Broad experience in government: city management, finance, public safety, public works, and utility services, and is qualified to serve as Interim City Manager.
Experience
Interim Maintenance Manager, City of Manhattan Beach (2021) Responsible for facilities, streets, urban forest, and city garage. Converted parking meters adding revenue and reducing costs, initiated training to certify key staff to operate the crane. Each of these projects had languished for over 2 years. Provided observations and recommendations to new Director.
Interim Public Works Director, City of Lynwood (2017-19) Evaluated and identified problems related to the Public Works Department: engineering, major arterial and local street project delays, water system issues, sewer maintenance and upgrades, streetlight conversion to LED, and emergency operations. Recommended single point of contact for engineering services, directed to seek proposals for engineering services for consideration by the city council. Completed Phase One for Long Beach Boulevard improvements, finalized bid documents for 7 residential streets including upgrade of any sewer or water line deficiencies, secured proposal for upgrade of city streetlights, initiated water system SCADA project, recommended upgrade of water meters. Prepared documents to solicit proposals for citywide sidewalk repair program.
Interim Public Works Director, City of San Fernando (2013-14) At the direction of the Interim City Manager expedited projects including: processed request for proposals for As-Needed Engineering Services; coordinated the changeover of franchise refuse collection services; recommended approval of an agreement for implementation and maintenance of a nitrate removal system for two city water wells; sought and received City Council approval for development of a city owned Compressed Natural Gas (CNG) station; reviewed the Municipal Separate Storm Sewer System (MS4) permit that required preparation of an individual Watershed Management Plan and recommended and received approval for an Enhanced Watershed Management Plan memorandum of understanding with the County of Los Angeles, the Los Angeles County Flood Control District (“District”), the City of Los Angeles, and 14 other municipalities in the Upper Los Angeles River Enhanced Watershed Management Plan Group (saving the City over $100,000).
Director of Public Works, City of South Gate (2004-10, Retired) Responsibilities included management and development of personnel overseeing public facilities and infrastructure operations for water, sewer, refuse, traffic, streets, energy efficiency, and public health and safety services; managed the Public Works operations budget of $30 million and the capital improvement project budget of $20 million (total city budget $100 million). Under his direction secured $57 million in grants.
Education
Associate in Arts, Cerritos College, Norwalk
Bachelor of Arts, California State University, Fullerton
Master of Science in Public Administration, California State University, Los Angeles
Affiliations
Served on the Executive Committee for the San Gabriel Valley Economic Partnership
Past Chair of the California State Association of Counties Corporate Associates Economic Development Committee
Served on the Board of Directors for non-profit corporations including the Human Services Association, the Rio Hondo Boys and Girls Club, and the Foothill Family YMCA
Adjunct Professor and Advisory Council Member at California State University, Los Angeles
Past President of the Rio Hondo Bell Gardens/Commerce Rotary Club, former member of the South Pasadena Rotary Club, Past President of the South Gate Rotary Club, current member of the Rotary Club of Walnut Valley
Military Service
United States Army Reserve, Honorable Discharge
Contact Me:
Robert T. Dickey
Phone: 909-800-4722
382 N. Lemon Avenue #495
Walnut, California 91789
Email: Robert@publicservicesconsulting.com
Previous Experience
Archive
to be deleted.
City of South Gate
2004 to September 2010 (Retired)
Director of Public Works
South Gate is a full service city. Responsibilities included management and development of personnel overseeing public facilities and infrastructure operations for water, sewer, refuse, traffic, streets, energy efficiency, and public health and safety services; developed long range strategies; worked with regional organizations to protect and enhance City interests; provided education, training, and direction to a staff of 72 employees; and managed the Public Works operations budget of $30 million and the capital improvement
project budget of $20 million (total city budget $100 million). Under my direction secured $57 million in grants.
Southern California Edison Company
1994 to 2004
Economic and Business Development Manager/Public Affairs Region Manager
As Public Affairs manager represented SCE in 7 cities; managed the economic development program in the San Gabriel Valley working with public and private sector leaders to identify, develop, and implement strategies designed to improve Southern California’s economic climate and quality of life for residents and businesses; responsible for manufacturing job retention, expansion, and attraction.
Structured Finance Corporation of America
1993 to 1994
Senior Vice President
Furnished financial and investment advisory services to cities, redevelopment agencies, school districts, and other taxing entities. Directed the sale of bonds, refunding, investment of debt service reserve funds, document preparation, and conducted due diligence oversight with staff and bond counsel.
City of Santa Monica
1992 to 1993
Acting Executive Director/Real Estate Asset Manager
The Bayside District Corporation is a non-profit organization funded by the city to manage their premier shopping area, the Third Street Promenade. Management accountability involved coordination with an 11 member Board of Directors and city staff. Managed employees, settled tenant disputes, developed retail policy,
reviewed development proposals in coordination with elected officials, city departments, retail tenants, and developers; applied general government principles to the operation of the organization.
City Of Bell Gardens
1986 to 1992
Interim City Manager/Deputy City Manager/Community Development Director
Bell Gardens is a full service and contract city operating under the general laws of the State of California. The City has its own Police Department and Los Angeles Fire Protection Services; managed Community Redevelopment, Economic Development, City Planning, and the Building and Safety Departments. Created new revenue through long term unsubordinated ground leasing.
City Of Walnut
1983 to 1986
City Manager/Redevelopment Executive Director
Walnut is a general law city contracting for most services. Managed 38 employees and contract services including law enforcement, fire protection, recreation services, refuse collection, and cable television; handled citizen complaints, recommended policy, prepared budgets, approved expenditures, created new revenue, directed audits, negotiated development, and enforced the municipal code. During my tenure the tax base was increased by over $171 million in assessed value.
City Of Rosemead
1976 to 1983
Assistant City Manager
Rosemead is a contract city, managed day to day operations coordinating all departments and contract service providers including the Sheriff’s Department and the Los Angeles County Fire Department.
City Of Signal Hill
1975 to 1976
Assistant City Manager
Signal Hill is a full service and contract city with their own Police Department and Los Angeles County Fire protection services; prepared reports, coordinated events, and interacted with various departments including Police, Fire, Building and Safety, and Recreation.
Hornblower Weeks, Hemphill, Noyes
1972 to 1975
Account Executive
Studied and trained in New York; obtained licenses to sell stocks, bonds, commodities, and life insurance with a focus on asset creation for clients in California.