Kenneth L. Stanley

KENNETH L. STANLEY

Bachelor’s Degree University of San Francisco; School of Police Staff and Command Completion Certification Northwestern University Evanston IL; Florida Real Estate License FL Dept. of Business and Professional Regulations; Private Pilot 04 Federal Aviation Administration; continuing education in leadership principles. He is currently becoming credentialed with the International City/County Management Association.

• Chief of Police City of University Heights Iowa – Direct, coordinate and oversee all departmental procedures, practices and activities; develop annual budget, long range plans, objectives and policies; evaluate employee performance; monitor and evaluate effectiveness and responsiveness of Police Department (October 2014 to Present – $59,000 annual salary – seeking greater opportunities)

• Chief of Police; valuate employee performance. (Oct 2013-Oct 2014)

• Sergeant – California Highway Patrol (06/1981-09/2013 $128,000 annually))Supervised, responsible for providing patrol, traffic, investigations, community regulations, training and special duty activities and evaluate employee performance. Retired

 

NEW TOWN MANAGER APPLICANT – When applying to the City of Bunnell, he required a salary of $75,000 in August 24, 2013 – No salary requirements mentioned in the White Springs Ap

NEW TOWN MANAGER APPLICANT – KEVIN J. KEOGH

Kevin J. Keogh

Proven background in managing small and large diverse organizations including a large federal agency regional office.  Approximately 20 years of management experience in the public and private sectors with particular expertise in the following areas.

  • Human Resources Administrator (Not included in the Bunnell resume)
  • Employee Development  (Not included in the Bunnell resume)
  • Management Evaluation systems  (Not included in the Bunnell resume)
  • Project Management  (In the Bunnell resume Operations and Project Management)
  • Labor Relations
  • Intergovernmental Relations (Not included in the Bunnell resume)
  • (In the Bunnell FL Resume… Governmental Operations)
  • (In the Bunnell FL Resume….Team Building and Team-Based culture
  • (In the Bunnell FL Resume….Community Development Block Grants)
  • (In the Bunnell FL Resume..Customer Relations and Support)
  • (In the Bunnell FL Resume…..Stategic Planning)
  • (In the Bunnell FL Resume…. Financial Operations and Budget)

U.S. Department of Housing and Urban Development, Boston MA                               3 Years

New England Regional Director – responsible for distribution and monitoring of CDBG funds and economic development/redevelopment grants.  Spearheaded large and small projects throughout New England, including directly with the City of Boston on the New Convention Center. Budgeting, training, work activities, performance evaluations and motivation of 325 employees were my duties. Enhanced public relations for a federal program through organization of Business Economic Development Day for small business.  Developed agenda and hosted the event with U.S. Senator Susan Collins.

In the Bunnell Resume he was the New England Regional Director from 2001-2004.  Appointed to the White House to the position of Regional Director for the Department of Housing and Urban Development in Boston.  Managed all aspects of the 6 States’ governmental programs including:  Public Housing, Section 8 Mlti-family housing, Fair Housing and Community Planning and Development; Budgeting, training, scheduling Work activities, performance evaluations and motivation of 325 employees; Enhanced public relations for a federal program through organization of a Business Economic Development Day for small businesses.  Developed agenda overall program and hosted the event along with US Senator Susan Collins, bringing needed information from 9 governmental agencies to small business owners.  The success of this event became the template for further B.E.D.D. programs nationwide; Built Strong business relationships with the community, government and product consumers.  Negotiated productive partnerships as needed to achieve the goals of HUD and the needs of the customer.

 

Management Consultant – St. Petersburg, FL (Current position)                                               10 Years

Reorganized communications operations for State Senators, including message and media contacts.  Formed press relations with principle electronic, print and digital news and information outlets, resulting in significant increase in story count and press presence.  As a realtor, bought and sold residential real estate in Boston Maine and St. Petersburg. (In the Bunnell resume he listed Baywood Real Estate Investments 2004-2008 where he was a real estate partner where he bought and sold residential real estate in Boston, MA, Maine and St. Petersburg) A veteran of start-up businesses, I advised my clients and personally saw to it that codes, licensing, tax regulations zoning and even signage regulations were adhered to.  I have extensive knowledge BR & E Strategies and Community Redevelopment Agencies.

In the Bunnell Resume:  KEOGH CORPORATE CONSULTING & COMMUNICATIONS – 2008-Present – Owner:

Reorganized communications operations for State Senator Jack Latvala, including message and media contacts.  Formed press relationships with principle electronic, print and digital news and information outlets, resulting in a significant increase in story count and press presence; Consulted with Gramley’s Automotive Services on everything from bookkeeping to finding a new location, with a less expensive lease and much more traffic, resulting in lower overhead and a large increase in business.

 

 

Owner/Partner/Operator of 6 radio station group “Down East Broadcasting” Portland ME  17 Years  (from 1985-2000 in the Bunnell resume)

Project Manager – of new radio station built from the ground up.  Identified saleable foremat, growing a $400K investment into a $6.4M profit center in 4 years.  With the use of research including auditorium testing, increased ratings from 3.5 to 5.9 in the key 25-54 demographic.  Ratings are the key metric used to measure the growth of listenership

In the Bunnell resume listed as the Owner/General Manager – increased radio station ratings from 3.5 to 5.9 in the all important 25-54 demographic. ; Drafted a comprehensive marketing plan that included direct mail, call out research, TV advertising and Web Site creation, with interactive contesting and music research which increased sales revenue by 40%; Successfully organized the effort to get a license for a radio station despite ongoing litigation.  Coordinated the efforts of the legal teams in Washington D.C. and Maine, along with our engineers to interface with one voice to the Federal Communications Commission; Project Manager of a new radio station built from the ground up.  Identified the saleable foremat and fast paced contemporary hit radio delivery and succeeded in growing a $400K investment into a $6.4M profit center in four years; Enhanced the listening audience by initiating yearly auditorium testing as part of our ongoing market research.  Surveyed the audience on listening questions, likes, dislikes, advertising hooks and overall music format.  Made changes as a result of information gained that boosted listenership and revenue. 

Education:            University of Dayton   BA            In the Brunnell application he was shown as having a B.A. Communications, University of Dayton with additional coursework in Conflict Resolution, Team Building, Sexual Harassment, Diversity Training, Time Management and Negotiation.                                  

Professional Associations – Member Senior Executive Service of U.S.; Member Florida City/County Management Assoc.;         Pinellas County Emergency Management Volunteer

In the Bunnell resume:   White House appointment to the Senior Executive Service; Board of Directors Federal Executive Board; Board of Directors Maine Association of Broadcasters; Board of Directors Rockland Maine Rotary

HUD Archives: News Releases


HUD No. 02-007
Susan Forward, (617) 994-8218
Or contact your local HUD office
For Release
Thursday
January 10, 2002

Kevin Keogh Named HUD New England Regional Director

BOSTON – The U.S. Department of Housing and Urban Development today announced that Kevin J. Keogh, from Saco, Maine, has been named as Regional Director for the six states in HUD’s New England Region, based in Boston.

In this position, Keogh will serve as HUD’s liaison to mayors, city managers, elected representatives, state and local officials, Congressional delegations, stakeholders and customers in Connecticut, Maine, Massachusetts, New Hampshire, Rhode Island, and Vermont. He will oversee the delivery of HUD programs and services to communities, and evaluate their efficiency and effectiveness. Keogh is one of 10 regional directors in the United States.

For nearly 30 years, Keogh has made his living in broadcasting with the six-station, Maine-based Downeast Broadcasting group, serving as owner and general manager of the group from 1987 until its sale in 2000.

From 1994-2000, Keogh focused his attention on revamping and making more profitable Portland station WTHT, one of the group. During that time he worked with the Federal Communications Commission to double the station’s wattage. He also revised the station’s programming and increased advertising sales more than seven-fold.

Prior to that, Keogh oversaw the successful start-up of WQSS in Camden, another of the group’s stations. Beginning in 1987, Keogh designed the station’s layout, oversaw its construction, hired and trained staff, worked with the FCC in planning and implementing the station’s engineering and technical requirements, developed and implemented sales and programming strategies, and managed the day-to-day operations of the station.

Keogh graduated in 1972 from the University of Dayton with a degree in communications. He is an adjunct professor at the University of Southern Maine and was the chairman of the Maine Republican Party in 1992 and from 1994-98.

###

 

Content Archived: April 9, 2010

FIRST STEP IN FIXING OUR SOUL…

Step 1

We admitted we were powerless over Power and Greed and that our Town  had become unmanageable.”

The first step is to admit that you have a problem. Those who are not ready to admit to a problem may not be able to seek the help they need, and they may be more likely to return to the Pattern of blaming everyone else for the problems of the town. Accepting that a problem exists and facing it may be difficult, but it makes the Council aware of it. Admitting it to other people, the citizens, enforces the issue.

 

A wretched soul, bruised with adversity,
We bid be quiet when we hear it cry;
But were we burdened with like weight of pain,
As much or more we should ourselves complain.

William Shakespeare

GRIFFIN BUSTERS WERE ON MILL STREET YESTERDAY AFTERNOON

GRIFFIN BUSTERS

If there’s something strange
in your neighborhood
Who ya gonna call?
GRIFFIN BUSTERS

I ain’t afraid of no Griffins
I ain’t afraid of no Griffins

If you’re seeing things
while running through Mill Street
Who can ya call?
Councilman McKenzie, the leader of Griffin busters

A lighted sign on the berm
scared the camel in the camel truck
Who ya gonna call?
Councilman McKenzie

He said II ain’t afraid of no griffins
I run this town for my friends the Camels

Who ya gonna call?
GRIFFIN BUSTERS

If ya all alone
pick up the cellular phone
and call the leader of
GRIFFIN BUSTERS

He ain’t afraid of no Griffins
He jumps in his little white pickup
and roars down Mill Street to see what the Griffins did now

The Town didn’t want the sign
So the Griffins took it over in like kind
Who ya gonna call?
GRIFFIN BUSTERS
The leader then calls the other members of Griffin Busters
This includes Willy, Tanja, Helen and Rhett and say’s

Ya better call
GRIFFIN BUSTERS

Lemme tell ya something
Bustin’ makes me feel good!

I ain’t afraid of no Griffins
I ain’t afraid of no Griffins

Don’t get caught alone no no
GRIFFIN BUSTER
When it comes to the Griffins
Unless you just want some more
I think you better call
GRIFFIN BUSTERS
We’ll try to add additional criminal charges

or write in the news and make them targets

Who ya gonna call?
GRIFFIN BUSTERS
Who ya gonna call?
GRIFFIN BUSTERS

I think you better call
GRIFFIN BUSTERS

Who ya gonna call?
GRIFFIN BUSTERS

I can’t hear you
Who ya gonna call?
GRIFFIN BUSTERS
Louder
GRIFFIN BUSTERS
Who ya gonna call?
GRIFFIN BUSTERS

Who can ya call?
GHOSTBUSTERS

Who ya gonna call?
GHOSTBUSTERS

SIGN1SIGN2

E Carribean - Joe and Karin 1

YOU’RE BUSTED!

Options for an increased police department

 

Perhaps when we receive our $3M loan after securing a buy-in of $250,000, most likely from the Sewer Revenues we can purchase an MRAP for White Springs.

 

Police officers in Mason City, Iowa, get a look on April 14 at the department's new mine-resistant ambush-protected vehicle on loan from the Department of Defense. The vehicle will be used primarily by North Central Iowa Special Operation Groups. (Arian Schuessler/The Globe Gazette via Associated Press)

Apparently there are many small towns that have acquired a mine-resistant ambush-protected armored vehicle (MRAP) from the Pentagon so this would not be strange as a new purchase or loaner.

Also if we have additional crime or violence and can hire additional police for White Springs, we should consider a SWAT .

 

 

WCSD

Viable alternatives to the WSPD would never be considered by Town Officials, no matter what the economic problems may be.

There are emerging crime trends which are causing small town law enforcement officials to consider changing the structure of service provision, as well as the alternate strategies which have already been implemented in some communities.

 

Three alternate strategies have emerged in small communities (1) contracting for patrol services with county sheriffs’ offices (2) consolidation or merger of small police departments in close proximity to each other for which there are no such small communities near us in Hamilton County, and (3) contracting directly with certified police officers—a form of privatization. This latter form of privatization may consist of military veterans who form a special private security business.  From what I have read from Towns that have implemented these security firms is that they have reduced their crime rates by up to 61% in less than two years.  The reason for this success is that they can see a problem quickly and adapt versus trying to spin the rusty cogs of the bureaucratic process.

Contrary to the government apparatus, private police, must be efficient as well as safe, for one small mistake or claim could end their entire operation. If inefficiency is spotted within the system, changes must be implemented swiftly to avoid the loss of revenue.

 

Government police, despite not acting like it, are still part of the government.  This means that any progressive change for the better takes ten times longer than it would in the private sector; if it happens at all. Government police are not driven by efficiency and threats from liability, as neither one of these things are needed when you have a tax farm to rob when things get tight.  And this apparently is the way our White Springs Council has felt in their handling of the police department throughout the years.  However, for some reason, the officials spend more on what they want than what they offer to the Police or Fire Departments.

The numbers of communities implementing such alternatives have increased and more will need to do so in the future.  Limited resources which White Springs apparently does not have in accordance with their budget and economic slowdowns even though we have one of the highest unemployment percentages in the State would not even be a consideration for the officials to reduce their police department from four to two officers. 

However, most community officials realize they must establish creative solutions for maintaining adequate service levels at a reasonable cost.  Currently our WSPD are not offered substantial salaries and benefits but many times there seems to be a revolving door as a result.  Some of the officers are fairly new to the job. Yet White Springs officials protect their officers and allow leeway other communities would not allow.  This is because White Springs officials use their police department to punish those that do not agree with them.  And of course, let’s not forget that initially they provided a motorcade for our former mayor’s safety.   I believe in Bill Lawrence’s statement.  “There should be only one police officer for every 1,000 citizens.”

The Hamilton County Sheriff’s Department, I understand answers some 72% of the calls in White Springs and FDLE reports that our traffic ticket citations are overabundant in comparison to other crimes handling  and services provided by the WSPD.
Implementation of a non-traditional police service is a highly political undertaking which may affect the community itself. This is apparently Mayor Rhett Bullard’s fear. However, more and more officials are finding that such creativity and innovations are required to adapt to the changing needs of their individual community.   I may state that one of the reasons for people to feel badly that they lose their police department is they had familiarity with all the police officers, which is not the case in White Springs.  A second reason is that small town police departments usually are extremely fair to the citizens who employ them.  I recently have seen how the Chief and Detective assisted my neighbor, who is my age.  Yet another lady complained that an officer was rude to her because she was using her golf cart on the sidewalk on Highway 41 and he tried to arrest her.  In White Springs it appears it may be who you are, whether the services are provided at times but as I explained, please do not complain to us but rather make your own complaints.

When one has their own police departments, the services provided are the most visible to the citizens showing their tax dollars are at work.  Yet many of the citizens of White Springs are plagued with such crimes stemming from drugs, violence by guns and knives and thefts by younger people and there does not seem to be a resolve.  From what we have noticed, the Sheriff’s office has responded to the majority of these crimes.

 

It meets with statistics nationwide that find small community police departments tend to worry more about traffic code enforcement and property crimes such as vandalism and burglary, while more instances of drug and gang-related crimes are occurring.  The FBI crime statistics for 1997 show an overall decrease in crime nationwide; however, in rural counties, robberies increased 10.7 percent, motor vehicle theft increased 4.6 percent, and forcible rape increased 7.4 percent. A recent study by the National Center on Addiction and Substance Abuse reported that adolescents in small towns are much more likely than their peers in big cities to have used drugs.  Many of the citizens in Whites Springs pray that something will be done to stop this especially the drug Molly.

 

A common problem in small towns is that police vacancies serve as entry-level positions for many recruits. After training and a minimal number of years on the force, they move on to more lucrative opportunities in larger communities or to the Hamilton County Sheriff’s Department which can afford more generous pay and benefit packages. It is financially difficult for a town of less than 1,000 people, to compete for police officers on economic terms. White Springs seems to have had a vicious cycle of constantly hiring and training new recruits; this hinders continuity and stability and imposes additional financial burdens.  State and federal mandates also create pressure for local officials to consider alternate strategies for policing. Many police chiefs experience difficulty finding time to train all their employees and then having to raise funds to pay for unfunded mandates as well.  Yet in White Springs, we have been paying for all mandates and suggestions for equipment required by the police department.

 

Towns maintain local control by choosing which services they want to receive, participate in the selection of personnel and determine staffing levels.  At the current time White Springs hires four full time officers with reservists which although there is not a charge for their services, they fall under the Town’s liability when working for White Springs.  We also provide our own distinctive uniforms and include police cars with the City logo. 

 

Rather than assuming the liability of all police officers, one option would be for the sheriff’s office assumes liability and control over hiring and training.  More than once bids were secured from the Hamilton County Sheriff’s office to provide two officers 17 hours a day which would leave no expenses and charges to our Town in the event of liability suits.

Currently through the insurance fund the Town has a combined single limit of Bodily Injury including death Property Damage, police liability and officials’ professional liability coverage of $300,000 Total for all claims of loss in one year.  Those are not adequate limits and up to this time we have not had an unfortunate incident where someone was accidently killed or died at the hands of a police officer.  If such arose, liability awards after the liability limit is spent for defense, the Town, itself, would be responsible for whatever judgment would be imposed.  And we do not have adequate insurance for such assumption of risk.

For smaller towns, the decision to ax or scale back police departments often comes down to money and “perceptions; Yet if we receive our $3M loan, we may even increase our department.

Karin for the blog.

$10.00 in verses $10,000.00 out.

WHEN $10.00 INTO THE TOWN COFFERS BECOMES $10,000.00 OUT OF THE TOWN BUDGET.

As you may remember, the Town and I are having a “battle royale” over the 500 or so e-mails on Helen Miller’s computer that she put there, ala Hillary Clinton, when she was running the town as Mayor.
First off, the e-mails requested exist and they are public records.

Second, the town refuses to take control of the e-mails despite 56 requests for them to do so.

Third, the Florida Constitution is very clear that the emails are public records and that all that is needed by a citizen is to pay the statutory fee and receive the documents.

Fourth, the requested e-mails only would cost $10.00 because the requestor, me, has asked for them in the electronic form in which they are stored on Miller’s Computer.

Fifth a Second Federal Civil Rights suit is very likely and, if the costs of the present suit are any indication, it would cost the town over $10,000 out of the Sewer Fund to litigate the denial of public records.

Sixth, all of the Town Council members are participating in the denial of public records and so will all be defendants in the New Suit. That means all will be deposed.

In Discovery in the new suit I would get the e-mails and hopefully would get an injunction from a Federal Judge on denial of public documents. The Town has said that it would cost me $500.00 to get the e-mails off of both Koberlein’s and Miller’s computers. It’s just cheaper to file the lawsuit

And finally, it would cost me approximately $500.00 to file the new suit and it would cost the town $40,000 (mostly in insurance money) plus the $10,000 to defend the suit, assuming the insurance company steps up to the plate again which I think is doubtful.

Wouldn’t it just be easier to turn the documents over?

The new vehicles will be WORK TRUCKS? If Work Trucks why are they not pre-used or are they?

One of the questions raised by Councilman Willy Jefferson was whether the trucks we will be purchasing will be used mainly as work trucks and he was told yes.  Well anyway that is Yes for this week because at the next meeting the Council will be voting on the 24/7 People who will be allowed to take their vehicles home                   ( Andrew to Gainesville).  Therefore we know Andrew’s vehicle will probably not be used to haul anything so it is dented and scratched.

However, Kenny will have to be very careful not to haul anything unless a trailer is hitched to the truck otherwise it may look like this because Kenny works hard.  Most Towns when discussing Work Trucks go to the auction and secure one that runs for a low price because their town officials realize that a work truck is not cruising down the road but one that will be beat up hauling things.  But we are the elite in White Springs and our citizens are so rich that we can offer great things to the employees.

Image result for photo of broken down work truck

Seriously if we hire a Town Manager who cannot live in White Springs, we also shall have to provide a NEW Vehicle to that 24/7 Manager because of the precedent and the policy the Council will be voting on.

And Chief Tracy is not receiving a NEW Police Car but has to use the one we have for now.  Bill Lawrence placed a sinking fund in his budget last year for a new police car which was over $9K but I don’t think we have the money any more.  Surprise Surprise

Happy Days!

Karin for the blog

THE TOWN MANAGER PROBABLY DOES NOT REALIZE IT BUT NOT ONLY WILL THE INSURANCE PREMIUM INCREASE BECAUSE OF THE NEWER VEHICLE VALUES BUT ALL LIABILITY, COMPREHENSIVE AND COLLISION COVERAGES WILL INCREASE  ON ANDREW’S VEHICLE ONCE YOU ADVISE THE INSURANCE TRUST THAT THE GARAGING IS GAINESVILLE.  ALSO I AM CERTAIN NO ONE HAS ADVISED THAT THE POLICE CAR IS GARAGED IN JACKSONVILLE, NOT THE HAMLET OF WHITE SPRINGS.  THIS MUST BE INCLUDED IN THE BUDGET.  YOU ARE REQUIRED TO NOTIFY THE INSURANCE CARRIER.

The Holes still remain if you take out the Nails

We hear frequent comments of our taking the first steps to befriend those who have hurt us.  We have tried but as we could have guessed, that step was only because something was required of us.

Again we heard that the Town cannot help with that which happened to Joe in the past or to me.  It is stated that one cannot change what was done, and that may be very true.  But who has honestly ever made the first step to say “We may have been wrong about you and apologized”  One prominent person did so but in the end when the Town placed us on criminal status that changed.

Please let me make an analogy of what this situation is like:

A few nails were placed into the board (being Joe) in 1999, through 2001.  Joe fought back and that entailed more nails into the board. For every step we have taken toward the good, the officials of this town and their friends find more ways to pound nails into the board.

You wonder why one cannot just forget events that are still continuing with lies from the town.  Well try taking the nails out of the board and you will find that the holes are still there and no one from the Town has tried to put in wood putty.

Karin for the blog