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Alvin B. Jackson, Jr.

TABLE OF CONTENTS

PAGE

RESUME 1

CB&A INTERVIEW 8

BACKGROUND CHECKS 14

REFERENCE NOTES 16

INTERNET SEARCH 24

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Resume

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CB&A Interview

Dr. Alvin Jackson Jr.

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Education

Doctor of Ministry Degree, Thomas Brown Bible College, Jacksonville, FL Masters of Ministry Degree, Thomas Brown Bible College, Jacksonville, FL BA, Government and Politics, University of Maryland, College Park, MD

Experience

Director, Hallandale Beach Community Redevelopment Agency, FL 2011 – Present

Principal Officer, The Quantum Leadership Group, Inc., FL 2007 – 2011

Outreach Manager, Nova Consulting, FL 2005 – 2007

Deputy Executive Director, South Florida Water Management District, FL 2001 – 2005

Deputy County Manager, Lake County, FL 1996 – 2001

Economic Development Director, Lake County, FL 1993 – 1996

Leisure Services Director, Eustis, FL 1990 – 1993

City Administrator, Eatonville, FL 1988 – 1990

Background

The population of Hallandale Beach is 40,000. Mr. Jackson supervises four of the City’s 500

employees. The Community Redevelopment Agency has a budget of $11 million, and the total

city budget is $100 million. The three most important issues facing Hallandale Beach are:

Economic development. Hallandale Beach has reached a pivotal point. The City has a

strong commercial/entertainment base with a dog track, horse track and casinos/gaming

facilities along with retail/office. Attracting industries which fit the community and

create jobs will be important. Three target industries are: (1) hotels so the people who

come for the gaming facilities do not need to lodge elsewhere; (2) office space - the City

can afford to offer class A office space at a lower cost than its neighbors; and (3) tourism

and entertainment;

The parks system. City parks are old and have come up short of the maintenance

required. The City needs a world class park system to attract significant tourism; and

Customer service. Hallandale Beach needs to develop a culture of customer service.

Interview Comments

When Mr. Jackson worked for the State’s largest environmental agency, South Florida Water

Management District, he supervised 1000 individuals and managed a $1.2 billion budget. He left

the agency to create a consulting firm which obtained a contract with the Everglades Restoration

Project. During that time he wrote a book entitled ‘It Is Another Great Day’. The Halladale

Beach City Manager, Mark Antonio, read his book and contacted him to discuss his challenges


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with its Community Redevelopment Agency. He was also looking for a director, and the timing

was right for Mr. Jackson. A new governor had just put the Everglades Project on hold. Mr.

Jackson had managed cities, counties, and major regional organizations and was excited about

the opportunity to work with a small group of only four employees. When Mr. Antonio

mentioned he was retiring, Mr. Jackson saw an opportunity to help move the organization to the

next level. He feels he can have very positive impact inside the organization as well as in the

community. When an organization comes alive, the community benefits greatly. Employees

striving for outstanding customer service begin problem solving and coming up with creative

approaches. Mr. Jackson wishes to become the next Hallandale Beach City Manager because he

can create that kind of environment.

Mr. Jackson’s leadership style includes working strategically to create a team which becomes a

think tank for the organization. Employees would say he is their biggest cheerleader. He

empowers them to be creative and work independently. He encourages risk taking and thinking

outside the box. He wants them to work cross functionally. He motivates and supports them,

and appreciates a job well done. He systematically lays out a work plan so they understand how

they are connected to the big picture. Elected officials would say Mr. Jackson brings people

together. He inspires communications and consensus building. He is a positive person who does

not get caught in political issues. They would also say he does not take matters personally and is

an excellent manager.

Mr. Jackson strengths include empowering others and making them feel good about their jobs.

He develops those he leads, wanting them to become the best professionals they can possibly be. Mr. Jackson feels his greatest challenge is learning to do less. He sees the work that needs to be done and often ends up trying to do too many tasks at once. He has learned to prioritize and is still learning to be patient. He must trust the approach he has taken rather than overwork himself for more rapid results. Mr. Jackson measures performance by the number of jobs created and industries brought into the City. From a fiscal standpoint he compares the budget to the actual expenditures and identifies variances. Customer service is not a tangible object which can be directly measured. As a result, he uses internal and external customer service satisfaction reports as a gauge. The spirit with which the government operates greatly determines its success. If a city is technically sound and employees are following policy and procedure but applying the wrong attitude, service will not be nearly as good as when employees are happy and have the right attitude. They will be more helpful and friendly while being more efficient. A point of service survey allows customers to rate their experience. Internal customers must receive excellent service as well. A maintenance garage with a vehicle turnaround goal of 24 hours will not succeed if procurement is taking 36 hours to process. Everyone needs to be held accountable and develop an attitude of working together to accomplish their main goals. In terms of achievements, Mr. Jackson was blessed to be the City Manager of Eatonville, the oldest black incorporated city in the nation, early in his career. Economic development was a focus area and one of his efforts was the Zora Neale Hurston International Festival, one of


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Central Florida’s premier black cultural arts festivals. Attendance was often more than 100,000 and currently over 1 million people have been encouraged to visit the community. Another achievement occurred in Lake County. It was having a difficult time with its housing in the 1990’s when Mr. Jackson was the Economic Development Director. He created an award winning affordable housing program where the major banks became partners. He wanted residents to experience the American dream. His nonprofit agency helped 55 individuals become home owners. He will never forget the day he handed over the first key. He left Lake County in 2001 but went back four years later to visit. One man approached him and said that, if it was not for hearing him on the radio in 1993 talking about affordable housing and the help provided in restoring his credit, he would never have become a home owner. He said it took him four years to do so, but he finally got to thank Mr. Jackson.

Mr. Jackson reflected on his time as City Manager in Eatonville when asked about his biggest career mistake. He was 26 years old, just out of college, and very naïve. At the time, he wanted to change the world for the better. Water meters in Eatonville had not been read for ten years. Shortly after his being hired, some water and sewer lines broke. The City had no reserves to address the issue. He obtained Community Development Block Grants and replaced the lines and water meters. Once the meters were read properly, citizens went from paying a flat $10 fee for unlimited use of water to new much higher rates. As a result, he very quickly learned quite a bit about local politics and how sensitive water and sewer issues can become. He should have done a better job of engaging and involving the community in discussion before phasing in the new rates.

When asked about terminating someone’s employment Mr. Jackson said he preferred to call it

de-hiring. Performance measures are very important because with them there can be no

confusion about an employee’s progress. He prefers to counsel individuals and provide them

with a chance to rectify their deficiencies before they go to another job and experience the same

difficulties. If improvement plans and staff development are unsuccessful in helping the

employee perform his/her duties, that person must be separated from the organization. He offers

resignation as an option so the person does not have to face the stigma of being fired. Generally,

the process is a learning experience, both for the person being disciplined and himself.

Mr. Jackson feels the primary issues and challenges facing Hallandale Beach’s next City

Manager are:

Economic development;

Getting the right people on the bus and in the right seats; and

Working with the Commission to achieve its strategic direction.

If chosen as Hallandale Beach City Manager, in his first six months Mr. Jackson would:

Articulate the culture he wishes to create and the values needed to support that culture;

Explore all internal challenges and process areas requiring improvement;

Establish cross-functional teams;


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Examine customer service and points of entry to help staff understand customer needs;

Make improving processes and policies a priority, if necessary;

Gain an understanding of the current successful strategies being used to ensure the City

remains financially sound;

Work closely with the Commission;

Help each employee understand how their performance contributes to the overall

accomplishments and goals of the City; and

Develop leadership at every level and ensure the staff is dedicated to customer service.

Mr. Jackson gets along extremely well with the media. He does not hide from them. Rather, he

makes himself available at all times. If they wish to explore an issue, he sits down with them

and asks how he can help. Then he takes the time to explain the big picture before answering

their specific questions.

In his leisure time Mr. Jackson enjoys kayaking and traveling. He is raising seven girls and one

boy, the youngest being fifteen. He is a minister, and his wife owns her own business. He is

very family oriented.

Nothing in Mr. Jackson’s background would embarrass a future employer. He remains

professional at all times. When he was Deputy County Manager in Lake County, one daughter

came to him concerned that he might be fired. She had seen a billboard that declared: “The best

thing you can do for Christmas is fire Alvin Jackson”. An individual who would not subscribe to

the values Mr. Jackson promoted paid for the ad. Mr. Jackson and his superiors took the opinion

that he must be very important to have a billboard dedicated to him.

Over the years Mr. Jackson has held differing views on issues, but those on opposing sides

would tell you his behavior always remained above reproach. Being flexible and not leaving a

bad feeling behind is very important. He engages the community and ensures that elected

officials have quantifiable data to support any position they might be questioned about. While

working on the Everglades Restoration with the South Florida Water Management District he

provided elected officials with facts such as the importance of 400 jobs being created and over

$88 million coming back to the community. The community needs to be made aware of what is

coming in the future and the government must also take the time to celebrate its

accomplishments.

Words or phrases Mr. Jackson uses to describe himself:

Passionate,

Excited about tasks at hand,

Creates leadership in individuals,

All about touching people’s lives,

Causes things to come alive, and

Creates results.


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Reason for Considering Leaving Current Position:

The Community Redevelopment Agency will still be under Mr. Jackson authority if he is hired as the City Manager. He can be a major asset to the organization by creating a sense of leadership and a customer service culture. He hopes to get the organization excited about goals and objectives. He does not expect to have the City name a street after him, but he truly believes his leadership will positively impact the lives of others. He always tells other managers that a poor leader has as much negative impact as a great leader has positive.

Most Recent Salary:

$96,000 Prior salary $170,000

Interviewer’s Impressions:

Friendly, optimistic and passionate about changing lives for the better. High energy, motivated

and committed to bettering his organization.

Interviewed by: Trissa White, Colin Baenziger & Associates

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Background Checks

Background Check Summary for

ALVIN B. JACKSON JR.

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Criminal Records Checks:

Nationwide Criminal Records Search No Records Found

County

Palm Beach County, FL No Records Found

Lake County, FL No Records Found

State

Florida No Records Found

Civil Records Checks:

County

Palm Beach County, FL No Records Found

Lake County, FL *May 1998 – Small Claims

Indebtedness

Claim filed against Mr. Jackson

Disposition = December 1999 –

Dismissed

before hearing

Federal

Florida No Records Found

Motor Vehicle Florida April 2009 – Expired Tag Citation

Disposition = May 2009, Guilty, Fine

Credit Very Good

Bankruptcy No Records Found

Education Confirmed

Employment Confirmed

*Candidate explanation for record found:

From: [email protected]

To: Kathyrn Knutson

After reviewing the background report, Case Summary, 1998 SC 001232, which was a remaining

balance of $100 plus bill for my divorce Atty. Once I was notified it was immediately paid, for

some unknown reason I didn't finish paying him initially.

Alvin B. Jackson, Jr.

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Reference Notes

Reference Notes


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Derrly Benton – Mayor, Eustis, FL 407-222-8830

Mr. Benton has known Mr. Jackson since they attended High School together in the late 1970s.

He was later on the Eustis City Council and then became Mayor while Mr. Jackson was the

City’s Leisure Service Director in the early 1990s. Mr. Jackson was responsible for many areas,

including library services, economic development, and parks.

Mr. Jackson is a man of high integrity. He is extremely motivational and a solid leader. He

works well with elected officials, staff, and peers. He is a consensus builder. His loyalty and

people skills help him put together successful teams. He is organized and meets his deadlines.

Mr. Benton has not worked with Mr. Jackson for many years; however, they have stayed in

touch. Mr. Jackson is well seasoned now; so the lack of experience he demonstrated in Eustis is

no longer an area requiring improvement as it was then.

Mr. Jackson is very personable. He is computer literate but still prefers to meet people face to

face. He has experience dealing with the public, and his personality is an asset when working

out in the community.

Mr. Jackson has lived a life above reproach. He is worked in both the private and public sectors

and has extensive experience relating to the community. You will not find a candidate better

prepared for the role of City Manager.

Words or phrases used to describe Mr. Jackson:

Professional,

Experienced,

Motivational,

Loyal,

Integrity, and

Personable.

Strengths: High integrity, motivational, and a consensus builder.

Weaknesses: None identified.

______________________________________________________________________________

Mike Holland – Mayor, Eustis, FL 352-638-3151

Mr. Holland went to Eustis High School a few years after Mr. Jackson attended the school; so he

knew him before he began working with him in Eustis in 1990. If a City Manager position was

available in Eustis, Mr. Holland would do almost anything to convince him to come back to the

City.

Mr. Jackson is respectful of all people. The way he interacts with others is remarkable. He

works well with everyone, including elected officials. He is good at compromise and works

through issues quickly. Mr. Holland cannot think of a single weakness in his character or work

performance.

Reference Notes


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Mr. Jackson is very good with the public. He can walk into tense circumstances and turn the

situation into a positive, constructive one. He makes decisions quickly and accomplishes tasks

efficiently. He is a good judge of character. Some of the people he hired in the early 1990s are

still with the City.

Mr. Holland can still call on Mr. Jackson when he needs help moving a project through the

community. Mr. Jackson has maintained connections in Eustis; so he can easily advise Mr.

Holland about the best way to proceed.

Mr. Holland highly recommends Mr. Jackson. He will be a tremendous asset to any community.


Energetic,

Truthful,

Loyal,

Respectful,

Willing to compromise, and

Brings people together.

Strengths: Interacts well with others, especially in the community; and compromises.


______________________________________________________________________________

Ike Robinson – Commissioner, West Palm Beach, FL 561-310-2090

Mr. Robinson has been a commissioner since 1998 and has known Mr. Jackson even longer.

They are both members of the Florida League of Cities and attend League meetings with other

city officials. Mr. Robinson engages in a great deal of problem solving at these meetings by

asking members how they would handle particular issues. He developed a good relationship

with Mr. Jackson and has relied on his sound advice ever since. They currently see each other

professionally two or three times a year.

Mr. Jackson is well received and well respected in such gatherings. Everyone, including the

veterans, listens to him during discussions and values his counsel. His experience has been

helpful to others in many areas of management and administration. He is warmly referred to as

E.F. Hutton because, when he talks, people listen.

Mr. Jackson does an admirable job of working with elected officials. His greatest strength is his

ability to examine an organizational structure and pinpoint what is working and what needs to be

fixed. He is a terrific listener and does not make changes arbitrarily. He can alter the course of

plans without bringing the entire process to a halt. Mr. Robinson has not had the pleasure of

working with Mr. Jackson daily; so he is not aware of any weaknesses, negatives or areas

requiring improvement.

Reference Notes


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As an administrator Mr. Jackson is a team player. He solidifies the objectives of an organization

and pulls the entire team together to accomplish the agreed upon goals.

Mr. Jackson is working diligently to bring economic development to Hallandale Beach. He takes

off the blinders and looks both to the north and the south to see what is happening in other areas.

He is never afraid to ask other managers what strategies and methods work best in their

organizations.

If Mr. Robinson were hiring a City Manager, Mr. Jackson would be among his first choices,.


Dependable,

Credible,

Follows through on his promises,

Experienced,

Knowledgeable, and

The sort of man you would want at your back in a street fight.

Strengths: Well respected; sees the big picture; and listens to what needs to be done.


______________________________________________________________________________

Carole Pumpian – Director, Chamber of Commerce, Hallandale Beach, FL 305-761-6536

Mr. Pumpian has known Mr. Jackson since 2011 when he joined Hallandale Beach. He is

creative and open to new ideas. He is amenable to staff around him and a very good asset for the

City.

The City has made considerable progress since Mr. Jackson became the director of the

Community Redevelopment Agency. He maneuvers through government processes easily and

overcomes barriers to accomplish great successes. Ms. Pumpian does not know him well enough

to be able to identify any weaknesses.

Mr. Jackson interacts well through meetings, telephone calls, and email. He is always

responsive. He has experience working with the public and is good at it. He often has keynote

speeches lined up and attends public conferences.

Mr. Jackson is very keen on education. He does a fantastic job of informing the business

community about what support is available for them. When necessary, he is very good at getting

the word out about new municipal resources and programs.

Ms. Pumpian would hire Mr. Jackson as a City Manager.

Reference Notes


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Open to suggestions,

Open to new ideas,

Approachable,

Good communicator,

Knowledgeable, and

Professional.

Strengths: Moves through the government easily.


______________________________________________________________________________

Rex Taylor – City Manager, Leesburg, FL 772-473-9538

Mr. Taylor came to Leesburg, Florida in 1981 and met Mr. Jackson who was then with the City

of Eustis.

Interactions between them have always been good. Mr. Taylor has never heard a negative word

spoken against Mr. Jackson. He did a wonderful job as the Assistant County Administrator in

Lake County. They did not work together in the same organization but were both on the State

Historical Committee. Some grants that they received called on them to interact together.

Mr. Jackson is well organized. He is capable of keeping numerous projects moving forward and

in order. He has a great personality. He strives to be professional at all times. He is a good

administrator and politically astute. He has worked with various water management districts and

gained valuable experience.

Mr. Jackson’s dealings with the public and reporters have always been positive. He is a good

man, and any community would be fortunate to hire him.


Professional,

Outgoing,

Exudes confidence,

Experienced,

Knowledgeable, and

Gets things done.

Strengths: Organized, orderly, and has a great personality.


______________________________________________________________________________

Reference Notes


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Wayne Saunders – City Manager, Clermont, FL 352-394-4081

Mr. Saunders knew Mr. Jackson from 1993 to 2001 when he worked for Lake County. Since

then they have remained in contact and see each other at conferences.

Mr. Jackson is very bright and keeps well informed on most issues. He was deeply involved in

the County and his interaction with the other cities was great. He built strong professional

relationships and worked well with all elected officials.

Among Mr. Jackson’s greatest strengths are his leadership and excellent communications skills.

Mr. Saunders worked on many joint issues and spent a considerable amount of time in meetings

or on the phone with Mr. Jackson. Another of his great strengths is his outgoing personality and

how well he deals with the public.

Mr. Jackson has not been involved in anything controversial or embarrassing since Mr. Saunders

has known him. If given the opportunity, Mr. Saunders would absolutely hire him.


Good communicator,

Very involved,

Dedicated to his job,

Leader,

Outgoing, and

Team player.

Strengths: Leadership; deals well with the public; and communications skills.


______________________________________________________________________________

JoAnn Hyres – Employee, South Florida Water Management District 561-315-4296

Mr. Jackson was the Deputy Executive Director at South Florida Water Management District in

2000, and Ms. Hyres reported to him as the Director of Public Information.

Mr. Jackson is one of the best bosses Ms. Hyres has ever had. The District was undergoing a

great deal of change and departments needed to be improved within a short timeframe. Mr.

Jackson came in with an inclusive manner and encouraged open, honest communications. He

provided much needed support during a difficult process and brought his team together to

collaborate on problem solving.

Mr. Jackson’s responsibilities included outreach communication coordination with local, state

and federal governments. He excelled at facilitating negotiations and partnerships. Ms. Hyres

has worked at the water management district since 1987. Mr. Jackson accomplished more during

his tenure than anyone else had before him.

Reference Notes


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Mr. Jackson is a good communicator and prefers to handle his business in person or over the

phone. He always met his deadlines, even if he had to work around the clock to do it.

As the Director of Public Information, Ms. Hyres was responsible for public involvement with

the Everglades Restoration. Mr. Jackson led large group meetings. He always participated in

governing board meetings. He was involved in purchasing and contracting, attended business

fairs, and interacted and interfaced with nonprofit organizations. When dealing with the public,

his work was exceptional.

Mr. Jackson was very collaborative in his hiring process. He included personnel from other

departments and tapped into the historical knowledge of the organization when making key

decisions.

The Governor implemented a supplier diversity program with a short implementation timeframe.

The procurement department was already working past its proscribed deadline when Mr. Jackson

was hired, and the Governor was perturbed. Mr. Jackson got right to work and with public

involvement, governing board interactions, and communications with suppliers. In very short

order, and with extensive collaboration, he was able to meet the new standard.

Without any doubt Ms. Hyres would hire Mr. Jackson.


Team player,

Strong leadership skills,

Collaborative,

Inclusive,

Intelligent, and

Motivator.

Strengths: Able to implement change in a collaborative manner.


______________________________________________________________________________

Humberto Alonzo – Employee, South Florida Water Management District 305-796-7584

Mr. Alonzo met Mr. Jackson in 2001 when he reported to him at the South Florida Water

Management District.

Mr. Alonzo considers Mr. Jackson to be his mentor. His service leadership approach and the

focus he places on helping those he supervises to excel are truly unique. As a manager he is

always interested and engaged.

Reference Notes


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Mr. Jackson works well with everyone, including elected officials. He builds teams. In a city

with budgetary and transparency issues, his honesty and strong ethics have been assets. He

enhances the strengths of his staff. He utilizes the best skills of people to help them fulfill their

roles. He focuses on success while being forthright and interested in doing what is most

appropriate. He has no hidden agenda.

Whenever they worked together they talked on the phone every day and met once or twice a

week. Mr. Jackson was extremely good at working with the public. He always operated in a

timely manner, conducting himself with a sense of urgency.

Mr. Alonzo’s responsibilities shifted from one office to another, and his roles changed. He had

to refocus and build a team. Mr. Jackson worked to help him understand the issues,

personalities, and service needs in his new position. Mr. Alonzo never felt that he had been left

alone to take care of his new responsibilities. Mr. Jackson became his partner in finding

solutions. They worked through the process of reshaping the office by recognizing individual

strengths and grouping people where they would function best.

Mr. Alonzo gives his highest recommendation to Mr. Jackson. He would definitely hire him, if

given the opportunity.


Mentor,

Service leader,

Focused,

Genuine,

Committed, and

Engaged.

Strengths: Service leadership approach; focuses on helping those he supervises to excel; and

operates with honesty and integrity.


______________________________________________________________________________

Prepared by: Trissa White, Colin Baenziger & Associates

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Internet Research

Internet Research

Jackson, Alvin

Note: This research will be presented in reverse chronological order

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South Florida Sun - Sentinel - Fort Lauderdale, Fla.

Date: Oct 18, 2011

PURCHASE PRICE RISES HALLANDALE BEACH COMMISSION DISCOVERS

BUILDING IT BOUGHT NEEDS $1 MILLION IN REPAIRS

Author: William Gjebre BrowardBulldog.org

Hallandale Beach's decision in July to pay $1.2 million for property owned by a charter school

group headed by former Broward Democratic congressman Peter Deutsch is more costly for the

city.

City officials now say the cost to repair a building on the 1.9-acre site may be $1 million.

They also said that when city commissioners authorized the purchase of the property they didn't

know about extensive maintenance issues that might render part or all of the building unusable.

At the time, officials and residents speculated that besides creating a park on the property, the

existing building might be converted to a community center for the city's northeast section.

The deal with Hallandale School LLC, a charter school company managed by Deutsch and his

partners, has yet to close. That's expected in mid-November.

Hallandale Beach officials and Deutsch said the purchase price was based on the land value and

the aging building was included "as is."

But a city commissioner who joined in the 4-1 vote to buy the property, Keith London, said he

was not aware the building required an expensive fix up.

"I'm disappointed that we are finding this out months after authorizing purchase of the property,"

London said.

At the time of the sale, the Broward Property Appraiser's Office listed the site's market value at

about $916,000, while a pair of private appraisals ordered by the city set the total property value

at $1.43 and $1.85 million.

Deutsch's group bought the site in 2008 for $500,000, according to county property records.

"The land value was worth the price," said Mayor Joy Cooper. "The building has become

obsolete; we kind of knew it. I can't see using money to rehab" the structure.

Deutsch said Hallandale School LLC hoped to expand its Ben Gamla charter schools program by

locating a 450-student, grades K-8 school on the property at 416 NE Eighth Ave. But neighbors

opposed the project because of traffic and other concerns.

Internet Research

Jackson, Alvin


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CRA director Alvin Jackson said city officials were not surprised that the building would need

repairs.

But the extent of the repairs, and their potential cost, wasn't known until city building officials

took a closer look during the 60-day "due diligence" period - now expired - after commissioners

agreed to buy the property.

Jackson said costs would be much lower if the city tears down all or part of the structure.

Jackson said officials have decided the property will be used to expand Sunrise Park, a

playground area contiguous to the site.

Internet Research

Jackson, Alvin


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Miami Herald, The (FL) July 22, 2011

Charter school company makes profit on land sale to Hallandale Beach Author: William Gjebre

In a $1.2 million “bitter-sweet” land deal, Hallandale Beach City Commissioners agreed to buy

nearly 2 acres owned by former U.S. Congressman Peter Deutsch and his partners to solve a

community dispute.

The city has no immediate plans for the land, which will be paid for with tax dollars from the

city’s Community Redevelopment Agency.

A plan by Deutsch to build a Ben Gamla charter school on the land, 1.9 acres at 416 NE Eighth

Ave., had become the target of neighborhood complaints and worries about traffic.

“I’m glad it is resolved,” said Deutsch, of the City Commission decision reached Wednesday

night. “It’s bitter-sweet. Obviously we wanted a school there. It was clear the city did not want a

school at the site.”

Mired in a public dispute for years, school officials told the city in May they would put the

property up for sale, according to City Manager Mark Antonio. The move marked an about-face

for Deutsch’s group — in March the city’s zoning board had recommended approval if certain

conditions were met. “The school would have been too much” for the area to handle, Mayor Joy

Cooper said.

The transaction with the city, however, gained extra attention because of the amount of money

on the table.

Deutsch and his partners, Hallandale School LLC, will sell the property for $700,000 more than

the $500,000 they paid for it in 2008. The former Broward County congressman, also the

managing partner of Hallandale School LLC, downplayed how much money his group would

make in the transaction.

Legal bills, architects’ fees and the cost of a traffic study, would leave about a $150,000 profit,

Deutsch said. The company, which runs an elementary and middle school in Hollywood, as well

as a K-8 school in Sunrise, will use the money to fund its business, he said.

Deutsch is the business’s public face. He declined Broward Bulldog’s request to identify other

backers of Hallandale School LLC who put up the $500,000 to originally buy the property,

saying it was a private company.

Internet Research

Jackson, Alvin


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The property is assessed at about $900,000. But the city obtained two higher appraisals: L.B.

Slater and Company, of Hollywood, pegged the market value at $1.85 million; Robert D. Miller,

of Coral Springs, set the value at $1.425 million.

Antonio said the purchase price seemed reasonable compared to the city’s acquisition several

years ago of 1/3 of an acre for a park just north of the site for $450,000.

Mike Butler, a local gadfly who writes the blog ChangeHallandale.com, said the city has spent

about $28 million over the last six or seven years buying land without a particular purpose.

The purchase comes as the city continues to use reserves to keep from running a deficit in its

approximately $100 million budget, Butler said.

“I think the city already has enough real estate that it doesn’t know what to do,” Butler said.

Alvin Jackson, director of the city’s Community Redevelopment Agency, said the agency has

the money for the school property in the CRA’s $6 million land acquisition allocation. The city

commission also acts as the board overseeing the redevelopment agency.

The property, Jackson said, is within the redevelopment district. State law allows the city to

collect property tax money in the district and target those dollars for development uses in that

area, including recreational, street and utility improvements.

Jackson said no other project was sacrificed to buy the school property and that the dollars used

already exist in a land acquisition account.

“I’m very much at peace,” Deutsch said, “with the decision” to sell to the city. He added the

school would be looking at other available locations in the city for a school.

Although area residents opposed the project, there were few speakers at Wednesday’s meeting.

One of those, however, was Barbara Southwick. She told city commissioners while she was

concerned about “the profiting from” the sale to the city, she nevertheless supported the

acquisition. She said the northeast section is the only area of the city lacking “an indoor” facility.

The $1.2 million price could be reduced by $100,000 if the synagogue currently on the land

vacates the property within six months after final execution of the contract between the city and

Hallandale School LLC.

The $100,000, according to the agreement, would be used to pay the city rent if the synagogue is

still occupying the property after the six month period — at a rate of about $5,800 per month,

until the amount is exhausted if still occupied.

City and Hallandale School LLC officials, however, said the synagogue is expected to vacate

within six months of finalization of the sale.

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Orlando Sentinel - Orlando, Fla.

Date: Aug 16, 2009

With economic recovery at hand, let's develop Lake's work force

Author: Alvin B Jackson Jr

As our country accelerates toward economic recovery, President Obama has challenged

government agencies and private-sector enterprises to develop innovative approaches that will

create jobs and provide opportunities for small and local businesses. Small businesses are the

backbone of America's economy. Most people in the United States are employed by small

businesses. By strengthening our small businesses, we strengthen America.

For more than 20 years, we have developed, pushed, advocated and implemented programs that

have increased opportunities for, and stimulated the economic development of, small businesses

and communities. If this process is carried out properly, jobs at every level in our society can and

will be created. Our local businesses can then become the engines for creating jobs while

delivering goods and services to help stimulate the local economy.

Work-force development is a critical component of economic recovery. The objective is to hire

locally. To do this, communities, agencies and educational facilities must work together to

establish a work-force-development effort that will create new employment opportunities for the

underemployed and unskilled residents.

The work-force-development piece has many facets: what jobs are being created, required-skill

sets, the availability of local skilled labor, work-force training, continuing-education

opportunities, English as a Second Language classes and transportation. However, the ultimate

work-force-development goal should be to ensure that the local work force, specifically

individuals residing close to the project and/or job, are actively recruited and ultimately

employed by primes and/or subcontractors and service providers.

Work-force strategies should include the following:

*Informing the local community of upcoming projects and opportunities, the current and

projected jobs to be created and timelines.

*Providing additional training to new hires, educational experiences and opportunities and the

ability for employees to advance.

*Working with technical schools, work-force agencies and colleges to provide programs to

deliver appropriate skill sets for jobs.

*Maintaining contact with local and regional work-force and employment agencies; continually

provide updates on the number of employees, projected number of additional hires and project

timelines.

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*Developing an assessment process that will measure identifiable standards of performance and

quantifiable training and job-placement results.

These and other strategies will produce a labor-ready community by having a trained local work

force. It also will enhance diversity within the local work force, ensure that local labor-utilization

requirements are met and increase economic growth.

One successful example is the Everglades restoration work-force program. Using the strategies

outlined above, we accomplished the following:

*More than 350 residents were trained as construction-craft and heavy-equipment operators.

*Project costs totaled more than $200 million.

*More than 427 direct jobs for residents in the local Glades communities were created, with a

payroll of more than $13 million.

*The overall economic return on investment of was 762 total jobs and $87 million pumped into

the local economy.

That is true economic development -- it's that simple. Small businesses are the key to stimulating

the economy. Through working together to increase small-business participation and create more

local jobs, we can rebuild and improve America's economy.

Credit: Alvin B. Jackson Jr.

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Caloosa Belle (LaBelle, FL) February 14, 2008

Construction on agenda

County proclaims Black History Month Author: Stankeisha Burchell; Special to the Clewiston News; [email protected]

CLEWISTON - Amid nearly 30 concerned constituents gathered at Clewiston City Hall, the

Hendry County Board of Commissioners reviewed important matters on the agenda.

On February 12, 2008, a proclamation was adopted. Dedicated to Florida Thomas of Hendry

County Libraries, Jessica White, a Clewiston High School senior, presented both the Board and

constituents alike with a Black History Month proclamation to be displayed in both Harlem and

Clewiston libraries.

Signed by Board Chair Janet B. Taylor and Clerk Barbara Butler, the proclamation was

presented to Hendry County Librarian Florida Thomas to be displayed in both Clewiston and

Harlem libraries.

Alvin Jackson from the South Florida Water Management District presented projections relating

to restoration of the Everglades.

In doing so, the SFWMD plans to provide community outreach by helping small businesses,

creating jobs and train-ing the workforce.

One of the most important elements discussed was the desire to hire locals to benefit from the

many employment opportunities being created in connection with the restoration effort.

"We put together partnerships with educational institutions as well as the workforce development

alliance," said Jackson. "To date we have trained and graduated 41 construction workers and

over 150 equipment operators."

Keeping with the topic of construction, the old sheriff 's substation located at the fairgrounds in

Clewiston faces demolition.

Vice Chair Bill Maddox suggested the building not be demolished. Maddox insists the building

is worth saving.

Other members of the Board, however, agree that even if the building is restored to

accommodate operating standards, the restoration costs outweigh the advantages of erecting a

new substation. "We've had two building officials and an architect look at that building that were

all experts in their field and all of them say you can't bring up to current codes," Commissioner

Kevin McCarthy stated. "The building is over 50 percent destroyed."

There were 11 bids that called for the demolition of the old sheriff 's sub-station.

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Naples Daily News (FL) May 23, 2007

Yet another director leaves SFWMD's west coast office Author: Julio Ochoa

The South Florida Water Management District's west coast office is on its seventh director in as

many years.

Number six, Rhonda Haag resigned this week to take a job with The Quantum Leadership

Group, Inc., headed by Alvin Jackson, a former deputy director of the water management

district.

As vice president of outreach services, Haag's new job won't keep her too far from the district.

She'll directly consult with the district to train workers and attract small business contractors for

district projects, such as the massive C-43 reservoir being built in Hendry County, the Picayune

Stand restoration and other Everglades restoration projects.

"I saw this position as an opportunity to learn a great deal about the west coast and use it as a

stepping stone to do other opportunities and still remain connected with the west coast," Haag

said.

Since Chip Merriam left after about eight years to take a job in the district's West Palm office in

2001, the Lower West Coast Service Center in Fort Myers has had six directors or interim

directors.

Other west coast directors have also moved on to other things. Carol Wehle is now executive

director of the district. Bob Howard is director of operations for the district.

Many were surprised to hear that Haag was leaving so soon after taking over when Jacque Rippe

left in November 2005.

"I was absolutely stunned," Lee County commissioner Ray Judah said. "I had been very

impressed with Rhonda and her understanding of Lee County's concerns on water-related

issues."

The constant turnover has created some instability on the west coast, Judah said.

"There is no question its caused a lot of instability and a lack of responsiveness by the district to

concerns in Lee County," Judah said. "There is no surprise that we in Lee are struggling and

working as hard as we can to gain attention from the district."

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Haag's position will be absorbed by the West Palm Beach office, where leaders are trying to gain

full-time positions for employees to work on Everglades Restoration.

Phil Flood, who recently took over leadership of operations on the west coast, including the Fort

Myers and Big Cypress offices, will absorb Haag's responsibilities.

Flood comes to the west coast from Tallahassee, where he worked in various jobs with the

Department of Environmental Protection for 24 years.

Given the history on the west coast, some wonder how long Flood will last.

"It does make it hard for sustainable relations," said Wayne Daltry, director of Smart Growth for

Lee County. "It's like World War I pilots: You have a drink in the bar but you don't get to know

each other very well because the next time you fly in, they might not be there."

Flood, however, says he's not going to fly off any time soon.

"If you go back and look at my history, I worked for the DEP for 24 years," Flood said. "That's

probably as stable as you're going to find anywhere. I have no intention of going anywhere."

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Palm Beach Post, The (FL) April 22, 2006

JOBLESS RATE DIP STRAINS EMPLOYERS Author: JEFF OSTROWSKI, Palm Beach Post Staff Writer

Alvin Jackson needs hundreds of construction workers, a scarce commodity given Florida's near

record-low unemployment rate.

So Jackson has little choice but to train employees, a dozen at a time.

Jackson heads the South Florida Water Management District's effort to hire workers for the

massive Everglades restoration project. His task didn't grow any easier with Friday's

announcement that the state's already-microscopic unemployment rate shrank even more in

March.

Palm Beach County's jobless rate dipped to 3 percent from 3.2 percent in February, the Florida

Agency for Workforce Innovation said.

Martin County's unemployment rate fell to 2.9 percent in March from 3.1 percent in February,

while St. Lucie County's jobless figure fell to 3.1 percent from 3.4 percent.

Statewide, unemployment remained near historic lows, dipping to 3.1 percent from 3.2 percent in

February. That's just above January's record low of 3 percent.

With employers bemoaning the lack of workers, the water management district has been

pumping money into training programs. A group of 18 students is scheduled to graduate next

month from a construction training program at Palm Beach Community College,Jackson said.

The students pay no tuition and leave the program with a tool belt, a hard hat and steel-toed work

boots. Considering that the Everglades project could create as many as 4,000 jobs paying as

much as $24 an hour, this group of students is only a small step.

"It's going to be a challenge," Jackson said Friday. "That's why we have to grow our own."

The free training and equipment are just one sign that employers are desperate for workers. In

the financial industry, employers are offering signing bonuses to woo workers, then providing

free lunches and other perks to keep them, said Andy Pober, Palm Beach County manager for

staffing firm Spherion.

"Companies have to really work hard to attract talent," Pober said.

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John Tolomer, head of Commerce Bank's Florida operations, agrees. The New Jersey-based bank

hopes to hire as many as 1,000 workers in Palm Beach County over the next five to seven years,

Tolomer said.

Commerce Bank recruiters have visited Florida Atlantic and Northwood universities.

"It's always difficult for us to find people," Tolomer said. "It's a never-ending battle of

networking and getting out in the community."

Even the state's weakest job market, Hendry County, had a jobless rate of only 4.8 percent.

The Panhandle's Walton County had the state's lowest unemployment rate at 2 percent, and fully

a dozen counties had unemployment rates of 2.5 percent or lower, a figure that meets most

anyone's definition of full employment.

Jackson cautioned against reading such sunny statistics too optimistically.

"Those full-employment numbers are deceiving," he said. "Sure, everybody is working, but they

might be making only $6 an hour."

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Ledger, The (Lakeland, FL) June 2, 2005

WORKSHOP EMPHASIZES COOPERATION BETWEEN CITIES AND WATER

MANAGEMENT DISTRICTS Author: KATE HOWELL Reporter Correspondent

MAITLAND -- Cooperation between local governments and their water management districts

was the prevailing theme of a half-day municipal water academy workshop held recently at The

Orlando North in Maitland.

"The whole intent of the institute is to help educate local officials about water issues," said Alvin

Jackson Jr., host of the program and deputy executive director of government and public affairs

for the South Florida Water Management District.

"At the end of the day, these elected officials are the policy makers," he said. "We're not."

The program, titled "Linking Water, Land and Growth Management Issues," consisted of several

short lectures on topics such as the regulatory role of the water management district and the

basics of hydrology, as well as panels on the various roles that organizations play in water

management, and linking land use planning and water supply planning.

Speakers represented Swiftmud, the St. John's Water Management District, Florida Department

of Environmental Protection, City of Saint Cloud Utilities and the Florida League of Cities.

"Water management districts cannot do it alone," said Swiftmud's Carol Wehle. "We are very

dependent on having great relationships with our local governments. I think it is our

responsibility to work together."

Todd Swingle, from the City of St. Cloud Utilities, gave the utility company perspective on

water usage.

"We feel it on the front lines from the growth we're experiencing," he said. "The utilities have a

very strong responsibility in how we use and distribute water."

Swingle added "while utility companies, water management districts and local governments all

want to preserve and restore water resources, we all have competing priorities."

The seminar also focused on two pieces of legislation that came out of the 2005 session.

According to Rebecca O'Hara of the Florida League of Cities, one Senate bill (360) required

local governments to incorporate alternate water plans chosen from the regional water supply

plan, to list all projects public or private that are needed to meet their water needs and submit a

five year plan.

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As for the second piece of legislation, "Senate Bill 444 provides monetary and regulatory

incentives for alternative water supply plans," she said. "It requires water supply plans to be a lot

more specific when it lists alternative water supply options to local governments."

O'Hara stressed that while priority funding is given to strategies found in the regional water

supply plans, local governments can suggest projects to be added to the plans.

O'Hara gave some advice to cities on handling the new legislation requirements.

"Start your planning early," she said. "I fully expect that there will be a glitch bill next session to

deal with the fallout from Senate bill 360."

She also suggested that individual cities work with their sister cities to alleviate the costs from

alternative water supply plans.

Additional workshops will be held in the coming months to cover water issues in more detail.

"This is kind of a primer," said William Graf, community outreach media specialist for

Swiftmud. "It's encouraging to see the amount of people here."

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Stuart News, The (FL) July 20, 2003

Water management chief search down to 5 finalists Author: Suzanne Wentley staff writer

"It needs to be someone that displays leadership ability, a record of stability, is dynamic ... and

has an understanding of projects and water management. As long as the person displays these

kind of qualities and understands how local government works, I don't know if their geographical

location has a bearing on it." Randy Smith district spokesman

Officials with the South Florida Water Management District plan to interview five candidates

this week for the job many consider the district's voice on the Treasure Coast.

A group of officials, headed by Alvin Jackson, deputy executive director of corporate resources,

will meet Wednesday with the candidates for the post of director of the district's Martin-St. Lucie

Service Center.

The Stuart-based post, previously held by Paul Millar who left the district in April, is the liaison

between the district's governing board and Treasure Coast residents.

"They are our direct line of communication, the direct link between what's going on locally, the

feelings of the citizens here -- directly down to the governing board," said Leon Abood,

chairman of the Rivers Coalition.

The candidates, selected from 70 applications, are:

Ernest Brown, Suffolk, Va., assistant director of Virginia's Department of Conservation and

Recreation.

John Mitnik, West Palm Beach, director of the state Department of Environmental Protection's

Port St. Lucie office.

Dean Powell, West Palm Beach, director of the water district's Everglades division.

Karen Smith, Stuart, interim director of the district's Martin-St. Lucie Service Center.

Rick Smith, Tallahassee, acting chief policy analyst for the Executive Office of the Governor.

District spokesman Randy Smith said the local candidates might not have an advantage for the

job.

"It needs to be someone that displays leadership ability, a record of stability, is dynamic ... and

has an understanding of projects and water management," he said. "As long as the person

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displays these kind of qualities and understands how local government works, I don't know if

their geographical location has a bearing on it."

Abood said he and dozens of other St. Lucie River advocates, upset by discharges of fresh water

from Lake Okeechobee into the Indian River Lagoon, are in constant contact with the service

center director.

Along with explaining the reasoning behind the unpopular lake releases, the director must help

with $1 billion worth of Everglades restoration work in Martin and St. Lucie counties.

The director also oversees at least 10 scientists who focus on area issues, including water

monitoring for the St. Lucie Estuary.

In April, Millar left the district after 28 years after he was arrested in Brevard County for

allegedly offering to perform sexual acts on an undercover police officer.

The salary for the position ranges from $60,000 to $105,000. Jackson said he hopes to make a

decision by the end of the month.

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Date: Jul 8, 2001

SERVICE TO OTHERS PAYS OFF OUR POSITION: ALVIN JACKSON SHOWS HOW

GOOD GUYS CAN WIN.

[FLORIDA Edition]

Deputy County Manager Alvin Jackson, who just left for a new job, will be missed.

A Eustis High School graduate, Mr. Jackson well represents his native Lake County. His career

and personal beliefs make him a good role model for young people.

During his five years as Lake County's second in command, and previous service in the field of

economic development here, he raised income levels for working families while diversifying the

economy and expanding the tax base.

His relentless pursuit of better housing and jobs for families in this region of low pay and few

benefits helped many raise and educate their children.

Driven by a deeply held faith in the responsibility of leaders to serve the people, he helped fill

the industrial park and bring good employers to Lake County.

Mr. Jackson's outstanding performance and reputation as an effective leader led him to a new

position, deputy executive director with the South Florida Water Management District. There he

will oversee finance, human resources and information technology for the 16-county district,

which runs from Orlando south to Key West.

The move represents one more step along a successful career path, which included service as city

administrator in Eatonville and human resources director for Eustis.

The ever-optimistic Mr. Jackson is living proof in the value of working hard and keeping a

positive outlook. By focusing on service to others throughout his career, he proves that good

guys can, and do, win.

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Date: Jul 3, 2001

TARGETED DEPUTY MANAGER MOVES ON

COMMISSIONER DEBBIE STIVENDER WANTED ALVIN JACKSON OUT OF LAKE.

HE TOOK A WATER DISTRICT JOB.

Author: Kevin P. Connolly, Sentinel Staff Writer

TAVARES -- Faced with an uncertain future in county government, Deputy County Manager

Alvin Jackson has resigned to take a high- level post with the South Florida Water Management

District.

Jackson, 40, will end his five-year tenure as the county's second- in-command on Friday.

A native of Lake County, Jackson is the latest in a string of managers to leave county

government as a result of a management shakeup prompted by County Commissioner Debbie

Stivender.

Jackson said he starts his new job next week as one of four deputy executive directors of the

West Palm Beach-based water agency. Jackson said he was recruited by Henry Dean, who was

recently tapped to head the South Florida agency after 17 years as the executive director of the

St. Johns River Water Management District.

"It's exciting. He's like me," Jackson said of Dean. "He's an innovator. He's a creator." Jackson

added that he is "honored to be part of his team."

Jackson's county job became uncertain in April when Sue Whittle resigned as county manager

after Stivender announced plans to fire her.

Later, Stivender said in an interview that she wanted Jackson to leave Lake, citing his close

association with Whittle, who hired Jackson in 1996.

A month ago, Stivender proposed eliminating Jackson's $91,228-a- year position as a cost-

cutting measure.

Jackson said he will make more money with the water district, but he declined to say exactly

how much. He said he'll oversee finance, human resources and information technology for the

16-county district stretching from Orlando to Key West.

Jackson, a Eustis High School graduate, was city administrator in Eatonville and human

resources director for Eustis before landing the job as the Lake County coordinator for the

Economic Development Commission of Mid-Florida in 1993.

He beat out 300 other applicants for the deputy manager position in 1996.

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Date: Jun 1, 2001

ANOTHER COUNTY OFFICIAL UNDER ATTACK COMMISSIONER DEBBIE

STIVENDER THINKS LAKE CAN'T AFFORD TO KEEP THE DEPUTY MANAGER'S

JOB.

TAVARES -- Alvin Jackson Jr., Lake's deputy county manager for the past five years, would

lose his job under a belt-tightening measure proposed Thursday by County Commissioner

Debbie Stivender.

Stivender wrote in a memo to Interim County Manager Sandy Minkoff that the next budget is

shaping up to be "tighter than ever before" and Minkoff should consider imposing a hiring

freeze.

"Also, I'm not so sure we need to be so top-heavy," Stivender wrote. "With competent senior

directors, I'm not sure we need a deputy county manager."

Jackson makes an annual salary of $91,228.

Stivender was instrumental in prompting the resignation of former County Manager Sue Whittle

in April. When Whittle hired Jackson in 1996, she praised him as "absolutely the best person for

the job."

"Alvin's style and my style mesh very well," Whittle said at the time.

Stivender already has said she wants Jackson to leave county government, citing his close

relationship with Whittle.

Jackson has acknowledged that his future with Lake's government is uncertain because of

Whittle's departure.

"I can't see how you could not want her and want me," Jackson said in an April interview. He

even proposed that Whittle give him a severance package before she resigned as county manager

April 10. He didn't get it before she stepped down.

Neither Stivender nor Jackson could be reached for comment Thursday.

In a previous interview, Stivender also said she wanted another top official hired by Whittle,

emergency services director Tad Stone, to leave his county job. Stone has since resigned,

effective June 8, to take a similar job in Osceola County.

Commissioner Welton Cadwell, who opposed ousting Whittle, said

Stivender's proposal appears to be more about eliminating Jackson

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than just saving money.

"I think this just goes back to the Sue Whittle question, I would assume," Cadwell said.

"I haven't had any complaints with the job Alvin has done," Cadwell said. "I do know, out in the

community, I have had a lot of good comments about the job Alvin has done."

For his part, Cadwell said he would prefer to have the next manager decide whether a second-in-

command is needed.

"Most counties our size have one or two deputy county managers," he said.

More than 35 people from across the country want to become Lake's next manager, and the

deadline to apply is June 29.

Jackson hasn't applied.

A native of Lake County, Jackson graduated from Eustis High School and, after college, was the

city administrator in Eatonville and human resources director for Eustis.

He was the Lake's economic-development coordinator before beating out about 300 applicants

for deputy county manager.

On Tuesday, commissioners are expected to discuss whether to create a search committee that

would recommend a short list of 10 to 15 county manager candidates to commissioners by Sept.

4.

A proposed timeline suggests having commissioners selecting the next manager by Sept. 30.

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Date: May 23, 2001

CHIEF OF EMERGENCY SERVICES FOR LAKE TAKES JOB IN OSCEOLA TAD

STONE RESIGNED A MONTH AFTER A COUNTY COMMISSIONER SAID SHE

WANTED HIM OUT.

Author: Kevin P. Connolly, Sentinel Staff Writer

TAVARES -- Tad Stone, Lake County's director of emergency services for more than two years,

has resigned to take a similar post in Osceola County.

Stone's last day will be June 8. He cited "personal reasons" for leaving Lake County but declined

to elaborate Tuesday.

Stone's future with Lake became uncertain after County Commissioner Debbie Stivender

announced plans April 3 to fire then- County Manager Sue Whittle, who eventually resigned.

A day later, Stivender said in an interview with the Lake Sentinel that she also wanted the county

to lose Stone, who was hired under Whittle.

At the time, Stivender said people had complained that Stone didn't allow them to get involved

with department projects.

Others, she said, complained about Stone's hiring people from outside Lake County for such

high-profile positions as district fire chiefs.

Stone, who was hired in February 1999, arrived at a particularly tough time. Many firefighters

were still upset after an unsuccessful privatization attempt a year earlier.

He followed former Fire Chief Craig Haun, a popular figure among firefighters and volunteers

who was fired by Whittle amid a firestorm of controversy.

On Tuesday, Stivender declined to elaborate on her previous statements about Stone and would

only say she was pleased he had landed a job with better pay and more responsibilities.

"It's a promotion," Stivender said.

Stone earned a $85,789 a year overseeing Lake's fire, emergency management and animal

control divisions.

In Osceola, he'll earn about $87,000 annually running similar departments.

As the public safety division administrator, he'll have the added responsibility of overseeing the

county's jail.

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Stone said he ran a jail when he was an official in Citrus County.

His moves comes about a month after he landed a near-perfect job review from Deputy County

Manager Alvin Jackson, Stone's personnel file shows. Jackson gave Stone a score of 4.9 on a

scale with 5 as the highest possible grade. That garnered Stone an 8.6 percent raise.

A year ago, Whittle gave Stone a slightly lower score, which resulted in an 8.2 percent raise.

Paul Wetzel, Osceola's human resources director, said county commissioners offered Stone the

job Monday, the same day he turned in his resignation to Sandy Minkoff, interim county

manager.

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Date: May 20, 1999

DEPUTY COUNTY MANAGER GETS PRESERVATION AWARD

[CENTRAL FLORIDA Edition]

Kathryn Quigley, Ramsey Campbell, Rich McKay and David Damron of the Sentinel staff

contributed to this report.

TAVARES - Lake Deputy County Manager Alvin Jackson Jr. has been selected by the Florida

Trust for Historic Preservation as the recipient of the 1999 Preservation Award.

The award is given to those who demonstrate a commitment to preserving Florida communities.

Jackson has been instrumental in the restoration of a 1920s home in Eustis and has served on the

Florida Historic Preservation Advisory Council.

The trust is a nonprofit private statewide organization aimed a protecting Florida's heritage.

Jackson will receive his award today at the Florida Trust annual conference in Gainesville.

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Date: Jan 31, 1998

CONSULTANT'S HIRING CAUSES SOME CONCERN

FIRE BOARD THINKS OUTSIDE REVIEW COULD DERAIL ITS PLAN TO RAISE

TAX

Author: Kevin P. Connolly and David Damron, of The Sentinel Staff

A plan to hire a former Sarasota County official to study Lake County's fire department is

sparking new concerns about possible behind-the-scenes maneuvering at the round court house.

Deputy County Manager Alvin Jackson, who took charge of the fire department following the

dismissal of Fire Chief Craig Haun Jan. 6, plans to hire former Sarasota Manager John Wesley

White to review Lake's emergency services.

White said Friday that he has reached a verbal agreement with Jackson to plot long-range fire

protection and emergency dispatch plans. He starts Monday.

The 57-year-old manager said he will spend up to 10 weeks, at $50 an hour, interviewing and

analyzing the county's options. The scope of work does not include handling daily operations,

White said.

But some members of the Lake County Fire Rescue Advisory Board are speculating that White's

findings will be used to derail a report they plan to present to county commissioners Feb. 10.

"I think the real reason Jackson hired White) is that they don't want to have to go with our fire

board" recommendation, said Lee Windhorst, a member of the advisory panel.

"They are trying to find a way to get out of giving people good fire and emergency rescue servi-

ces," Windhorst said. "They are trying to shoot our plan down even before we present it."

White, however, said he has not received directions from county officials about how they might

want to change the county's fire department.

"I'm just trying to help them decide how they need to position themselves to prepare for the next

10 years," he said.

White oversaw Sarasota County's shift from a volunteer-based fire service effort to a

professional countywide program.

It later evolved into a consolidated system where the city of Sarasota and county officials pool

resources to offer joint fire protection, he said.

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"But I don't want you to conclude that that's what's going to happen here," White said of his

upcoming Lake County consulting work. "I have no indication from Lake County about where

they want to go."

In Lake County, the commission-appointed fire advisory board recommends nearly quadrupling

the county's $35-per-home fire tax in order to expand Lake's mostly volunteer firefighting force.

The money would be used to hire 126 new full-time firefighters, which advisory board members

say is needed to improve Lake County's poor response time.

But rumors have been circulating that commissioners and county staffers are conspiring in

private to farm out areas of the county to city fire departments. That move, some say, would

reduce the county's costs and defeat the politically unpopular plan of raising taxes.

And some county commissioners, including Chairman Richard Swartz, have said they are not

pleased with the fire board's plan.

Now, with White's arrival, speculation is rising that Swartz wants to mirror Sarasota's structure

for providing fire protection.

Swartz could not be reached Friday for comment.

But in October, Swartz attended a meeting with the fire board at which he voiced support for

Sarasota County's method of charging residents for fire-protection and emergency rescue

services, according to county records.

Sarasota County has two levels of fire protection, fire board members say. Residents in rural

areas pay a lower amount but get slower response times. In urban areas, residents pay more and

get faster service.

After studying it for a year, Lake's fire board dismissed that as a possible option for Lake County

because it would not be equitable to all residents, Windhorst said.

"That's not saving your house if you are paying a lower rate," Windhorst said. "They are giving a

cut in your taxes but they are saying they won't be there when you need them."

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Date: Jan 23, 1998

2ND FIRE OFFICIAL IS UNDER SCRUTINY

DIVISION CHIEF DOUG HARRISON RAN FOR TOWN COUNCIL BUT DIDN'T

TELL HIS SUPERVISORS, A VIOLATION OF COUNTY POLICY.

Author: Kevin P. Connolly of The Sentinel Staff

In the second controversy in a month involving the Lake County Fire Department, a division

chief faces possible termination after seeking a Town Council seat in Astatula without first

checking with his superiors.

Doug Harrison, the division fire chief in charge of maintenance, violated county policies that

require him to ask his bosses' permission before running for public office, Deputy County

Manager Alvin Jackson said Thursday.

"Clearly, there is a violation of the procedures," Jackson said. "The action can range from some

type of disciplinary action up to termination. Something is going to happen."

The county is also investigating whether Harrison, 50, violated state conflict-of-interest laws and

rules that prohibit officials from holding two public positions at the same time.

Harrison, who makes $38,417 a year with the county, was elected again to a seat on the five-

member Astatula Town Council on Dec. 2. Council members are paid $60 per meeting, control a

$441,221 annual budget and manage six employees in a town of about 1,200 people.

Records show Harrison previously served as a town council member while working as a county

employee. He has never asked for permission to run for office.

He was first elected to the council in January 1982 and served nearly seven consecutive two-year

terms before resigning his post in April 1996 because of health problems. The county hired

Harrison in 1986.

On his job application, he wrote that he was mayor of the town and chief of the Astatula

volunteer fire department under a category marked "interests."

Harrison said Thursday he was not aware of the county's policy requiring employees to get

permission from their supervisor and the county manager before seeking elected office.

"It was an accident. It was a mistake. I didn't maliciously do it," said Harrison, adding that he

will accept whatever punishment the county hands down. "I'm sure not going to draw lines in the

sand and make a big stink about it. I didn't realize what had happened until it was already done."

County managers - who are still stinging from the controversial dismissal of former county fire

chief Craig Haun two weeks ago - may decide next week on disciplinary action against Harrison.

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A factor in deciding Harrison's punishment could be the level of involvement he had with

financial agreements between the county and Astatula. The county pays the council $826 a

month to lease land and buildings in Astatula for Harrison's maintenance facility and the Station

No. 71 fire house.

Harrison may have violated state conflict-of-interest rules when he signed off on those

agreements during his 14-year tenure on the council.

"That could be a real problem," Jackson said.

Jackson assumed temporary control over the fire department after County Manager Sue Whittle

fired Haun on Jan. 6. She said he had broken state and local anti-nepotism rules by appointing

his son, Matt, as a volunteer firefighter in December 1996.

In turn, Craig Haun filed a federal lawsuit against the county this week seeking his reinstatement

as fire chief, a formal apology from commissioners and more than $50,000 in damages.

Harrison is in charge of the operation and maintenance of county fire-protection and emergency-

rescue equipment at a facility in Astatula off County Road 561. His wife and son are volunteer

firefighters stationed at the adjacent firehouse.

He said he didn't realize he had violated the county rules until a few days after he was re-elected,

when he made a comment to his direct supervisor, Deputy Chief of Special Services Karen

Jones, about winning the council seat.

Jones asked the county attorney's office Dec. 15 to review the situation, but the probe was

delayed several weeks because of holiday vacations, the Haun controversy and severe flooding in

the county.

For his work with Lake County, Harrison has one letter of reprimand in his personnel file for

"carelessness" for driving a firetruck into a tree just after midnight on New Year's Day of 1993.

In his most recent evaluation, Harrison earned an overall score of 3.3 points on a scale of 5,

which resulted in a 2 percent merit raise.

The October 1996 evaluation gave Harrison "below expectations" ratings for shortfalls in

providing guidance and handing out discipline. He received a "substandard" rating in the

creativity category.

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Page 51 of 82


Date: Jan 18, 1998

ELECTRONICS COMPANY NAME GAME ISN'T OVER

OSCEOLA AND LAKE OFFICIALS STILL WON'T IDENTIFY THE COMPANY

THAT MIGHT BE COMING.

Author: Don Fernandez of The Sentinel Staff

The confidential project that could land either Lake County or Osceola County a major-name

electronics company plant remained a mystery Saturday.

Business and government leaders in both counties were mum on the project, which consists of a

900,000-square-foot repair, manufacturing and distribution center for what has been described as

a "household name" in electronics.

At Saturday's Martin Luther King Jr. celebration in Tavares, County Commissioner Rhonda

Gerber said the name of the company was still shrouded despite the enormity of the facility.

She called the negotiations a "sensitive area" and said the dealings have been highly discreet.

Deputy County Manager Alvin Jackson said the tight-lipped dealings are necessary because

areas other than Lake and Osceola might be vying for the project.

Leaking the name, he said, could blow the deal.

"You can have the best site and the best price but little things make a difference," Jackson said.

Both counties appear to be on the short list of sites for the facility, with a final decision expected

in two weeks.

The proposed site in Lake is in the second phase of Christopher C. Ford Central Park, the 734-

acre industrial park owned by the county.

The company is looking at 53 acres at a total price of $2.4 million. The industrial park is located

near Florida's Turnpike and U.S. Highway 27.

Documents submitted to the county detail a 600,000-square-foot building to house a "service

center" followed by a 288,000-square- foot expansion.

The county would then help with roads and infrastructure plus add money to develop the second

phase of the industrial park.

Osceola's proposed site is in Poinciana Industrial Park, although no further details on that

negotiation have been revealed.

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Page 52 of 82


Date: Aug 29, 1997

LAKE WANTS MORE TO ENVISION ITS FUTURE


Author: Robin Pollack Sentinel Correspondent

Strengthen Lake's schools. Boost the economy. Guard the environment. Control growth. Make

government more responsive to citizens.

These are priorities gleaned so far from a massive, countywide effort to help chart how Lake

County and its communities should grow, and what they should be when they grow up.

Close to 1,000 residents have attended nearly six dozen "visioning" sessions staged across the

county by Lake County Tomorrow, a group of government, business and civic leaders, said

Deputy County Manager Alvin Jackson.

Now, those who didn't attend can speak their mind about Lake's future by answering a survey on

what Lake's top priorities should be. The questionnaire seeks comments on five goals cited by

meeting participants: improving schools, managing growth, protecting the environment,

encouraging economic development and better-paying jobs, and making government more

efficient and responsive.

The surveys "are another way of really getting out into the community and basically trying to see

whether these truly are priorities for the county," Jackson said Thursday. "This survey will

validate whether these should be our goals, and give us additional information."

The surveys ask respondents to rank each of the proposed goals, and comment about those

priorities. It also asks residents to list additional priorities they may consider more important.

"We want to get input from as many people as we possibly can," Jackson said. "We've tried to

touch every corner of Lake County with our meetings, and the surveys will allow even more

people to participate. We want to reach individuals who normally would not express how they

feel."

The surveys are available at libraries and also can be obtained by calling Lake County Tomorrow

at (352) 343-9477. Results from the surveys and meetings will be compiled in a report to be

used by county commissioners, city leaders and members of Lake County Tomorrow.

"The next step would be to start developing goals and priorities for the county, and implementing

them," Jackson said.

To run the visioning process, Lake County Tomorrow has contracted with the University of

Central Florida's Institute of Government. The County Commission is paying half the $28,000

tab; the rest is coming from businesses, groups and individuals.

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Date: Mar 2, 1997

COOPERATION HOLDS COMMUNITY TOGETHER

Author: Lauren Ritchie, Lake County Editor

How do you suppose cave folk survived? Little food. No antibiotics. Scant and seriously

unfashionable clothing.

You think they got their jollies hanging around the campfire at night waiting for each other to

doze off so they could clobber the sleeper with a chunk of granite?

Nah. You have to figure a little cooperation was in order for survival purposes.

How often do we stick together anymore? Clearly, gathering a posse of neighbors to slaughter

the local wildebeest isn't tops on the social calendar anymore. A new car, a bigger house -

maybe.

During the dawn of human existence right up through Colonial America, people had to help each

other to get by. The sorry truth is that we can ignore others now - if we want to.

Being brought up Presbyterian, helping someone else was just a duty. You did it, and you didn't

talk about it.

I recall my father - who thought lettuce at 29 cents a head was a crime against nature - buying a

pickup full of lumber one summer. He sawed and hammered and out came a mint-green,

specially fashioned swing for the disabled neighbor kid whose mother worked and whose father

had vanished.

He never said a word. Just lugged the whole thing across the road and set it up.

Later, I realized that those sorts of kindnesses are the glue that holds the fabric of our community

together.

For the past nine years, The Lake Sentinel and the Lake County League of Cities have gotten

together to honor those people who go out of their way to hold Lake County together and make it

a better place to live.

This year's Community Service Awards are to be presented at a dinner March 19 at Silver Lake

Country Club. The presentation is a chance for all Lake Countians to say "Thank you" to eight

special people who make things happen.

The awards are presented in the categories of: Public service, for an outstanding elected or

employed official of state, county or city government, or a volunteer who has made contributions

toward improving Lake County's quality of life.

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Humanitarian, for a volunteer whose activities have improved the quality of life in Lake.

Business Achievement, for a business leader whose work has aided the economic and business

climate of the community.

Arts/Cultural, for an individual whose personal or professional talents and activities in the

cultural arts have contributed to the enrichment of Lake County.

Education, for an employed, elected or volunteer educator who has shown innovation and

dedication to public and private schools. Sports/Athletics, for a person who has achieved in

sports through performance or in promotion of athletic events in Lake County.

Special Judge's Award, for an outstanding contribution to the community.

The winners are nominated by people in the community - people who see what others do for

their hometown.

This year, the nominations were reviewed by a nominating committee of five Lake County folks

chosen by the newspaper and the league president. That committee placed the nominations in the

proper categories (many came in without a category suggested), and the committee had the

freedom to nominate anyone whose outstanding work may have been overlooked.

Then five judges - all previous winners themselves - chose the winners. Many thanks to the

judges this year - Deputy County Manager Alvin Jackson; Beverly Robinson of Lake Sumter

Community College; Charlotte Busscher, a library founder from Howey-in-the-Hills; John

Hoornstra of the Leesburg Fire Department; and Jan Smith from the Golden Triangle YMCA.

The winners for 1996 are a delightful mix of people at the forefront of leadership in Lake County

and people who work behind the scenes, of people who serve varying segments of the

community and display extraordinary talents.

To learn their identities, however, you'll need to be at the dinner honoring them. Tickets are still

available from league secretary Alta Trask, who can be reached by calling (352) 483-5430. The

cost is $17.50 a person.

Please join me in honoring these folks - they're the kind of example whom all should follow.

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Date: Jan 27, 1996

FORMER ECONOMIC DEVELOPMENT HEAD IS DEPUTY MANAGER

Alvin Jackson, Lake County economic development coordinator since 1993, has been named

deputy county manager.

He was picked from a field of about 300 applicants, Lake County Manager Sue Whittle said

Friday.

"Alvin's style and my style mesh very well," Whittle said. "I decided he was absolutely the best

person for the job."

Jackson will be paid $65,000 a year. He is due to start in his new position March 1.

"It's a challenge and I'm really looking forward to assisting Sue," said Jackson, 34.

Jackson has served as Lake's economic development point man as an employee of the Economic

Development Commission of Mid-Florida, which Lake supports financially.

He formerly served as Eustis human services director, Eatonville city administrator and worked

for the Opa-Locka Community Development Corp.

Edd Holder, a Tavares businessman and board member of the Economic Development

Commission, said he was thrilled about Jackson's appointment.

"He's a good man. He's shown a lot of leadership. He's being rewarded appropriately," Holder

said.

Last week, County Commissioner Catherine Hanson questioned the need for a deputy county

manager. Supporters noted that the deputy would fill a slot left by the vacant human resources

director position.

Whittle said Jackson will be replaced as economic development coordinator.

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Date: Jan 24, 1996

LAKE EMBRACES STEADY GROWTH THERE HAS BEEN NO GIANT INDUSTRIAL

BOOM, BUT THE COUNTY'S ECONOMY IS EXPECTED TO KEEP GROWING.

Author: Dave Weber of The Sentinel Staff

Economic progress has been steady in Lake County over the past year, with signs everywhere

that the growth will continue.

There has been no giant industrial boom, no rush of large factories or housing developments to

the county. But progress has come, officials said, and continues at a pace that will provide more

jobs, better housing and economic stability for residents of Lake County.

"We have a plan in place with goals and objects. It's our map," said Alvin Jackson, economic

development director for the county. "This year, we will continue to implement those goals and

objectives."

Although Lake County is part of the Orlando metropolitan area, government and civic leaders

realized a couple of years ago that the county was missing out on the industry and jobs that went

to the big city.

But because Lake County is so close to Orlando, the leaders formulated an economic

development plan that capitalizes, in part, on proximity to the city. The Economic Development

Commission of Mid-Florida, which assigned Jackson to Lake County, is helping funnel some

industry this way, and local officials are trying harder to make industry welcome. The efforts

already have begun to pay off, Jackson and others said.

During 1995, the county's Central Park industrial park on U.S. Highway 27 near Groveland got

its first tenants. Carroll Fulmer trucking and American Hotel Registry, a hotel supply company,

opened at the industrial park.

"We have created an environment for not only new industry to locate here, but for existing

industry to expand," Jackson said.

One industry that began a major expansion in 1995 was Golden Gem Growers citrus cooperative

in Umatilla. The company began a $15.6 million expansion of its plant so that it can produce

jugs of fresh orange juice.

For 50 years, the company made frozen concentrate. But now people want fresh juice. "It is the

way the industry is moving," said Clark Rasmussen, a company vice president. "If you look at

the data from the supermarkets, it's clear."

The addition means up to 50 new jobs at the plant.

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The county is using incentives such as cash bonuses to companies for each new employee added

to the payroll, impact fee deferrals and - if voters approve it later this year - property tax

abatement to attract new industries and reward expanding industries such as Golden Gem.

During 1995, according to Jackson's tally of industrial gains, the county got $37.7 million in

capital improvements, 603,000 square feet of new industrial space and 709 new jobs.

The county could fare just as well or better in 1996. Marriott International is building a

distribution center at the industrial park, and Jackson hopes to lure other tenants this year as

well.

Although Jackson's emphasis has been on higher-paying industrial jobs, those fostering

economic growth want other business expansion, too.

Many new small businesses came in 1995, such as the Cowboys shop featuring western

collectibles in Eustis. Owners Bob Watts and Christi Thompson, who also own the Buffalo

Trading Co. at Church Street Station in downtown Orlando, settled on Lake County after looking

for a second shop site in Central Florida.

"We are gambling on downtown Eustis really getting going in the next five or six years," Watts

said.

It's a gamble that others are taking in downtown Eustis and in downtowns in Leesburg and

Tavares. Already it has paid off in Mount Dora, where tourists and day-trippers from Orlando

flock to shop for antiques, attend festivals and enjoy the small-town atmosphere.

During 1995, downtown redevelopment got firmly established in Eustis. Several old buildings

are being renovated, and officials are looking for businesses to move in and set up shop.

In Leesburg, redevelopment got on track as well with the Downtown Partnership. Joe Shipes

took over as director and is making plans for 1996.

Tavares plans to push downtown redevelopment in 1996, too, capitalizing, in part, on its

proximity to Lake Dora and the presence of county courthouses and office buildings. The idea

behind downtown redevelopment is to make the best of what you have.

It's a theme that local officials are using on other economic fronts, too.

Not all of the tourists who come to Florida are content to visit just Walt Disney World and the

Orlando attractions, said Dave Warren, county tourism director. Some are looking for activities

off the beaten track, and Lake County hopes to accommodate them.

Attending Mount Dora's festivals, hiking in the Ocala National Forest, bicycling hilly south Lake

and other rural pursuits are what the county peddled last year in the tourism field; expect more

this year.

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The county also made a bid to snag the state's planned agriculture museum, a $14 million project

that will provide up to 100 jobs. The county has offered 350 acres south of Leesburg.

This month, Lake County made the final cut of five possible sites for the museum, and backers

including Lake County Commissioner Catherine Hanson said the county has a good chance of

winning the museum.

Hanson said Lake County is the perfect site for the museum because of its central location in the

state and its rich history of agriculture.

Most of that history revolves around citrus farming, which has dwindled in recent years. The

freezes of the 1980s reduced citrus groves in the county from 120,000 acres to 21,000 acres. But

the growers who remain have replanted groves that have earlier maturing fruit and protective

sprayer systems to escape damage in freezes such as those in recent weeks.

In recent years, some old citrus groves have made way for housing communities and other

development, such as the planned new Florida Hospital Waterman to be built along U.S.

Highway 441 on the east end of Tavares.

Hundreds of homes go up in the county each year, catering to retirees from the North and

families from Orlando and South Florida.

Demand for housing remains steady, those in the trade said. Hundreds more homes are expected

to go up this year, officials said.

Some builders caution that proposed new impact fees could kill the housing boom, however. If

the County Commission increases the fees, which are supposed to cover added costs of roads,

schools and other services, homes may become too expensive for people to buy, developers such

as John Pringle of Pringle Development in Leesburg argue. Pringle said his next project will be

in Sumter County, where he said the government is less taxing on developers.

Industrial development may bring better-paying jobs, but during 1995 the county seemed to

overcome a shortage of basic employment.

Unemployment dropped to record lows during the year, bottoming out at 3.9 percent in February.

It peaked at about 7 percent last summer - the traditionally high unemployment time of the year,

when citrus-related work slacks off, and retirees, who feed a busy winter service industry, are

back up North.

Officials expect employment to remain steady this year, too, with added businesses offering even

more opportunities for jobs.

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Page 59 of 82


Date: Jun 2, 1995

BRINGING IN BUSINESS WITH TAX BREAKS THE INCENTIVES COULD BRING

THE COUNTY SO MANY NEW JOBS, IT MIGHT NOT MISS THE TAXES,

SUPPORTERS SAY.

Author: Dave Weber of The Sentinel Staff

Lake County could become a haven for new and expanding businesses looking for property tax

breaks, if voters agree next year to forego taxes to attract industry.

The Lake County Industrial Development Authority decided Thursday to push for the tax breaks.

Authority members said they would ask the County Commission and cities to put the question on

the ballot next year, then organize business leaders to persuade voters to pass it.

Lake County would be the only area in Central Florida to offer the incentives, officials said.

"It would be another tool in getting economic growth and job growth in Lake County," said Ray

Gilley, chairman of the Industrial Development Authority.

The tax abatements, which could run for up to 10 years, are aimed at snagging new businesses

for Lake County and encouraging existing businesses to expand. Companies given the breaks

would have to promise to create new jobs.

The vote might come in March, during the September primaries, or in the November general

election.

State law allows cities and counties to set aside taxes on business buildings and equipment. But

the provision has been little used in the area, said Alvin Jackson, economic development

director for Lake County.

"Tax abatement hasn't been adopted in any other Central Florida community but Eustis,"

Jackson said. "But it is common in Georgia, South Carolina and Alabama."

In November, Eustis voters agreed to a tax abatement plan that already is saving one business

money.

Florida Food Products expects to bank nearly $50,000 over the next 10 years by avoiding paying

property taxes to the city on a $786,000 expansion to its juice concentrate plant. Up to 18 new

jobs are tied to the expansion.

Leslie Little, economic development director for Leesburg, said the rest of Lake's cities, as well

as the county, need to adopt the property tax breaks, too. That way, she and Jackson can peddle

sites to prospective businesses without worrying that one location will have the tax incentive

while another does not.

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"We have to be consistent. We need the same rules for everybody," Little said.

The county commission can put the question on the ballot for a countywide vote, but that would

affect only county taxes on businesses. To get city taxes lifted, cities would have to pass a tax

abatement plan, too.

Persuading leaders of 13 cities and the county to put the question on the ballot is a big job, said

Edd Holder, a member of the industrial authority. Persuading voters in all of those cities and the

county to approve the measure will be even tougher, he said.

The task, Holder and others said, will be to show that the economic benefits of jobs outweigh

lost taxes.

Authority members agreed they will have to organize business leaders across the county to get

behind the tax breaks.

Still, there will be no assurance that voters in every city will pass the tax abatement plan. The

result could be a hodgepodge across the county of tax-free areas.

The tax abatements would be in addition to other incentives aimed at attracting business. One

approved by county officials a few weeks ago offers companies up to $2,500 for each new job

they create.

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Page 61 of 82


Date: Sep 14, 1993

EXPERT HOPES TO SPUR JOB BASE

ALVIN JACKSON IS BACK IN LAKE AS COORDINATOR OF ECONOMIC

DEVELOPMENT.

Author: Robin Pollack, Sentinel Correspondent

Nobody has to tell Alvin Jackson that Lake County desperately needs new businesses and

industries. Growing up in Eustis, Jackson saw there were few jobs available in the mostly

agricultural county. When Jackson left Lake County to attend college up North, he figured he

would be leaving Eustis permanently.

"My attitude probably was like most of the young people here: I never envisioned this would be

a place I would come back to," he said.

Now, 14 years later, Jackson will try to lure new firms to Lake County so that other residents

don't have to leave town in search of work. He began his new job Monday as Lake County's first

economic development coordinator.

"It's been busy," Jackson, 32, said Monday. "I'm trying to familiarize myself with the Lake

County area from the standpoint of industrial development."

Jackson spent part of Monday in Orlando at the offices of the Economic Development

Commission of Mid-Florida Inc., which is paying half of Jackson's $48,000 annual salary. Lake

County government is paying the rest.

"We're awfully excited to have Alvin up there," said Jay Porcher, vice president of the Mid-

Florida EDC.

"There's a lot of momentum building in Lake County right now, with the county's industrial park

and the opening of the tourist development center," Porcher said. "The timing just couldn't be

better to bring Alvin in."

Jackson, who lives in Eustis, isn't new to economic development: Before he came to work in

Eustis in 1990, Jackson worked to help revitalize commercial development in Opa-Locka. He

also was assistant to the mayor of Eatonville. He served as human services coordinator for

Eustis.

Jackson said his first goals are to encourage construction of more office and industrial parks,

and to work with real estate firms to ensure an accurate account of all land and buildings that

could house new businesses.

He also wants to examine what other groups have done to boost economic development before

he drafts an action plan.

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"I don't want to recreate the wheel," he said. "There are some things the EDC has done for

economic development, and there are some things the county has done. I want to examine the

spectrum and come up with a working plan."

This is the first time the Mid-Florida EDC has hired an economic development coordinator for

any of its four member counties, Porcher said. Other members are Orange, Osceola and

Seminole counties.

"We thought we should have more of a presence in Lake County and better communication

there," Porcher said. Lake County pays $100,000 in annual membership dues to the Mid-Florida

EDC.

Jackson said he's pleased that he will be working to improve the job market in Lake County.

"I have a personal interest in the growth and development of the county," Jackson said. "It's my

home."

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Date: Aug 18, 1993

EUSTIS COMMISSIONER'S HUSBAND WANTS CAP, BUT THEN GETS IN LINE

Author: Sam Fenton, Lake County Editor

John Smith, husband of Eustis City Commissioner Evelyn Smith, sometimes becomes more

involved in the city's affairs than his wife. He recently offered up a proposed ordinance that

would cap the city's property tax rate at 6.14 mills and require a $1 million surplus in any city

budget where expenses exceeded projected revenues.

Smith got shot down when his commissioner wife's motion to adopt the ordinance didn't even get

a nibble in the form of a second. Now, John Smith says he'll try to put the matter to the voters via

the referendum route.

The thinking in this corner is that Smith's referendum won't fly because the millage cap provision

is at odds with state law which sets a 10-mill property tax cap and clearly spells out that setting

the tax rate is the job of a city's or county's elected officials.

It's somewhat ironic, by the way, that while Smith is playing the role of taxpayer champion on

the one hand, he's holding out his other paw for city tax dollars.

He wanted the city to fork over $20,000 to help fund his pet Main Street project and says the

budget can be cut elsewhere.

Sounds familiar, doesn't it? U.S. congressmen often behave exactly the same way. They stand up

on their soap boxes before their constituents calling for tighter spending controls and deficit

reduction, then fight like crazy in the back halls for pork barrel projects to bring back the bacon

to their home states and districts.

Meanwhile, Commissioner Smith did much the same thing in calling for tight budget controls

while championing the city's expensive band shell restoration project.

I guess it's all a matter of whose ox is getting gored.

Speaking of Mr. Smith, word is working its way around town that he may run for a seat on the

Eustis commission. Since the Eustis election process is at-large with no district residency

requirements, there's nothing to legally prevent Smith from seeking city office.

If he wins, however, a husband-wife team on the same commission could raise some interesting

questions.

As you know, the state's Sunshine Law prohibits elected officials from discussing government

business in any place other than a duly advertised public forum.

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But how would you monitor the Commissioners Smith? Place a security camera in their living

room and kitchen? Bug their bedroom? Put a listening device in their car?

I'm joking, of course. But if both do eventually sit on the same commission, I do believe it will

take a Homeric effort for the couple not to talk about pending city business.

They might have to take up wearing ear plugs or decide on separate residences until one or the

other decides to step down.

Speaking of Eustis, it will be losing one of its most capable and effective administrators when

Human Services Director Alvin Jackson steps down to take over an economic development post

with Lake County government.

However, he may be able to serve Eustis in another capacity.Word has it that some Eustis

citizens are organizing a campaign to run Jackson for a City Commission seat this fall. That may

not be a bad idea. Jackson's intimate knowledge of the city and his expertise in writing grants

and in issues involving low-income housing would be a welcome addition.

Another point: When Theodis Bob was appointed to replace Derryl Benton and then defeated in

last fall's elections, Eustis was without a black commissioner for the first time in more than two

decades.

For years, the late S.T.E. Pinkney was a member of the commission, and then was joined for two

terms by Benton.

With a city whose population is more than 20 percent black, it only makes sense that a minority

should hold at least one seat on the five-member commission.

What better choice than Jackson, a polished professional with vast government experience, who

was born and raised in Eustis.

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Date: Aug 7, 1993

JACKSON TO LEAD BUSINESS DRIVE IN HIS NEW JOB, THE EUSTIS OFFICIAL

WILL WORK TO MAKE LAKE MORE COMPETITIVE FOR ECONOMIC

DEVELOPMENT.



A well-known Eustis official with extensive experience in community development has been

tapped as Lake County's first economic development director.

Alvin Jackson has been hired by the Economic Development Commission of Mid-Florida Inc.

He is scheduled to start his new job Sept. 13.

Jackson, now human services coordinator for Eustis, will be responsible for recruiting new

businesses to Lake County. The EDC and the Lake County Commission have agreed to share the

cost of his $48,000 annual salary.

Jackson's vast experience in municipal government makes him a good choice for the new post,

several county commissioners said Friday.

"He's from Lake County and he knows the area, and he realizes what our needs are and what our

wants are," County Commissioner Rhonda Gerber said. "I think he's going to be a wonderful

asset."

Added County Commissioner Catherine Hanson: "Our gain will be Eustis' loss, but he will be

working for all of Lake County."

Jackson, 32, said his first goals are to encourage construction of more office and industrial parks

and to work with real estate firms to ensure an accurate account of all land and buildings that

could house new businesses.

"I'm looking forward to helping Lake County take advantage of the EDC's sophisticated

marketing techniques, staff and expertise," Jackson said. The nonprofit EDC works to bring new

businesses to Central Florida.

Jackson will help devise an action plan to make Lake more competitive for economic

development projects, said EDC President Rick Tesch.

Jackson will work with the EDC as well as area chambers of commerce, the Job Service of

Florida and local cities.

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"Alvin brings a lot of experience in total community development activities, from attracting

employers to obtaining infrastructure grants, and his history in Lake County will allow him to hit

the ground running in our ongoing economic development efforts," Tesch said.

Jackson has worked for Eustis since May 1990. Before that he spent two years as assistant to the

mayor of Eatonville and worked for the city of Opa-Locka's community development

corporation.

He serves on various local boards and committees and is chairman of the Florida Historic

Preservation Advisory Council, which recommends funding for historic projects.

Jackson has a bachelor's degree in government and politics from the University of Maryland.

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Date: Apr 23, 1993

STATE TO FUND 3 HISTORIC PROJECTS IN LAKE

Author: Ann Mikell, Sentinel Correspondent

Three Lake County historic projects are among 49 in the state approved for funding by the

Florida Historic Preservation Advisory Council, officials announced Thursday.

State matching grants of $42,320 will pay for historic surveys in Eustis and Leesburg and the

relocation of the Simpson Unity House in Mount Dora, said Alvin Jackson, the advisory

council's new chairman.

The council also has recommended approval of a pricier project - the $300,000 rehabilitation of

the old Howey Academy. The former private school in Howey-in-the-Hills is in a separate

category and requires the governor's signature, said Jackson, Eustis' human services coordinator.

The academy's owners, the Lake County School Board, want to make roof and other repairs and

use the building for school administrative offices and classrooms. The three-story masonry

building, designed in the Mediterranean Revival style, was built by W.J. Howey in 1923 as a

hotel.

Mount Dora will receive $19,820 to move the Simpson Unity House, once located at Tremain

Street and Fourth Avenue.

The turn-of-the-century house has a temporary home on Tremain Street. The Mount Dora

Historical Society wants to move the house east of the goat pond on Donnelly Street this

summer.

"We're extremely pleased," said society president Bill Reed, who expects that the money will

hasten the project. "We're real happy."

The house will be used as a society office and will include space where children can learn about

the history of Mount Dora, Reed said.

Eustis was awarded $7,500 to complete the second part of a site survey identifying historic

structures and to do the necessary research to establish possible commercial and residential

historic districts.

Leesburg was awarded $15,000 to begin a similar survey of historic structures.

Another Lake County project, the Mount Dora Community Congregational Church, was not

funded, said Jackson.

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Jackson, now in his third year of a four-year term on the 12-member advisory council, helped

initiate what has become Lake County Day in Tallahassee - the annual pilgrimage Lake County

residents make to the state capital to make legislators aware of their concerns.

Jackson has been a proponent for a number of Central Florida historic projects and community

minority projects on the council. Although he must abstain from voting on projects his office

writes, he is credited with influencing the success of a number of Lake County projects during

the past few years.

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Date: Mar 20, 1993

LAKE HOUSING PROGRAM: A BLUEPRINT OTHERS WILL COPY


A coalition of government and private businesses exploring ways to provide affordable housing

in Lake County is so impressive that it is being singled out as an example for other counties to

follow.

The non-profit group, Affordable Housing for Lake Inc., will be featured in a primer designed to

help other communities throughout Florida form similar housing partnerships.

The group - made up primarily of local bankers and county officials - is raising money to help

low-and moderate-income residents make down payments for inexpensive houses.

The group has caught the attention of officials with the state Department of Community Affairs.

They have selected Lake's group as a model for rural counties wishing to boost their offerings of

affordable housing.

"Lake County has got a good network of contact people working on providing housing," said

Vince Bekiempis, DCA community assistance consultant in Tallahassee.

The Gray Group, a Tallahassee consulting firm, will visit Lake County to collect information for

the primer. The $75,000 project is being funded by NationsBank, in conjunction with the DCA,

said Diane Bradley of the Florida Housing Finance Agency.

Palm Beach County, meanwhile, has formed a similar partnership that will be used in the primer

as a model for urban counties to follow, Bradley said.

The news that Lake's group will serve as a model for other communities pleased County

Commissioner Catherine Hanson, a group member who also heads Lake's nine-member

Affordable Housing Advisory Committee. That task force was formed last year, and in turn

spurred the formation of Affordable Housing for Lake Inc.

"I'm really excited about this recognition," Hanson said. "A lot of different forces have been

involved in pulling this together."

Assisting prospective low-income homeowners with down payments is crucial. That's because

such individuals and families already are struggling to pay rent and it's difficult for them to also

save enough cash for down payments for a home of their own, said Alvin Jackson, human

services cooordinator for the city of Eustis.

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"We want banks to be sensitive to this kind of thing," said Jackson, who has helped advise the

non-profit group.

Banks, meanwhile, will profit from helping residents buy affordable homes. "When these

residents become homeowners, with the help of the bank, they will always come back to that

bank for business," Jackson said.

Besides helping prospective homeowners with down payments, Affordable Housing also will

assist residents applying for home loans, and will help families clear up unfavorable credit

records.

"The major, major key to success is educating low-income residents about home ownership -

from cleaning up their credit rating, to understanding the banking process, to explaining how

good home maintenance improves the home's value," Jackson said.

Affordable Housing soon will be expanded to include cities throughout the county and residents

of Lake's minority community, Jackson said. The cities and county will be required to contribute

to the pool of cash for home down payments.

That money likely will come from a new state housing program. Lake County will receive

$250,000 this year, and that amount will increase in later years. The program, which sets aside a

portion of the money raised through property transfers for affordable housing, requires counties

to form such public-private partnerships.

Banks participating in Affordable Housing are Citizens Bank, Barnett Bank, SunBank,

BankFirst, First Family Federal Savings and Loan Association, First National Bank of Mount

Dora, United Southern Bank, First Federal Savings and Loan Association of Lake County,

NationsBank, Peoples State Bank of Groveland, First Bank of The Villages and First Union,

Jackson said.

Other members of the group include Leesburg City Commissioner Charles Strickland, who

represents the county's League of Cities, Hanson, and local accountant Randall Gruber.

"When it comes to bank partnerships, we really are way ahead of the game," Jackson said. "We

are very proud of our partnership group."

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The Tampa Tribune October 6, 1991

Historian says she found a Seminole settlement

A Seminole Indian settlement has been discovered near Eustis, according to a historian who says

the site could contain Indian and European artifacts from the 1800s.

The land currently falls under Lake County jurisdiction, but Brenda Elliott, the Orlando historian

who tracked down the site, recommends that the city of Eustis annex the land to protect it.

The site, which is two or three miles northeast of Eustis, is located on private land that was citrus

grove 10 years ago, Elliott said.

Eustis commissioned a study of its historic structures from Elliott, with The Historic Works of

Orlando. She said she found the Fort Mason settlement by looking at old maps from the late

1700s and 1800s. The current Fort Mason is not the actual site, Elliott told the Daily Commercial

in Leesburg.

Neither Elliott nor city officials contacted Wednesday would reveal the specific location of the

site for fear amateurs would try to dig up artifacts.

""We're trying to be real careful about identifying the site,'' said Alvin Jackson, the city's human

services coordinator.

The Fort Mason settlement was a supply depot along the well-traveled Chukochatty Trail

between Astor and Tampa, Elliott said.

The site is a ""time capsule'' and could contain metal military buttons, rifle parts, ammunition,

keys and other porcelain or metal articles that have survived the climate and humidity since the

1800s, she said.

The Seminole Indian site could reveal many European items because there had been significant

contact between the two cultures, Elliott said.

A professional archaeological team will be needed to rescue the artifacts located on the

land, Jackson said.

Indian settlements are not unusual in Florida, Elliott said, but it is unusual that the actual Fort

Mason site is just being rediscovered. The site, which is less than 150 years old, can be protected

only if the location is kept a secret, Elliott said.

""There are people who plunder archaeological sites,'' she said.

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Date: Mar 10, 1991

BLACK NETWORK BETTERS ALL LAKE COUNTIANS

Author: Sam Fenton, Lake County Editor

You're a young black professional who has just moved into Lake County. You know few people

except those who have hired you.

However, you have learned very quickly that, even though it is 1991, there are still very few

public places in the county where blacks like yourself can meet comfortably with fellow

professionals for casual conversation and relaxation.

It's a problem. It's real. And it's not going to magically disappear. That's why Alton Roane,

Alvin Jackson, Derryl Benton and other young black leaders have formed the Lake County

Professional Network.

Open to all who are interested, the network is providing a basic human service largely left

unattended by other Lake organizations intended to better the lot of minorities - most

conspicuously the NAACP and the traditional black religious establishment.

Still in its formative stages, the network elected officers just last week. Roane, city planner for

Eustis, was named president. Jackson, who heads up library and recreation services for the city,

was named vice president. Benton, a Eustis city commissioner and SunBank vice president, will

serve as treasurer. And Sandra Simpson, a supervisor with A T & T, is the secretary.

The group has two goals. It wants to provide a social atmosphere where young professionals can

socialize and exchange ideas. And it wants to direct the efforts of the county's brightest and best

blacks toward community outreach programs that will benefit all citizens, regardless of color or

creed.

It doesn't take a rocket scientist to see that such an organization is desperately needed if Lake's

businesses, its governments and its schools want any realistic chance of recruiting the best

minority talent available.

Just one look at the resumes of this group shows the enormous ability available for the county's

betterment. And just one evening participating in the fellowship, animated conversations and an

earnest exchange of ideas shows that members aren't about to let the slurs and prejudices of a

few undermine their desire to fully serve the many.

And slurs there are. When 30 well-dressed white people walk into one of our restaurants, it's

nothing unusual. But when 30 well-dressed members of the new network walk into a local dining

establishment, as they did 10 days ago, things change. Immediately, from the lounge, comes the

loud and sneering inquiry: "What are all these niggers doing coming in here?"

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The customer leaves quickly, and the restaurant owner apologizes to the blacks, as do the

remaining white patrons. But they can't erase the memory of the insulting bigotry. And that

wasn't an isolated incident. It's happened to this group before, even though the network has been

in existence for less than three months.

Group members didn't let the incident 10 days ago spoil the evening, but it served as a sad proof

that the right to meet in a public place simply isn't enough. Respect for the dignity of others must

be a partner in the equation.

The value of the network can't be underestimated. Professionals like Benton, Roane and Dr.

Genester Wilson-King, a new physician in the county, face more pressures here than they do in

such urban areas as Orlando.

The social fabric that fosters strong fellowship, cultural contributions and community service for

most of us is, unfortunately, woefully thin for Lake's blacks.

There are no private clubs or public restaurants catering to blacks. There are very few black

businesses and even fewer services designed for minorities. Local professional organizations for

blacks are virtually non-existent. So are other traditional networking avenues.

The handful of black organizations that do exist have become so hardened over the years by the

long civil rights struggle that they appear inflexible to many in the network. Some members, at

least, perceive a certain "my-way-or-the-highway" attitude that has caused the local NAACP and

some black churches to lose some of their effectiveness.

And the local white establishment remains aloof and largely unsupportive - not because it's any

more prejudiced than others, but because it simply hasn't learned how to deal comfortably with

this growing number of black professionals emerging within its ranks.

The new network is so important because it may be the only thing that will keep the Bentons,

Jacksons, Roanes and Wilson-Kings from leaving our county for higher-paying jobs in more

harmonious surroundings.

Lake needs to keep these bright young people here to serve not only as today's leaders but as role

models for tomorrow's leaders as well.

Says Benton, a native Lake Countian: "If anything would take Jackie and me away from here

some day, it is the extreme difficulty in trying to deal effectively with all these forces - black and

white - that pull so hard from all directions."

Benton says the Lake County Professional Network has become a nurturing ground where black

professionals - often isolated in the workplace - can meet comfortably on common ground to

discuss such problems and work out solutions.

That's why the network is important for each and every one of us.

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Date: May 26, 1990

EUSTIS NATIVE SELECTED FOR HUMAN SERVICES JOB

Author: Karlayne Parker of The Sentinel Staff

In 1979, when Eustis High School graduate Alvin Jackson left Lake County for an education up

North, he vowed he would return.

Eleven years later, Jackson has fulfilled that promise. He is Eustis's latest hire, its human

services coordinator - a position that pays $34,590.

"I always desired to come back to Central Florida," Jackson said Friday. "Eustis is an ideal place

to come back to. You can go many places and live but it has always been my desire to give back

to the community."

As one of eight city coordinators, it will be Jackson's task to oversee the city's library, recreation

department, downtown redevelopment, historic preservation and the business incubator.

These were duties performed by City Manager Mike Stearman, but his increasing workload

dictated the need to fill the human services coordinator position.

Jackson was among three candidates for the job.

His first day on the job was a week ago; since then he has been introduced to the various facets

of his new job - most of which aren't really new to him.

He came to Eustis from the city of Eatonville, where he was assistant to the mayor for two years,

from 1988 until earlier this month. He was responsible for a budget of about $3 million and

oversaw fire, police, utilities, finance, recreation and public works. He supervised 50 employees.

Before working for the city of Eatonville, Jackson's experience included commercial

revitalization specialist for Opa-Locka Community Development Corp., county coordinator for a

real estate company that dealt with local governments and director of admissions for Fort

Lauderdale College.

Soon after graduating with a bachelor of art's degree in 1982 from the University of Maryland,

Jackson made his way back to Florida, moving to Fort Lauderdale. It was then he became

affiliated with community and professional activities of statewide interest.

In 1989, he was appointed by the Secretary of State to serve a four-year term on the Florida

Historic Preservation Council - a 12- member board that recommends projects to be funded by

the state.

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He was one of the members to help the city get the Ferran Park Band Shell renovation project on

the Secretary of State's project list. City officials are seeking a $193,000 state grant to help raise

the $288,000 needed for the project. About $105,000 has been allocated in state and local

money.

This is just one project that Jackson will oversee as the Legislature decides this session whether

to give the city the money.

"I am looking forward to working with everyone in the various departments," he said.

"The director of the library and recreation already have progressive programs. I'm looking to

complement what they do."

Jackson, who is a former wide receiver for Eustis High School and former classmate of Mayor

Derryl Benton, said he would like to give back to the community and serve as a role model for

Eustis's black community.

Throughout the years, Jackson and Benton have stayed in touch.

He has always been service-oriented and is associate minister of The Church of the Kingdom of

God in Eustis.

"Things have changed since I left," he said. "When I was in school Thomas McClary (then a

musician with the pop group The Commodores) was someone to look up to."

The city of Eustis now has two black administrators; the other is police Lt. Anthony Robinson.

Benton is an elected black official.

"I never did look at the numbers," Jackson said. "It is my intention to be an asset to the city of

Eustis because I am qualified. I grew up in Eustis."

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Date: May 13, 1990

EATONVILLE FACED WITH ANOTHER RESIGNATION

Author: Ines Davis Parrish of The Sentinel Staff

Administrative assistant Alvin Jackson resigned last week.

Jackson, 28, had been employed by the town since October 1988 when he was hired to fill a

yearlong vacancy. Jackson could not be reached for comment.

Mayor Ada Sims, however, said his resignation was not forced. She said she does not know if

Jackson has a job but that he plans to go to his hometown of Eustis.

Sims would not say if more resignations are likely but indicated she would not be surprised if

there are more. "When a new administration comes in, you know, things change."

Jackson's is the third resignation among five people whom Sims tried to fire when she was

acting mayor last year.

At that time, Sims fired Town Clerk Ruby Thomas, Jackson and Police Chief Ted Hood for

insubordination. Police Officer John Myers was fired for violating public safety codes, and she

attempted to fire Town Attorney James Sweeting for insubordination.

All were reinstated by Mayor Nathaniel Vereen, who died shortly afterward.

Sims was elected to office in March. Sweeting resigned last month and Myers left in March.

Sims said she will begin advertising to fill Jackson's position as soon as the Town Council is

informed.

The job involves running the daily affairs of the town and reporting to the mayor and council.

Jackson was earning about $25,200 a year.

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Date: Aug 18, 1989

EATONVILLE CONSIDERING 42% INCREASE IN TAXES

Author: Ines Davis Parrish of The Sentinel Staff

Town officials say they want to increase property taxes by 42 percent so they can give

employees a substantial pay raise, establish an employee retirement plan and repair the water and

sewer system.

A proposed 2-mill increase, from 4.695 to 6.695 mills, would bring in an additional $81,161 in

property tax revenue for the 1989-90 budget year. Proposed increases in utility taxes and

building permit fees would produce another $41,368.

The tentative budget of $2,456,257 represents a 67 percent increase over this year's $1,469,358

budget. State revenue sharing funds and property taxes provide the greatest share of the general

operating funds of $1.2 million.

A mill equals $1 for every $1,000 of taxable property value. For example, the bill for town taxes

on a home valued at $53,140 this year would jump 45 percent from $132 to $192 if the higher

rate is approved. For that homeowner, the total tax bill, which includes county and school taxes,

would increase from $498 this year to $611 in 1990, the Orange County property appraiser's

office said.

A pension plan for the town's employees is one of the greatest expenses the town may face in the

coming year. If approved, Eatonville will pay $53,919 for a state pension plan. It would be the

first year the town has paid for an employee pension program.

Council members say they want to see a complete presentation of the plan before deciding on

whether to spend the money.

Also in the proposed budget are salary increases ranging from 4 to 18 percent. The police and

fire chiefs' salaries would increase the most, with the police chief's pay going from $23,000 to

$26,150 and the fire chief receiving an increase from $22,000 to $26,000.

Assistant administrator Alvin Jackson said all the town's employees would receive at least a 4

percent increase.

The town's finance director, Neva Reed, resigned last month before the budget was completed

and took the job of assistant city manager in Opa Locka. Jackson, who had not prepared a city

budget, finished the work.

As a result, Jackson could not to answer some questions concerning increases in the utility

taxes.

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Town officials plan to raise charges for water-sewer and solid waste services to make those

departments self-supporting. For example, the proposed budget reflects a $20,000 increase in

revenue through higher fees for turning water service on or off, and $77,904 in additional funds

from connection fees. A study establishing the new service charges has not been released.

Jackson said the town is pursuing grant money to pay for needed improvements. But the study

detailing costs for the improvements has not been released.

A final workshop on the budget will be held at 9 a.m. Saturday in the police station conference

room. Public hearings are scheduled at 7:30 p.m. Tuesday and Sept. 5 at the police station.

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Date: Oct 14, 1988

JACKSON AIMS TO ACHIEVE NEW EATONVILLE ADMINISTRATOR WANTS

WORK TO BENEFIT RESIDENTS

Author: Debbie Salamone of The Sentinel Staff

If Alvin Jackson hasn't touched enough people, he hasn't done his job.

Jackson, 27, is Eatonville's new administrative assistant and his job, he says, is to have his work

touch as many residents as possible. If people benefit from Jackson's efforts, that is good enough

for him.

"Success is measured not in how many steps you take or how much money you make. Success is

when you set a goal and you achieve that goal," he said.

The Miami native and minister has his sights set high for Eatonville. Jackson will spend the next

several months setting up files, working on new policies and meeting with department heads.

But after that is finished, Jackson plans to help develop Eatonville into a first-rate community,

not only because that is part of his job but because he feels it is an honor.

"I feel I am going to be a part of the history because this town is history," Jackson said.

Jackson, who grew up in Eustis, has a bachelor's degree in public administration and a minor in

business administration from the University of Maryland. Before coming to Eatonville, he

worked as a commercial revitalization specialist for Opa-Locka Community Development Corp.

Jackson replaces former administrative assistant Ron Rogers, whom the town council ousted last

year without discussion during a routine budget hearing. The post had been vacant for a year, and

a committee of residents ranked Jackson as the top candidate among dozens of applicants.

Opa-Locka City Commissioner George Lipkins said if Eatonville wants progress, Jackson is the

one to steer it into the next century.

"He will bring a newness and vitality to Eatonville," Lipkins said. "He is one of those unique

people who has charisma with everyone he meets."

Lipkins said Jackson has "bridged the age gap" to deal with old and young. He is a futuristic

thinker but realistic enough to get daily work done, Lipkins said.

Jackson was nominated in 1986 by the Miami Herald as one of the Outstanding Young Men of

America. He also received several scholarships to the University of Maryland and was honored

in Miami for black achievement.

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Jackson has worked mostly for private business, but his work usually meant dealing with

government and people, rich or poor. While he was admissions director for Fort Lauderdale

College in Miami, Jackson shed his tie for a T- shirt and walked into the Miami slums, hoping to

persuade people standing on street corners to sit in the classroom.

The father of two believes getting people involved is the best way to make a town work. He

wants Eatonville's department heads to set their own goals and work toward them.

"I don't believe in management by intimidation," he said. "I believe in management by getting

everybody involved. I see my role not as a dictator, but someone who can support, sort of guide."

Jackson also wants to become involved in the Parent-Teacher Association and ministry in the

Orlando area. He was an associate minister and officiating pastor at the Church of the Kingdom

of God in Miami and held several positions in the Miami PTA.

With all those involvements, Jackson has not had time for hobbies. To a person whom friends

describe as "serious," affecting people is more important, he said.

"Coming from a poor background, I think we have a lot of compassion in seeing the system and

how we relate that to people," said longtime friend Derryl Benton, assistant vice president and

manager of Sun Bank in Leesburg.

"We quite often talked about how to communicate the need to get involved. Alvin is serious, is

pretty much to the business. But by no means is he a person who lacks imagination. He can have

fun."

Compiled By: Sean Baenziger

Colin Baenziger and Associates