and compliance training to new hires. Had the lowest turnover in the Pittsburgh District with a turnover rate approximately 3%.• Shortage ranked 2nd within the company, coming in under $35,000 or .5% of location revenue and inventory for FY 2018.• Ranked 9th within the company with our location's Logistical Scorecard for FY 2018. • Our team won a company contest for best fulfillment results within tier and posted top 5 results (percentage) within the entire company for FY 2017, FY 2018, and FY 2019. • Led approximately ten people to drive customer service while fulfilling operational tasks (Top 5 score in region for customer service each fiscal year).

• Surpassed sales plan by over 10% in Ready-To-Wear (Women's Apparel) and Women's Shoes departments for FY 2016.• Surpassed sales plan by over 3% in Ready-To-Wear (Women's Apparel) and Women's Shoes departments for FY 2015. • Created development plans leading to the promotion of twelve employees.• Loss prevention and asset protection emphasis to reduce shrinkage.• Leveraged the use of proprietary programs for customer retention and sales.• Pittsburgh District Coach of the Month – February• Sales Manager of the Season – Fall 2015• Sales Manager of the Season - Spring 2015

• Established on premises contact with clients to ensure banquet set up were ideal for clients.  • Established organization to improve overall inventory management.  • Responsible for the management of up to 20 employees while enforcing basic HR procedures. • Researched new potential business venues for the hotel to explore.

• Experienced lowest levels of employee turnover out of 22 franchise owned stores for 2013. • Had the highest productivity for Fall of 2013, which led to over 18% net profit margin. • Developed and trained eight members of the management team within the district. • Conducted district manager level work to set new standards at district level in 2013. • In fall of 2012, increased productivity levels of the South Atherton location by over 25%.

• Established on premises contact with clients to ensure banquet set up were ideal for clients.  • Established organization to improve overall inventory management.  • Responsible for the management of up to 20 employees while enforcing basic HR procedures.• Improved profit by lowering labor costs.• Researched new potential business venues for the hotel to explore.

• Responsible for front-of-house operations; supervising up to a dozen employees at any time. • Improved CRS scores for servers from the range of 70-75 to a consistent score of 90 or higher.

• Supervised up to four employees at a time. • Reorganized stockrooms for optimization: cut restocking time from 16 total man-hours to 3 total man-hours and led to the discovery of over $5000 of unaccounted inventory.