BLOOMINGTON - Colleagues and council members who have worked with David Hales, Bloomington's next city manager, routinely used terms like "friendly" and "hard worker" to describe him.

"I don't think you can outwork him," said Tom Dayvault, president of the High Point, N.C., Chamber of Commerce, who also praised Hales for laying groundwork for a dying city's economic recovery.

Hales, 54, was hired by the Bloomington City Council last month to replace retiring City Manager Tom Hamilton. Hales is expected to start his new job Jan. 12.

Hales is the finance director at West Jordan, Utah, and previously served as city manager at Bend, Ore., and Kannapolis, N.C.

Officials who worked with Hales in those three cities compliment him on his acumen in economic development and finance and his ability to communicate with the public - skills Bloomington council members were looking for when they began their search.

"During the search process we were made aware of David's abilities and interest in economic development, and that certainly resonated with several council members," said Bloomington Mayor Steve Stockton.

The downturn in the economy already is putting a strain on city sales tax revenues. And the city government's image has suffered ever since the money-losing U.S. Cellular Coliseum was built despite the results of a 2004 advisory referendum opposing it.

Hales also has experience leading a city in hard economic times. His long-term and economic development planning was vital to Kannapolis' survival, said Dayvault, who was executive director of the Kannapolis Chamber of Commerce during Hales term as city manager there from 1997 to 2001. Dayvault worked with Hales on a "strategic visioning plan" for the city about 25 miles from Charlotte, N.C.

Blueprint for survival

The plan served as a blueprint to the community's recovery after it lost its Cannon Mills textile plant, said former Kannapolis Mayor Ray Moss.

"When David came here, we were a dying city," said Moss.

At one time, the city of about 40,000 people was home to about 20,000 textile jobs. Over the years, the Cannon Mills plant changed hands and the new owners slowly whittled away at the jobs that were once a staple of employment from the 1950s through the 1970s.

"As part of that visioning process, he laid the groundwork so we were ready when the plant closed," Moss said.

Kannapolis lost 8,000 jobs on the day the plant closed in 2003, about two years after Hales moved on to be city manager at Bend, Ore.

Instead of becoming a ghost town, Kannapolis is now poised to be a center of biotechnology and research because of Hales' planning, Moss said.

The former owner of Cannon Mills invested in the demolition of the plant and construction of four new buildings that will house the North Carolina Research Campus on that site. The research campus is a joint venture between Dole Foods, Duke University and the University of North Carolina.

Dayvault said Hales and the Kannapolis City Council did have their critics at the time.

"People who wanted Kannapolis to be like it always had been didn't like what was going on," Dayvault said. "But it could never be that city anymore. The days when people were bused in to work there (the textile mill) are long gone."

Other skills

The Cannon Mills closure isn't the only major economic issue Hales has had to contend with in his career.

In West Jordan, Utah, a city of about 101,000 people, officials praise Hales for his part in helping the community land a $100 million KraftMaid Cabinetry manufacturing plant and a $250 million Oracle data storage facility.

Those kinds of economic development skills will be needed in Bloomington, but it was Hales' other qualities in the areas of communication, consensus building and finance that caught Stockton's eye.

Among Hales' accomplishments noted by former Bend City Councilor John Schubert was his ability to take over negotiations and hammer out an agreement between the city and developers of Mill Quarter, a residential and business development in Bend. Previous efforts to negotiate with the developers had turned "acrimonious and messy," Schubert said.

"The consensus is David is a good listener who stays calm even when things get heated," said Kim Wells, spokeswoman for the city of West Jordan.

Those skills and Hales' friendly demeanor were tested at Bend, Schubert said. Hales served as city manager from 2001 to 2003 in the Oregon city of 65,000 people.

"The council and community were a little fractured," said Schubert, crediting Hales for helping to closing those rifts during his time in office. "David brought a very congenial nature. He seemed very diplomatic, friendly and open."

In talking about Hales' communication skills, Wells pointed out that Hales is willing to reach out to the taxpayers and council members. Among his efforts was putting together a 16-page brochure on West Jordan's taxing and spending plan.

"He made city finances easy to understand for those of us who are not finance majors," Wells said.

Hales also takes a lot of pride in his work, she added. As an example, Wells cited a recent financial certification Hales earned during his nearly three years at West Jordan.

Hales earned the designation of certified public finance officer from the Government Finance Officers Association. Only 375 individuals have been awarded the designation.

Wells' description of Hales is an example of what Stockton said he wants to see in the city's next manager.

"His approachability and financial knowledge will help us look at how we can cut costs, do a few things differently and then explain the finances and changes to people," Stockton said.

Whatever Hales' abilities are, Moss and Dayvault are confident he will be a good fit for Bloomington.

"They will enjoy working with David," Moss said. "Expect him to start running as soon as he hits the ground."

---

Issues facing Hales

David Hales will have his plate full when he starts his new job as Bloomington city manager on Jan. 12. The issues facing the city include:

Growth

Bloomington's population, which stood at about 75,000 in a 2006 special census, is expected to exceed 92,000 by 2025, and that means more city services.

Budgeting

The city faced tough budget years for 2008-09 and 2009-10. The downturn in the economy is expected to keep sales tax revenue from growing for the time being while the need for services persists.

Loss of institutional knowledge

The City Council offered early retirement to about 100 of its 650 full-time employees who are 50 years old or older with a minimum of 20 years of service in the Illinois Municipal Retirement Fund. In the water department, for example, where four employees are retiring, that will mean a loss of more than 80 years of cumulative experience. Many departments, including finance, police and public service, have lost their directors. A new director has been hired in public service, but the jobs of finance director, deputy city manager and police chief need to be filled.

Economic development

The City Council wants to target small commercial growth by bringing in businesses with 100 to 300 employees to help diversify the city's economic base.

Emerald ash borer

It may only be a little bug, but it is anticipated to do a lot of damage to the city's trees and its budget. About 3,400 ash trees owned and maintained by the city in parks and along the streets will need to be taken down as the emerald ash borer infestation grows. The city is estimating the total cost will be about $3 million, but officials are trying to break up the cost by spending about $300,000 a year for 10 years to remove the trees.

Four planning studies

The city has participated in studies about where to locate an east-side highway and improving the appearance of the Main Street corridor through the Twin Cities. Also, the city has started is own studies to create redevelopment plans for downtown and the west side. The City Council has adopted some of the plans already and soon will have to look at finding the money in the city's budget to pay for some of the programs.

Water

The city has long-term plans to develop a second water supply by drilling into the Mahomet Aquifer on the western side of McLean County. The plan for drilling into the aquifer started in the early 1990s after severe droughts in 1988 and 1989 reduced the city's primary water supply: Lake Bloomington and Evergreen Lake. In the meantime, the city has started on interim plans to look for wells south of Bloomington on city property near the Den at Fox Creek Golf Course and north of Bloomington at Hudson on city property near the lakes.

Elections

After April, Hales will not be working for the same council that hired him. Six members of the council, including the mayor, are up for election. Two aldermen, Kevin Huette in Ward 3 and Jim Fruin 9 in Ward 9, are currently unopposed in their re-election bids. Aldermen Allen Gibson of Ward 1 and Jim Finnegan of Ward 5 are not running for re-election, and Ward 7 Alderman Steven Purcell faces two challengers. Hales has a four-month contract with the city because under state law his contract cannot run longer than the mayor's term. Mayor Steve Stockton faces two challengers in his bid for a second term.

SOURCES: Pantagraph archives, city of Bloomington

---

David A. Hales

Age: 54

Family: wife, Kathy; six children; and five grandchildren.

Experience: 2005 to present, director of finance, West Jordan, Utah; 2004 to 2005, consultant; 2001 to 2003, city manager, Bend, Ore.; 1997 to 2001, city manager, Kannapolis, N.C.; 1986 to 1997, city manager, Centerville, Utah.

Education and professional certifications: Master's degree in public administration, Brigham Young University; bachelor's degree in political science, University of Utah; certificates in international relations from the University of Utah and in municipal administration from the University of North Carolina at Chapel Hill; certified public finance officer.

Sources: David Hales and the city of Bloomington