City Manager Recruitment 2020 - 2021CITY IVIANAGER
REC RU I TI\/l E NT/S E L ECT I O N
PROCESS AND TIIVI ELINE
2020 r 2021
CONTAINS RELEVANT
AGENDA ITEI\4S, AFTER-
ACTIONS, LTCS,
RESOLUTIONS, SEARCH
FIRI\4 CONTRACTS,
INTERVIEW OUESTIONS,
AND OTHER RELEVANT
RECRUITI\4ENT
IVIATERIALS
ocToBER 14,2020
ITEIVI R9 W
AND
RELEVANT
AFTER-ACTION
415124,2:59 PM
TO:
FROM:
DATE:
AAIAAAI BEACH
Coversheet
New Business and Commission Requests - R9 W
COMMISSION MEMORANDUM
Honorable Mayor and Members of the City Commission
Mayor Dan Gelber
October 14,2020
SUBJECT: DISCUSSION REGARDING CITY MANAGER JIMMY MORALES. RESIGNATION, EFFECTIVE
FEBRUARY 1, AND THE HIRING OF THE NEXT CITY MANAGER.
Applisable Area
Citya/de
ls this a "Residents Right to
Kn ow" item,_pllIsgeltle
elU Coae Section Z-UZ
Yes
Does this item utilize G.O.
Bond Funds?
No
Qgislative Tracking
Mayor Dan Gelber
ATTAGHMENTS:
Description
D Memorandum
https://miamibeach.novusagenda.eom/agendapublic/CoverSheet.aspx?ltemlD=19333&Meetin glD=774 1t1
AAIAAAIBEACH
OFFICE OF THE MAYOR AND COMMISSION
COMMlSSION MEMORANDUM
TO: Members of the City Commission
FROM: Mayor Dan Gelber
DATE: October 14,2020
SUBJECT: PROPOSED CHRONOLOGY FOR SELECTION/APPOINTMENT OF NEW CITY
MANAGER
Following City Manager Morales' resignation this week (which will be effective on Febru ary 1,
2021), I believe that it is in the best interest of the City to immediately begin discussion regarding
the selection process for the new City Manager. Accordingly, I requested that the City Cterk and
City Attorney draft the attached proposed procedures, which take into consideration the process
that was followed for the selection of City Manager Morales in 2013. I don't presume that this is
the only way, but believe that seeing one potential critical path might help us reach agreement on
this or another plan.
ldeally, if the Commission were to conceptually approve the proposed procedures at the October
14, 2020 City Commission Meeting, we could start the search immediately and finalize it shortly
after Mr. Morales' scheduled departure (i.e. February 1,2021).
I would like to discuss the attached procedures/timelines; get input from the Commission; and
approve a process at the October 14, 2020 Commission meeting so we can begin immediately
moving forward with this most important decision.
F:\CLER\$ALL\REG\CIW MANAGER RECRUITMENT 2\Commission Memorandum and Chronology - Selection Process.docx
PROPOSED GHRONOLOGY FOR SELECTION/APPOINTMENT OF NEW CITY MANAGER
October 14,2020 - City Commission Meeting
City Commission conceptually approves process for selection and appointment of new City
Manager.
October 28, 2020 - City Commission Meeting
Via waiver of competitive bidding, the City Commission authorizes the City Attorney and the City
Clerk to negotiate a Professional Services Agreement with a qualified recruitment firm(s) to assistthe Mayor and City Commission in the City Manager selection/hiring process; further,
appropriating an amount not to exceed $40,000 for such agreement(s) with the successful firm.
(Note: Prior to the October 28, 2020 Commission Meeting, the Procurement Department will
provide via LTC a list of potential qualified recruitment firm(s).)
. The recruitment firm will assist with the following:
o Develop recruiting specifications, in conjunction with the City Commission and other City
officials, which address the specific duties, responsibilities, operational issues, traits, and
other factors that are relevant to the position of City Manager;
o Develop minimum qualifications and desired qualification for the position of City Manager;
o Develop a timeline for completing the phases of the process;
o Conduct a search with recruiting activities, including selected advertising and networking;
o Develop recruiting specifications to encompass a nationwide search;
o Prepare recruiting materials that present an accurate profile of the position and
environment;
o Contact potential candidates through written materia!, advertising, and direct recruiting;
o Develop criteria for evaluating candidates;
o Develop a list of finalists, together with the City Commission, utilizing generally accepted
screening practices and procedures to be detailed in a report;
o Screen and evaluate candidates to establish a qualified group;
o Research candidates' personal, professorial, and academic qualifications thoroughly and
discreetly;
o Consolidate the findings of the final candidates in clear, objective profiles detailing: current
situation, experience, skills, and performance that are directly appropriate to the position;
and
o Develop and participate in the selection process, to include meetings with the Mayor and
Commissioners.
November 18, 2020 - City Commission Meeting
The City Commission, with the assistance of the recruitment firm will finalize
. Recruiting specifications;. Minimum qualifications and update the latest job description, if necessary, for the position of
City Manager;r A timeline for completing the phases of the process;. Recruiting/advertising specifications to encompass a nationwide search; and. Criteria for evaluating candidates.
A copy of the current City Manager job description is attached as Exhibit A.
Prior to the City Gommission Meeting of January 2021
The recruitment firm will:. Provide the complete list of applicants to the City Commission; and. Provide a list of recommended finalists (shortlist).
The City Commission may elect to add additional candidates to the recommended shortlist of
finalists by submiting the name(s) to the City Clerk. lf at least 3 or more City Commissioners
submit the same name (of an additional candidate) to the City Clerk, then that candidate will
be added to the shortlist of finalists.
January 2021 Commission Meeting
Having been provided information on the final shortlisted candidates by the recruitment firm, the
City Commission will develop and approve a process and timeline for one-on-one interviews and
develop a process for final interviews before the entire City Commission.
February 2021 Gommission Meeting
The City Commission will:. Conduct interviews of the final candidates at the public meeting;. Following the interviews, the City Commission will vote to select a new City Manager (Majority
vote required); and. Authorize the City Attorney and the Chair of the Finance and Economic Resiliency Committee
to negotiate an Employment Contract with new City Manager.
February 2021 Second Commission Meeting
. The City Commission will consider/approve the City Manager's Employment Contract.
. lf the Employment Contract is approved, the City Clerk will swear-in new City Manager.
NOTE:
1) Because new City Manager may not be appointed unti! mid to end of February, the City
Commissions may have to select an interim Manager to cover the "gap."
2) The City Clerk will be the point of contact between the search firm, applicants, and City
Commission. The City Attorney shall provide legal support to the City Clerk and City
Commission throughout the search process.
City ManagerMIAMIBEACH
Bargaining Unit: Unclassified
Class Code:
1001 / Grade UNC
CITY OF MIAMI BEACH
Revisron Date: Nov 16, 2009
NATURE OF WORK:
Highly responsible administrative and managerial work in the operation of a full-service City
government.
ILLUSTRATIVE EXAMPLES OF ESSENTIAL DUTIES:
o Directs and coordinates work of the staff and operating departments. Hires and fires staff. Administers the personnel system and deals with employeeso Monitors and controls financial affairs of the City. Prepares and implements budgeto Relates to neighboring jurisdictions; the county, state, and federal government; other
governmental agencies; and local citizens, tnterest groups, vendors, and contractors. Conducts press relations and public relations. Carries out directives from the City Commissiono Responds to, and solves citizen problems
o Devises policy recommendationso Solves problems
o Advises City Commission of recommendationso Directs the development of policies and procedures relative to collective bargaining
negotiations and interpretation, Human Resources administration and special projects
assigned by the City Commission. Directs the City's collective bargaining negotiations, contract agreements, impasse
proceedi ngs, g rieva nces, a nd related employee-relations activities. Oversees the development of liaisons to various City Boards and Committees: Tourist
& Convention Center Expansion Authority; Community Benefits Committee;
Convention Center Advisory Board; Visitors and Convention Authority; Community
Affairs Committee; Black Box Committee; and the Greater Miami Convention and
Visitors Bureau. Performs related tasks as required
MINIMUM REQUIREMENTS:
. Bachelor's degree from an accredited college or universityo Two (2) years' recent experience as a City Manager or as a CEO of a government or
private organizationo An equivalent combination of training and experience may be substituted
Exhibit A
. Demonstrated professional management, leadership, and communication skills,
including fiscal, planning, human resources, labor relations, private/public joint
ventures, tourism, and municipal operations. Experience in dealing effectively with diverse cultures and in economic and
community development. City of Miami Beach residency is preferred. Experience can substitute for education on a year-for-year basis
KNOWLEDGE, SKILLS AND ABILITIES:
. Extensive knowledge of public management and organization theories, principles,
practices and techniques at the local level. Thorough knowledge of the organization, function, and methods of operation of the
City's legislative and executive staff and departmentsr Extensive knowledge of the basic laws, ordinances and regulations underlying the
municipal corporation. Thorough knowledge of municipal finances and administration. Ability to analyze a variety of complex administrative problems, to make sound
recommendations for their solutions, and to prepare working procedures
o Ability to express ideas effectively, both orally and in writing. Ability to establish and maintain effective working relationships with other City
officials, employees and the general public
o Ability to plan, supervise, and coordinate the work of subordinates
PHYSICAL REQUIREM ENTS:
. Must have the use of sensory skills in order to communicate and interact effectively
with other employees and the public through the use of the telephone and personal
contactr Physical capability to use and operate effectively various items of office-related
equipment, such as, but not limited to, personal computer, calculator, copier, and fax
machineo No significant standing, walking, moving, climbing, carrying, bending, kneeling,
crawling, reaching, handling, sitting, standing, pushing, and pullrngo Strong stamina for complex work and able to work long hours. Ability to read extensively and quickly
o Ability to retain the substance of reading materials
o Ability to get with others, delegate responsibility and energize subordinates and seek
to reconcile divergent points of view
SUPERVISTON RECEIVED:
. Work is performed with substantial latitude for independent ludgment subject to
review by the City Commission
SUPERVISION EXERCISED:
. Plans, organizes, and directs City departments
After Action October 14,2020
Virtual Commission Meeting
City of Miami Beach
1224:O7 p.m.
ADDENDUM MATERIAL 1
R9 W DISCUSSION REGARDING CIry MANAGER JIMMY L. MORALES' RESIGNATION, EFFECTIVE
FEBRUARY 1, AND THE HIRING OF THE NEXT CITY MANAGER.
Sponsored by Mayor Dan Gelber
Addendum added on October 12,2O2O
Approved by Mayor
ACTION: Motion made by Commissioner Arriola to hire a headhunting (search firms) that will
proactively go out and recruit candidates and lead the City through the process and have City Clerk
and City Attorney bring a short-list for search firms at the October 28, 2020 Commission Meeting.
Vice-Mayor Samuelian seconded the motion and offered a friendly amendment that as part of the
selection process the Executive Search/headhunter review the City's process and comments. Offices
of the Caty Attorney and City Clerk to handle.
DIRECTION:
1. Top short-listed firms to present at the October 28, 2020 Commission Meeting. Rafael E
Granado and Raul Aguila to handle.
2. Discuss appointing lnterim Manager in the meantime
Mayor Gelber explained that there will be plenty of time to talk about Jimmy and the job he has done,
but today he wanted to discuss a critical path for selecting a new City Manager. He took the liberty of
preparing a proposed path, not presuming that this would be the necessary path to be used, but
assuming that at least the City Commission has at least a form to look at to see what appeals to them,
and he did it with the goal of trying to find a replacement within six months, not within a year, and in
his opinion there are people internally that they could expect to handle the job, and that is important
that they understand, because he does not think any advertising they do projects to anyone locally or
internationally, but in fact there are really confident people, and is attributed to Jimmy and his staff,
there are a few of their current employers handling that position quite well. The memorandum he sent
around goes through a timeline and then he will collect feedback. First, he would suggest approving
a process to select a search firm, and at the October 28 meeting they would bring a recruitment firm
to assist in this selection process. They do not need to do a competitive bid on that, he has it an
amount not to exceed $40,000 to assist with the process. They could consider doing it in-house, but
if the firms could work with them and help them come up with the outlines including in the
Memorandum from developing qualifications and specifications to timelines, and then on November
18 they would finalize that and come up with specific specifications and minimum qualifications. He
does not think that having been a City Manager should be part of the requirement, but they can talk
to the search firm about it. He believes that sometime in January the City would get a list of
recommended applicants and finalists, but he added a process to add to the short-list so they could
get a binder of all the applicants and resumes, with a cover sheet that shows those that were short-
listed for review by his colleagues, in case there was another candidate they wanted to see as a
short-!isted candidate they can checked that and if three or more Commissioners want to do that they
can discuss. The City Commission could approve the process with one-on-one interviews, he
requested that the City Commission interviews the individual alone, and they should have a public
interview as well. He understands that it is not hard to organize, and they have done it before.
Following the interviews at public meetings, they will select the City Manager by majority vote and
have the City Attorney and the Chair of Finance and Economic Resiliency Committee negotiate a
contract for the City Manager and swearing a new Manager sometime around there. That is the critical
path he proposes that gives them up to February, they stil! may need to select an lnterim City Manager
and he welcomes al! ideas.
Page 1 of 8
After Action October 14,2020
Virtual Commission Meeting
City of Miami Beach
Discussion held.
Commissioner Arriola supports the use of an outside consulting firm as he does not want to do this
in-house, and any of the big-name brands that specializes in government executives would suffice.
A cap of $40,000 is reasonable, but that is negotiable. However, he does not want them to back
themselves into a corner where February 1 is the cutoff date by which they have to decide, because
he wants to give themselves sufficient time to hire the right person. lf it takes a few more months,
then he thinks it is worth waiting. He wants to keep the process open long enough to find the right
candidate and proposed thinking now about an lnterim City Manager, appointed either in-house or
from the outside, with the commitment that the person would not seek the full-time City Manager
position.
Mayor Gelber agrees with the need for an lnterim Manager and wanted to give something ambitious
but they are not fixed on any dates.
Vice-Mayor Samuelian recognized that one of Jimmy's most powerful legacies is a deep-qualified
team. e highly encourages all qualified internal candidates to come fonlrrard. He likes having the City
Clerk teaming up with the City Attorney and providing that independence while going through the
process, and most importantly, they need a robust process, they need to get the right candidate, show
a transparent and robust process. While he wants to move expeditiously, he does not want to rush or
set artificial deadlines. Most importantly, the Executive Search firm to be used, he thinks they do need
one and believes that search firm will serve the Mayor and Commission and he recommended for the
City Clerk and City Attorney to look at the list of folks, short-list them and then have them engage the
City Commission to have a say in it. While he likes the process laid out, they would also invite those
that have done it to comment on the process. Given the size of the budget he has no problem if the
fee is above $40,000 Ron Starkman suggested that once they have a search firm it is helpful for them
to interview internal candidates. He thinks they will need an lnterim City Manager and it could be as
simple as posting who is interested in that position.
Commissioner Richardson appreciates the outline as that gives them a basis to have a conversation.
They want to find the right person but would like them to move as expeditiously as possible. An lnterim
Manager may want to hold certain items until the permanent Manager is here and may slow down on
certain City business. He wants to move as quickly as possible but get it right. On the search firm he
thinks they need to decide today what kind of search firm they want. There is the one that does the
outreach to the candidate that takes a percentage of the salary, which can be very expensive, or the
kind that does not go necessarily for the candidates, they are the collector of data and help advertising
positions and take the applications in. He is in favor of that approach because he does not think they
need a search firm to cal! potential candidates as the process would take longer. !f they publicly
advertise the position in a meaningful way, they will find the applicants, or they will find them. They
need to decide what kind of search firm they wish to have. He likes the idea of havtng the City Clerk
and City Attorney bring back three potential firms and have them reach out to them to decide on
October 28 and about the scope of work they would want them to do. So do they want the kind of firm
that is going to make phone calls and seeks out the person, recognizing that is more expensive and
a longer process, or set a scope for someone to manage the process, let internal candidates apply
and then make sure the position is advertised. He is in favor of that approach; it is cost-effective and
more expeditious. Once the position is advertised, they need to decide how long they are going to
direct the search firm to leave the position open. He is comfortable with leaving it up to 45 days at the
most so as not to delay the process, and while he agrees with the condition of having an lnterim that
does not become an applicant, and also on the 28th they decide to look at other options and fine tune
the timelines, as quickly as possible, but finding the right person.
Page 2 of 8
October 14,2020
Virtual Commission Meeting
City of Miami Beach
Mayor Gelber stated that it is either a recruitment firm or a headhunter firm, and asked Commissioner
Richardson if he preferred a recruitment firm that would manage the City's recruitment process, more
than finding candidates. He asks because he and Raul are keeping track of the different metrics.
Commissioner Richardson stated that they do not need a headhunter that is going to be on the phone
calling candidates. Due to the stature of this job, he thinks the applicants will come to them. ln his
experience, when using that approach it can add two to three months to the process. He is in favor
of hiring a firm to manage the process and counsel them, to interview candidates and short-list, but
not take the responsibility of doing the outreach because that is a way to limit the fees. lf they use the
headhunter, they are going to want a significant percentage for finding a person rather than having
applicants apply.
Mayor Gelber agrees with Commissioner Richardson and asked City Attorney Aguila if they wanted
to ask Human Resources to short-list three firms for them, if they waive competitive bidding, can they
create a process within that waiver where Legal brings three industry firms and then at the October
28 Commission Meeting they could consider the one they want, but it would be an informal process.
Jimmy L. Morales, City Manager, explained that Raul has the list of the five top recruitment firms
provided to him by Human Resources Director Michael Smith.
Discussion held.
City Attorney Aguila stated that if the City Commission on October 28 wants them to present a short
list of two to three search firms, they can present to the City Commission and based on the selected
firm, they can select them via a waiver of competitive bidding as they did previously. He added that
this discussion of search firms versus headhunter is important because the assumption in the
chronology that the Clerk and him prepared for them was based on the last time around, and not a
headhunter which would be considerably more costly.
Mayor Gelber reiterated that there is also the 45-day issue to have the position open and for the
lnterim not be an applicant.
Commissioner Meiner thanked Mayor Gelber for providing the roadmap, as it is helpful. He echoes
Vice-Mayor Samuelian comments and agrees with a national search, but he also encourages to have
talented staff interested to apply and he will keep an open mind and pick the best person for the job.
He wanted clarity when they say waiver of competitive bidding. He asked clarification.
City Attorney Aguila clarified that they are not going out to an RFQ or an RFP but will present two or
three firms to the City Commission and the City Commission can select one. The retention of the firm
wil! be pursuant to the waiver of competitive bidding.
Mayor Gelber added that the City Manager could hire someone without coming to the City
Commission. This is well under the amount limit, but they have waived so in the past, and if they went
through a competitive process it would be delayed.
Commissioner Meiner is supportive but his concern is not so much the fee but the importance of this
issue. He also asked if public interviewing of finalists is typical. He would hate to have a highly
qualified candidate who is hesitant to inform their employer that they are searching elsewhere.
City Attorney Aguila explained that because this is a selection for a government position all these
things are public record. The City Clerk and himself participated in the last search selecting City
Manager Jimmy Morales, and he participated in the search for City Manager Jorge Gonzalez, and in
Page 3 of 8
After Action
After Action October 14,2020
Virtual Commission Meeting
City of Miami Beach
both cases the City Commission felt very strongly that there be two-part process following the short-
list: individual interviews with short-listed candidates with the City Commission not advertised in the
Sunshine, and the final interview with the Body and the short-listed candidates. Whoever is applying
for the job knows that the resume and application are a matter of public record.
Commissioner Meiner asked what the differential in fee is between headhunter and recruitment firm.
City Attorney Aguila stated that it is a big difference, the assumption that they have in the
memorandum is the model that Commissioner Richardson and Mayor Gelber are explaining, for
someone to assist with the mechanics of the process. A headhunter type model is considerably more,
because in addition to their fee, if they select one of their candidates, usually the City would pay a
percentage of their first year's salary in addition to the fee to the headhunter, and that could be double
or triple the $40,000 amount they are contemplating.
Commissioner Meiner stated that he wants more clarity because it might be worth it as this is an
extremely vital position and he is sure money would not be worth it.
Commissioner Steinberg agreed with what has been said, and they need to figure out what kind of
search firm they are looking for, understand the scope and on the February timeline to her that is
aspirational. They do not want to tie their hands because they are just starting this now, there are
holidays in November, and this is an especially crucial decision they are going to be making. !n terms
of process, the Clerk and City Attorney can give more information and recommendations after seeing
the Memorandum that the Mayor put forward.
Mayor Gelber that in fairness City Clerk Granado and City Attorney Aguila help draft the process and
it reflects what they were thinking based on what they went through. He did call them and asked them
for recommendations. He does not want to give a credit grabber and credited Clerk Granado for
writing his memo for him.
City Attorney Aguila explained that in both previous processes, both City Commission were adamant
that in the event an lnterim Manager had to be appointed, that the person is not a candidate seeking
the actual position. The other constant was short-listing candidates and having one-on-one interviews
with City Commission and the fina! interviews with the Body. ln the last process there was an
Executive Search firm of the type Mayor Gelber and Commissioner Richardson are envisioning that
assisted the City with the project. Additionally, during both process the City Commission voluntarily
agree to impose a Cone of Silence among themselves through part of the process. The initial shifting
and short-listing of applications would be handled by the search firm selected, and individual
Commissioners and the Mayor agreed not to be lobbied or have one-on-one conversations with
potential candidates, or persons lobbying on behalf of potentia! candidates. lt was a matter of policy
back then.
Commissioner Steinberg stated they should consider that as they did in 2012 and previously in 2000
to protect everyone.
Mayor Gelber asked about the Cone of Silence regarding candidates
City Attorney Aguila stated that the Body did not want to communicate one-on-one with potential
candidates or be lobbied by potential candidates during the selection process. They meant to
discourage out of Sunshine communication.
Commissioner Arriola does this for a living in his business and uses recruiters from time to time, as
they know the market and where the opportunities may be. He suggested hiring a headhunter. They
Page 4 of 8
After Action October 14,2020
Virtual Commission Meeting
City of Miami Beach
are highly qualified firms that will guide them on how to do this. He would not hesitate to negotiate a
good fee and go out to the market by sending an RFP letting them know that it is a highly competitive
procurement. He would not hesitate hiring one of these top firms, if they do not do that, they may end
up with someone in-house, which may be the right solution, but not the best of the best for the
residents. This is a long-term and if they hire wrong, they will they regret it. They will be faced with
the same process for next year with the City Attorney retires unfortunately. He suggested replicating
the process next year.
Mayor Gelber uses the term recruiter; what did they use the last time?
City Attorney Aguila stated they used a recruitment firm eight years ago, not a headhunter firm.
Commissioner Arriola requested hiring a professional firm that will proactively go out in the market;
they need to engage the best of the best to benefit the City and its taxpayers.
Commissioner Richardson asked on the last search how was the firm selected
Commission find the firm?
Did the City
City Clerk Granado explained that the Procurement Department provided the City Attorney with a list
of the top firms that do this in government. The City Commission gave the City Attorney the selection
and that was brought up as a Resolution as a waiver of bid.
Discussion held.
Commissioner Richardson is concerned with the headhunter because in addition to the money it
generally takes longer. He would submit to the Body if they go down the road of using a recruitment
process and they come back and say they do not have enough qualified applicants, they can always
change the scope, but his concern is that this could grow to a six-month process and he does not
want to do that unless is necessary. There are internal qualified candidates and he is sure some will
apply for the job and he thinks a great deal of people will be interested.
Vice-Mayor Samuelian agrees that they need a robust process and an executive full-service proactive
firm or headhunter. This is the single most crucial decision they get to make, and they need top talent
to help them in through this process. They spend a great deal of money in doing things and
understands comments on timing, in the last couple of decades they have had two lnterim City
Managers. He believes they lived with that decision for a long time, and they owe it to the community
to say they left not stone turned to get the absolute best. They need a headhunter, the best of the
best, and tell us how long it would take and how to improve it.
Commissioner Meiner is consistent with his colleague's comments. A headhunter only gets paid if
they place a person, but the fee will be worth it. As a City they have close to a billion-dollar budget on
consulting fees on different projects, and this is someone who will be running every project, so he is
supportive of getting the best candidate. Good headhunting firms have people in their pipeline. He
would want to make sure that internal candidates interested not be involved in this process at all. ls
that being contemplated.
Mayor Gelber stated the City Clerk and City Attorney are not directly reporting to the City Manager
Commissioner Arriola feels comfortable making a motion to hire a headhunting firm that will
proactively go out and select candidates and lead the City through the process and have City Clerk
and City Attorney bring a short-list for search firms at the next meeting.
Page 5 of 8
After Action October 14,2020
Virtual Commission Meeting
City of Miami Beach
Vice-Mayor Samuelian seconded the motion and offered a friendly amendment that as part of the
selection process that the Executive Search headhunter review their process and comments.
Discussion held.
Commissioner Arriola stated that is al! based on negotiations. Part of the negotiation is the fee, part
of it would be carving out internal candidates they have identified. At times firms do not like that and
then is subject to negotiation and they come up with a middle ground. All subject to negotiation and
that is why they need to get multiple bids.
Discussion held regarding fees
Commissioner Steinberg clarified that 1) search for an individual "headhunte/' and advertise and
help with the process, but they do not look for someone.
Discussion continued
Commissioner Gongora arrived a|2.26:07 p.m
Mayor Gelber recapped the ongoing issues for Commissioner G6ngora.
Commissioner Gongora was on the City Commission when Jimmy L. Morales was hired and
personally thinks they should go with the best headhunting firm. Everybody in the City wants the job
but they do not want to apply. He encouraged having a strong headhunter process as well as
everyone to apply, and if they are not happy with those candidates, they will open it up again. This is
one of the top management jobs in the best small City in the country and the top City Administrator
must be the best of the best. He is willing to spend a little more because the job wanants it. He would
like to start requiring that the City Manager and City Attorney become invested and living in the City.
Mayor Gelber stated that there seems to be consensus to go with a headhunter firm. However, he
does not want this to send a message that they do not believe that there are incredibly qualified
people in-house today, and the hallmark of any organization is having people who can take the reign
of the organization without losing any steps, and they have that and the recruitment may say that to
them, and so he has confidence, and encourages them to apply. Additionally, he does not want to
create a process that leads them for a too long time. There are incredible challenges right now,
hopefully they will be getting out of COVID-19, they are in the middle of GOB process, in the middle
of ongoing initiatives, and reimagination process, and in his experience, organizations that do not
have best of leadership tend to be very risk givers and be less forward thinking because the person
in charge is treading more than charging, and they have grown accustomed to a City Manager who
really wants to do things. Whatever they do they do not want to diminish the confidence in staff who
can do the job, or not delay. There is utility in getting this team in a management form of government
operating at all cylinders as quickly as possible. He agreed that the motion will show a motion to do
a headhunter and for Ralph and Raul to short-list headhunter firms that do municipal headhunting.
Commissioner Arriola suggested using the firms of top head-hunting firms. They will respond within
a matter of days. On October 28 they can bring back proposals to consider. They need to starting
thinking about an lnterim City Manager either from the County or internally that will not apply. Once
COVID-19 is over, he thinks they owe it to the City residents to go out to the market and hire the best,
although he is confident on the talent in-house.
Motion without objection to direct Rafael E. Granado and Raul Aguila to short-list headhunter firms.
Raul Aguila and Rafael E. Granado to handle.
Page 6 of 8
After Action October 14,2020
Virtual Commission Meeting
City of Miami Beach
Mayor Gelber explained that there is consensus and it may require three meetings to complete the
task. lf they could select the firm before the October 28 meeting, they could give them some direction.
By November 18 they come in with recruiting specifications. lt can be advertised starting after
November 18. He asked for consensus for an additional October meeting.
Commissioner Richardson stated that based on the last time they gave the authority to the City
Attorney and the City Clerk; he is comfortable with that.
Discussion held regarding firms.
Vice-Mayor Samuelian feels very strongly that a headhunter firm is serving the Mayor and City
Commission and the Commission needs to pick the firm. lt is part of the motion that is why he offered
the second.
Commissioner Arriola stated that they need to prepare themselves for a long search. lt is going to
take a while and that is why he is urging them to consider the lnterim City Manager so they can bridge
the gap, and they wil! have the same situation when City Attorney Aguila retires next year, unless
they promote from the inside.
Commissioner Steinberg suggested having a Special Commission Meeting after October 28 and
before November 18.
Commissioner G6ngora agrees
Mayor Gelber will schedule a meeting to approve the choices.
City Attorney Aguila reiterated the motion. which is that at the October 28 meeting the City Clerk and
the City Attorney will present selected short-listed candidates.
Mayor Gelber suggested bringing to the October 28 meeting, schedule a Meeting of the Whole to
select, and before the November 18 Commission Meeting and on the 18th so they can finalize the
specifications.
Raul Aguila, City Attorney, clarified that on October 28, the City Clerk and himself will present three
to five short-listed candidates to the City Commission. Based on the selection, the City Commission
will approve the scope of work from selected firms.
Mayor Gelber added that they will present to them the firms and they will select one firm on the 28.
ln between, they may have a Meeting of the Whole to talk with the firm about what they are looking
for, and by November 18, they can finalize it and that wi!! give them a month to put together the
specifications. An important piece is to include how long the position is to be open for. There seems
to be consensus, but it is ongoing.
City Clerk Granado asked if the City Commission is interested in having the search firms present to
them at the meeting of October 28,2020.
Vice-Mayor Samuelian would like a five-minute presentation each.
Commissioner Arriola added not to rush this in order to get the best CEO for the City and not short-
change the process, let them give them a presentation on how they run this selection process, where
they are going to look, what to consider to look at, and they have to give them some guidance. They
Page 7 of 8
After Action October 14,2020
Virtual Commission Meeting
City of Miami Beach
know they are under the gun because Jimmy is leaving February 1, but they must do this right to get
the best CEO for the City and not rush this. This is the most crucial decision they are going to make
as a Body. They give more time to less critical issues. Let us do this right.
Mayor Gelber added that he thought they would be similar, but they can give them as much time as
needed.
Page 8 of 8
LTC 365-2020
ocToBER 16, 2020
\l\lAn",tlBEACH
OFFICE OF THE CITY CLERK / OFFICE OF THE CITY ATTORNEY
365-2020 LETTER TO COMTVIISSION
TO Mayor Dan Gelber and Members of the City Commission
FROM: Raul J. Aguila, City Attomey
Rafael E. Granado, City Clerk fl
DATE: October 16,202A
SUBJECT: Request for Letters of lnterest - Executive Recruitment Services to Assist With the
Selection of a New City Manager
The City Commission, at its October 14,202A meeting, directed Citystaff to initiate an expedited process
to seek Letters of lnterest from top executive recruitmenUsearch firms to assist with the selection of the
City's next City Manager, with particular emphasis on firms with experience in recruiting state, county, or
local government chief executive officers. Accordingly, a Request for Letters of lnterest (RFLI 2021-036
KB) was prepared and sent on October 15, 2A20 to 61 firms for their consideration.
As time is of the essence, all responses/proposals must be submitted to the City by 1:00 p.m. on October
23, 202A. The City Attomey, the City Clerk, and the Procurement Director will review all responses and
shortlist the most qualified firms for the City Commission's consideration and final selection on October28, 2020. Shortlisted firms may be required to make brief and succinct presentations to the City
Commission on October 28,2A2A, or as scheduled in accordance with the City Commission's direction.
A copy of RFLI 2A21-036 KB and the list of firms to which the RFLI was sent is attached.
Enclosure:
Exhibit 1 - RFLI - 2021-036-KB
Exhibit 2 - List of Firms
Exhibit 1
/\/\IAA/\IBEACH
Procurement Department
1755 Meridian Ave.,3rd Floor
Miami Beach, Florida 33139
1. lntroduction. On October 7,2O2O, Jimmy L. Morales, City Manager for the City of Miami Beach, Florida,
announced his resignation from the position of City Manager, effective February L,2021., At its October
14,2020 meeting, the City Commission of the City of Miami Beach, Florida, directed City staff to initiate
an expedited process to seek letters of interest from top executive recruitment/search firms to assist with
the selection of the City's next City Manager, with particular emphasis on firms with experience in
recruiting state, county, or local government chief executive officers.
For example purposes only, the City's latest job description for the position of City Manager is included in
the Commission Memorandum, dated October L4, 2020, attached as Exhibit A to this RFLI.
Notwithstanding, the City expects the selected recruitment/search firm to update the job description,
with input from City staff, and subject to final approval by the City Commission.
Accordingly, this RFLI has been prepared and sent to your firm for its consideration. Should your firm wish
to be considered, please respond with the information requested herein, in the format set forth in Section
4. As time is of the essence, all responses/proposals must be submitted no tater than l:fl) p.m. (EDT)
on Octobe r 23,2O2O. City staff will review responses/proposals and present a shortlist of proposals to the
City Commission at its next regular meeting on October 28,2O2O.1t is anticipated that the City Commission
will select a firm at that time.
2. Anticipated Scope of Work. The anticipated scope of work for this engagement is outlined below.
However, the final scope, as well as fees, will be negotiated with the selected firm and shall be subject to
approval and execution of a final contract between the City and the selected firm:
r Develop recruiting specifications, in conjunction with the City Commission and other City officials,
which address the specific duties, responsibilities, operational issues and traits, and other factors
that are relevant to the position of City Manager;
e Develop minimum qualifications and desired qualifications for the position of City Manager;
o Develop a work plan and timeline for each phase of the process.
Note: A preliminary workplan and timeline for the recruitment process, which is outlined
in the attached Commission Memorandum, dated October L4, 2O2O, has been included
for illustrative purposes ONLY, as Exhibit A to this RFLt. Proposers are urged to use this
timeline as a starting point; HOWEVER, THE CIW COMMISSION HAS TNDTCATEDTHAT tTS
PRIMARY GOAL IS TO UNDERTAKE A COMPREHENSIVE RECRUITMENT AND SETECTION
PROCESS FOR THIS MOST IMPORTANT POSITION. THEREFORE, THE CITY COMMISSION
ls AMENABLE TO EXTENDING THE TTMELTNE AND/OR DEADLTNES SET FORTH tN EXHIBIT
A, TO THE EXTENT THE RECRUITMENT FIRM DEEMS IT tS NECESSARY IN ORDER TO
FULFILL THE PR!MARY OBJECTIVE, WHICH IS TO UNDERTAKE A ROBUST RECRUITMENT
PROCESS THAT TEADS TO THE SELECTTON OF THE MOST QUAUFTED CANDTDATE FORTHE
CITY MANAGER POSITION;
REQUEST FOR LETTERS OF INTEREST
RFL| 202L-O36-KB
EXECUTIVE RECRUITMENT SERVICES
2
RFLI EXECUTIVE RECRUITMENT SERVICES
o Conduct a search and recruiting activities, which include without limitation selected advertising,
"headhunting," and outreach/networking;
o Develop recruiting specifications which, at a minimum are intended to identify and encompass a
nationwide search for the most qualified and talented candidates for this position;
Note: Even though this RFLI contemplates that the selected firm will undertake a
nationwide search and recruitment process, senior City administrators currently
employed by the City of Miami Beach shall be encouraged to apply for the City Manager
position; accordingly, the selected firm will give equal consideration to such internal City
candidates, provided such candidates meet the minimum qualifications for the City
Manager position. Put simply, in addition to recruiting the most qualified outside
candidates, the City recognizes that there may be internal candidates who serve in senior
management positions in the City Administration who will be interested in applying for
this position and, subject to qualification, should be given equal consideration.
r Document procedures to be carried out, including timeline for their accomplishment;
o Prepare recruiting materials that present an accurate profile of the position and environmenu
r Contact potential candidates through written material, advertising, and direct recruiting;
r Develop criteria for evaluating candidates;
o Develop a screening process for evaluating candidates;
o Develop a shortlist of finalists utilizing generally accepted screening practices and procedures to
be detailed in the report;
o Screen and evaluate candidates to establish a qualified shortlist of finalists for interview with City
officials, including the Mayor and City Commissioners;
o Research personal, professional, and academic qualifications thoroughly and discreetly, including
without limitation conducting the appropriate background, security, and credit checks or
investigations;
o Consolidate the findings of the final shortlisted candidates in clear, objective profiles detailing the
following: current situation, past experience, and skills and performance that are directly
appropriate to the position; and
o Develop and participate in the selection process (if required), to include meetings with the Mayor
and City Commissioners; further shortlist candidates (if required); conduct additional searches
and background investigations (if required); and assist in final selection/interview process.
3. Questions. Any question regarding this RFLI shall be submitted to the Procurement Contact identified
below:
Procurement Contact: Telephone: Email:
Kristy Bada 305-673-7490 ext. 26278 kristybada@miamibeachfl.sov
3
RFLI EXECUTIVE RECRUITMENT SERVICES
4. Submlttal Format. Responses should be in letter form and include the following:
a. Respondent lnformation. lnformation regarding the respondent and ats team, including but not
limited to firm name, years in business, principals, headquarter and local office details, and the
primary contact for any matters relating to the RFLI, including name, position and contact information.i. Lead Representative. Provide the name, resume and location for the firm representative that
would be lead on this engagement if selected.
b. Previous Similar Experience. List all recruitments for city managers or chief executive officers for
which the firm has been retained in the last five (5) years. For each recruitment, provide the following
information: 1) agency; 2l client primary contact, including telephone and email; 3) summary of
engagement; 4) dates of engagement; 5) name of individual placed; 5) fees received from agency
andl or individual placed.
c. Previous Simllar Experience ln Florida. List all recruitments for city managers or chief executive
officers for which the firm has been retained by a Florida agency in the last five (5) years. For each
recruitment, provide the following information: 1) agency; 2) client primary contact, including
telephone and email; 3) summary of engagemenq 4) dates of engagement; 5) name of individual
placed; 6) fees received from agency and/or individual placed.
d. Other Related Experience. List all recruitments for other chief executives or comparable positions for
either public or private clients for which the firm has been retained in the last five (5) years. For each
recruitment, provide the following information: 1) agency; 2) client primary contact, including
telephone and email; 3) summary of engagemen[ 4) dates of engagement; 5) name of individual
placed; 6) fees received from agency and/or individual placed.
e. Proposed Work Plan. Provide a work plan that includes an overview and explanation of the major
milestones the firm would recommend for this engagement. Final scope of work will be negotiated
with the selected firm.
f. Price Proposal. Provide a breakdown of fees for the engagement. Final fees will be negotiated with
the selected firm.
5. Submittal Due Date and Requirements. The deadline for letters of interest is October 23,2O2O at 1:00
F.ffi., Eastern Tlme (ET). Electronic responses to this RFLI are to be submitted via email until the date and
time indicated above. Responses shall be emailed to Kristy Bada at kristvbada@ mLamibeachfl.gov
It is the sole responsibility ol the respondent to ensure its letter of interest is received belore the RFLI
closing date ond time.
6. Selection Process. A team of City staff will review all responses and shortlist the most qualified firrns for
the City Commission's consideration and final selection. Shortlisted firms may be required to make brief
and succinct presentations to the City Commission on October 28,2O2O, or as scheduled in accordance
with the City Commission's direction.
^AIAAAIBEACHOFFICE OF THE MAYOR AND COMMISSION
COMMISSION MEMORANDUM
TO: Members of the City Commission
FROM: Mayor Dan Gelber
DATE: October 14,2020
SUBJECT: PROPOSED CHRONOLOGY FOR SELECTION/APPOINTMENT OF NEW CITY
MANAGER
Following City Manager Morales' resignation this week (which will be effective on February 1,
2021), I believe that it is in the best interest of the City to immediately begin discussion regarding
the selection process for the new City Manager. Accordingly, I requested that the City Clerk and
City Attorney draft the attached proposed procedures, which take into consideration the process
that was followed for the selection of City Manager Morales in 2013. I don't presume that this is
the only way, but believe that seeing one potential critical path might help us reach agreement on
this or another plan.
ldeally, if the Commission were to conceptually approve the proposed procedures at the October
14, 2020 City Commission Meeting, we could start the search immediately and finalize it shortly
after Mr. Morales' scheduled departure (i.e. February 1,2021\.
I would like to discuss the attached procedureVtimelines; get input from the Cornmission; and
approve a process at the October 14,2020 Commission meeting so we can begin immediately
moving forward with this most important decision.
F:\CLER\$ALL\REG\CITY MANAGER RECRUITMENT Z\Commission Memorandum and Chronology - Selectron Process docx
PROPOSED CHRONOLOGY FOR SELECTION/APPOINTMENT OF NEW CITY MANAGER
October 14,2020 - City Commission Meeting
City Commission conceptually approves process for selection and appointment of new City
Manager.
October 28,2020 - City Commission Meeting
Via waiver of competitive bidding, the City Commission authorizes the City Attorney and the City
Clerk to negotiate a Professionalservices Agreement with a qualified recruitment firm(s)to assistthe Mayor and City Commission in the City Manager selection/hiring process; further,
appropriating an amount not to exceed $40,000 for such agreement(s) with the successful firm.
(Note: Prior to the October 28, 2020 Commission Meeting, the Procurement Department will
provide via LTC a list of potential qualified recruitment firm(s).)
. The recruitment firm will assist with the following:
o Develop recruiting specifications, in conjunction with the City Commission and other City
officials, which address the specific duties, responsibilities, operational issues, traits, and
other factors that are relevant to the position of City Manager;
o Develop minimum qualifications and desired qualification for the position of City Manager;
o Develop a timeline for completing the phases of the process;
o Conduct a search with recruiting activities. including selected advertising and networking;
o Develop recruiting specifications to encornpass a nationwide search;
o Prepare recruiting materials that present an accurate profile of the position and
environment;
o Contact potential candidates through written material, advertising, and direct recruiting;
o Develop criteria for evaluating candidates;
o Develop a list of finalists, together with the City Commission, utilizing generalty accepted
screening practices and procedures to be detailed in a report;
o Screen and evaluate candidates to establish a qualified group;
o Research candidates' persona!, professorial, and academic qualifications thoroughly and
discreetly;
o Consolidate the findings of the final candidates in clear, objective profiles detailing: current
situation, experience, skills, and performance that are directly appropriate to the position;
and
o Develop and participate in the selection process, to include meetings with the Mayor and
Commissioners.
November 18,2020 - City Commission Meeting
The City Commission, with the assistan@ of the recruitment firm will finalize:
. Recruiting specifications;. Minimum qualifications and update the latest job description, if necessary, for the position of
City Manager;o A timeline for completing the phases of the process;. Recruiting/advertising specifications to encompass a nationwide search; and. Critena for evaluating candidates.
A copy of the current City Manager job description is attached as Exhibit A.
Prior to the City Commission Meeting of Janua ry 2021
The recruitment firm will:. Provide the complete list of applicants to the City Commission; ando Provide a list of recommended finalists (shortlist).
The City Commission may elect to add additional candidates to the recommended shortlist of
finalists by submiting the name(s) to the City Clerk. lf at least 3 or more City Commissioners
submit the same name (of an additional candidate) to the City Clerk, then that candidate will
be added to the shortlist of finalists.
January 2021 Gommission Meeting
Having been provided information on the final shortlisted candidates by the recruitment firm, the
City Commission will develop and approve a process and timeline for one-on-one interviews and
develop a process for final interviews before the entire City Commission.
February 2021 Commission Meeting
The City Commission will:. conduct interviews of the final candidates at the public meeting;. Following the interviews, the City Commission will vote to select a new City Manager (Majority
vote required); ando Authorize the City Attorney and the Chair of the Finance and Economic Resiliency Committee
to negotiate an Employment Contract with new City Manager.
February 2021 Second Commission Meeting
. The City Commission will consider/approve the City Manager's Employment Contract.
. lf the Employment Contract is approved, the City Clerk will swear-in new City Manager.
NOTE:
1) Because new City Manager may not be appointed until mid to end of February, the City
Commissions may have to select an interim Manager to cover the "gap."
2) The City Clerk will be the point of contact between the search firm, applicants, and City
Commission. The City Attorney shall provide legal support to the City Clerk and City
Commission throughout the search process.
City ManagerMIAMIBEACH
Bargaining Unit: Unclassified
Class Code:
1001 / Grade UNC
CITY OF MIAMI BEACH
Revrsron Date: Nov 16. 2009
Exhibit A
NATURE OF WORK:
Highly responsible adminrstrative and managerial work rn the operation of a full-service City
government.
ILLUSTRATIVE EXAMPLES OF ESSENTIAL DUTIES:
o Directs and coordrnates work of the staff and operating departmentso Hires and fires staffo Administers the personnel system and deals wrth employeeso Monitors and controls financial affairs of the City. Prepares and implements budgeto Relates to neighboring jurisdictions; the county, state, and federal government; other
governmental agencies; and local crtizens, rnterest groups, vendors, and contractors. Conducts press relations and public relations. Carrres out directives from the City Commission. Responds to, and solves citizen problemso Devises policy recommendations. Solves problems. Advises City Commission of recommendationsr Directs the development of polrcres and procedures relative to collective bargatnrng
negottations and interpretation, Human Resources administration and special prolects
assigned by the City Commissiono Directs the City's collective bargaining negotiations, contract agreements, impasse
proceedr ngs, grievances, a nd related employee-relations actrvitieso Oversees the development of liaisons to various City Boards and Committees: Tourist
& Convention Center Expansion Authority; Community Benefits Committee;
Conventron Center Advisory Board; Visitors and Convention Authority; Communrty
Affairs Committee; Black Box Committee; and the Greater Miami Convention and
Visitors Bureauo Performs related tasks as required
MINIMUM REQUIREMENTS:
. Bachelor's degree from an accredrted college or universrtyo Two (2) years' recent experience as a Crty Manager or as a CEO of a government or
private organization. An equivalent combination of training and experience may be substituted
. Demonstrated professtonal management, leadership, and communtcatron skrlls,
rncludrng ftscal, plannrng, human resources, labor relatrons, prrvate/publrc lorntventures, tourrsm, and munrcrpal operatrons. Expenence in dealrng effectively with drverse cultures and rn economrc and
communtty deveiopment. City of Miamr Eeach residency rs preferred. Experience can substrtute for education on a year-for-year basis
KNOWLEDGE, SKILLS AND ABILITIES:
. Extensrve knowledge of public rnanagement and organrzatron theorres, princrples,
practrces and techntques at the local level. Thorough knowledge of the organization, function, and methods of operatron of the
City's legrslatrve and executive staff and departments. Extensive knowledge of the basrc laws, ordrnances and regulatrons underlyrng the
munropal corporatron. Thorough knowledge of munrcipal frnances and adminrstratron. Abiltty to analyze a varrety of complex admrnrstratrve problems, to make sound
recommendations for therr solutrons, and to prepare workrng procedures. Abrlity to express ideas effectrvely, both orally and in wrrting. Abrlity to establish and maintain effectrve workrng relatronshrps with other City
offrcrals, employees and the general publrc
o Abrlrty to plan, supervrse, and coordrnate the work of subordlnates
PHYSICAL REQUIREMENTS:
. Must have the use of sensory skills in order to communicate and interact effectively
with other ernployees and the publrc through the use of the telephone and personal
contact. Physrcal capability to use and operate effectively varrous items of office-related
equipment, such as, but not limited to, personal computer, calculator, copieq and fax
machiner No signifrcant standing, walk:ng, moving, climbing, carrytng, bendlng, kneeling,
crawling, reaching, handling, sittrng, standing, pushing, and pullrng
o Strong stamina for complex work and able to work long hours. Ability to read extensively and quicklyo Ability to retain the substance of reading materialso Ability to get with others, delegate responsibility and energize subordinates and seek
to reconcile divergent points of view
SUPERVISION RECEIVED:
o Work is performed wrth substantial latitude for rndependent ;udgment sub;ect to
review by the City Commission
SUPERVISION EXERCISED:
. Plans, organtzes, ancJ dr196l= City departments
il
rlil
u ;l
Vendor
ADK Consultang & Executive Search
Affion Public, Harrisburg, PA
Alliance Resource Consulting, Long Beach, CA
Arts Consulting Group
Avery Associates
Baker Tilly Virchow Krause, LLP
Bob Murray & Associates, Roseville, Ca
Boyden, Purchase, New York
Chris Hartung Consulting, LLC
Colin Baenziger & Associates, Wellington, FL
CPS HR Consulting, Sacramento, CA
David Gomez & Associates (DG&A)
DDA Human Resources, lnc.
DHR lnternational, Chicago, lllinois
Diversified Search, Philadelphia, Pennsylvania
Eaton Peabody Consulting Group
Egon Zehnder lnternational, New York, New York
Egon Zehnder, Miami, FL
GovHR USA, Northbrook, lL 50062
HC Smlth, Ltd.
Heidrick & Struggles, Chicago, lllinois
HueLife, LLC
JDGray Group, LLC
Jersey Professional Ma nagement
Ka nsas League Execut ive/Ad mi nistrative Positio n Sea rch
Koff & Associates, lnc., Emeryville, CA
Korn Ferry Executive Search, Los Angeles, California
Linked Executive Search, Dallas, Texas
Lucas Group, Atlanta, Georgia
Management Partners, !nc.
Ma nagement Recru iters I nternational, Ph iladelphia, Pe nnsylvania
Mathis Group
McGrath Consulting Group, lnc.
Municipal Resources, lnc.
Murphy, Symonds, & Stowell Search
N2GROWTH, Philadelphia, Pennsylvania
Odgers Berndtson
Oklahoma Municipal Management Services
Peckham & McKenney
Prothman
Public Administration Associates, LLC
Exhibit 2
Email
do ug@ adlerecu!ivesea rch. com
rerllv@affion public.com
rnfo@?lliancerc.com
ihsu@ArtsConsu !t ine. co m
micheller@avervassoc. net
peter. noce@ ba ke rti llv
bm urrav@ bobmu rravassoc.com
aoplv@bobmur raY?ssQ!.eqm
nrboyden@ bovden.com
chris@chcpublicsectorsolut ions. com
Colin@cb-asso.com
connie@cos.ca.qov
dsomez@deai.corn
Garv@DavidDrown.com
liba rra @d hrinternational.com
Steve. Mo rrea le @ d ivsea rch. co m
aspa ll@eatonpea body.com
newyork @eggn zeh nde r. co m
m ia rn i @egon zeh nder. com
HVooft ees@GovH Rusa.ce m
hcsmith@hcsmithcom
s.qa!e@herdr!e k.eom
lrina Futsfl an: lrjnafursma n@hue.life
losa!@rdsr vqrou0.com
i n fo @ ie r:erprqfqs-s r o n a I mst. ee r0
tcockine@lkm.ore
gkra mrne r@ koff associates. co m
abbe. u lric h @ kornferrv. com
kurt@linkedexec.com
ALu lla @ lucaserou p.com
la che n @ ma n age me ntpa rt ners.co m
contact@ mrinetwork,com
Dr. Bi ll@ MathrsGrou p. net
i nfo@ mcgrathconsulting.co m
all@mrigov.com
I rl ia ne. re n e @ odge rsbe rndtson. corn
executived irector@ o krn ms. org
bqbbi@peckha ma nd mclen nev. co m
rnfo@orothman.com
kevin. brunnerl 013@smail.com
Ralph Andersen & Associates
Resource Management & Acquisitions
RJA Management Services, lnc.
Robert Half, Menlo Park, California
Roberts Consulting Group, lnc.
Russell Reynolds Associates, New York, New York
S. Renee Narloch & Associates
Slavin Ma nagement Consu lta nts
Spencer Stuart
Springsted lncorporated, Saint Paul, MN
Strategic Government Resources
Teri Black & Company, LLC
The Lee Group
The Mercer Group, Inc.
The Novak Consulting Group
The Prothman Company, lssaquah, WA
The Waters-Oldani Executive Recruitment, Dallas, TX
Waldron
WBCP lnc.
William Avery & Associates, lnc., Los Gatos, CA
info@ ralpha nde rsen.com
government@ rmasea rchfirm.com
rga rcia @ ria ma nagem_q nt. co m
Pav.Ti meReportine@roberthalf .com
robertsrcg@msn.com
Emilv. He inen@ russellrevnolds.com
t is h a. m.cglo-th li n @ srnsea rch.com
chuck.rohre@ bakertilly.corn
iennifersadden@so rnmentresource.com
Ron@povernme ntresource.com
ttLlq @ t bcrecru iti ng. co m
JMercer@merc erqrouprnc.com
info@waldronhr.com
wendi@wbcoinc.com
Bill@ avervassoc. net
Sources:
htt ps ://www.forbes.co m/best-executive-recru iti ng-
f irms/#30915c1a29be top ten only
https ://ceoworld. biz I 20LB 104/10/top-100-best-executive-sea rch-
firms-and-consultants-that-dominate-the-recruiting-business/ top ten only
h tt ps :// m e m be rs. ic m a. o rgle we b/ D y n a m i c pa ge. a s px ?We bCo d e =e xec-recruitment-firms&site=icmares all - no way of knowing top ten
info(oslavinmanasernentconsu lta nts. co rll
ctuckta rrish @thenovakconsultingeroup.co
m : inoyak@thenovakconsultingeroup.com
info@ orothman.com
ocToBER 28,2020
ITEIVI R9 F
AND
RELEVANT
AFTER-ACTION
415124,3:07 PM
TO:
FROM:
DATE:
AAIAAAIBEACH
Coversheet
New Business and Commission Requests - Rg F
COMMISSION MEMORANDUM
Honorable Mayor and Members of the City Commission
Raul J. Aguila, City Attorney and Rafael E. Granado, City Clerk
October 28,2020
SUBJECT: DISCUSSION REGARDING THE SELECTION PROCESS FOR THE NEW CIry MANAGER
ANALYSIS
See attachments.
Ap_plicalle Area
Cityride
ls this a "Residents Right to
Know" item,-pgE-Enllggity Code Section 2-14?
Yes No
lggislative Tracking
Ofiice of the City Attomey/Office of the City Clerk
ATTACHMENTS:
Description
D Memorandum
D Exhibit A
E Cost Matrix
D 'lst Ranked - Colin Baenziger & Associates 1 of 2
D 1st Ranked - Colin Baenziger & Associates 2 of 2D 2nd Ranked - Ralph Andersen & Associ
D 3rd Ranked (tied)- The Mercer Group_D 3rd Ranked (t!ec[)- Slavin Management Consultant
Does this item utilize G.O.
Bond Funds?
https://miamibeach.novusagenda.com/agendapublic/CoverSheet.aspx?ltemlD= 19498&MeetinglD=875 1t1
AAIAAAIBEACH
City of Miomi Beoch, 1700 Convention Center Drive, Miomi Beoch, Florido 33139, www.miomibeochfl.gov
COMMISSION MEMORANDUM
To: Mayor Dan Gelber and Members of the City Commission
FROM Raul Aguila, City Attomey
Rafael Granado, City Clerk
DATE: October 28,2020
SUBJECT: REQUEST FOR LETTERS OF INTEREST (RFLI) No. 2020{36-KB, FOR
EXECUTIVE RECRUITMENT SERVICES TO ASSIST WITH THE SELECTION
OF THE CITY'S NEXT CITY MANAGER
Backoround
The City Commission, at its October 14,2020 meeting, directed City staff to initiate an
expedited process to seek Letters of Interest from top executive recruitmenUsearch firms
to assist with the selection of the City's next City Manager. Request for Letters of lnterest
(RFLI 2021-036 KB) was prepared and sent on October 15, 2020 to 61 top firms for their
consideration. On October 16, 2020, LTC No.365-2020 was issued, which included the
RFL! (See Exhibit A). The RFLI incorporates the Mayor and City Commission's
comments from the October 1 4, 2O2O City Commission meeting.
Analvsis
On October 23, 2020, proposals were received from the following eight firmso Affion Public. Colin Baenziger & Associates. David Gomez Partners. DHR lnternational. Gov HR USA. The Mercer Group. Ralph Andersen & Associates. Slavin Management Consultants
The City Attorney, the City Clerk, and the Procurement Director have reviewed the
responses received and recommend, based on direct city manager/public sector chief
executive officer search/recruitment experience with local government or world-class
municipalities most similar to the City of Miami Beach, that the following two firms be
short-listed in the following ranked order for further consideration by the City
Commission:
1't Ranked - Colin Baenziger & Associates
2nd Ranked - Ralph Andersen & Associates
Further, based on the City's Human Resources Director's direct experience with the
following two firms, as well as each firm's Florida experience, it is recommended that the
following firms also be short-listed for further consideration by the City Commission.
3'd ranked (tied) - The Mercer Group
3'd ranked (tied) - Slavin Management Consultant
Commission Memorandum
CM Executive Search Firm
October 28, 2020) r ;', l2
The costs submitted by each firm are included in Exhibit B.
Conclusion
The proposals submitted by each of the four short-listed firms (Colin Baenziger &
Associates; Ralph Andersen & Associates; The Mercer Group; Slavin Management
Consultant) are attached for the City Commission's review and consideration. Each firrn
has been notified that it should be prepared to provide a brief presentation (10 minutes
maximum) to the City Commission at its meeting scheduled forWednesday, October23,
2020.
The proposals submitted by the other four firms not short-listed are available to the City
Commission upon request.
Exhibit A
A/\IAA/\IBEACH
Procurement Depa rtment
1755 Meridian Ave., 3rd Floor
Miami Beach, Florida 33139
1. lntroduction. On October 7, 2O2O, Jimmy L. Morales, City Manager for the City of Miami Beach, Florida,
announced his resignation from the position of City Manager, effective Febru?ry 1, 2021. At its October
14,2O2O meeting, the City Commission of the City of Miami Beach, Florida, directed City staff to initiate
an expedited process to seek letters of interest from top executive recruitment/search firms to assist with
the selection of the City's next City Manager, with particular emphasis on firms with experience in
recruiting state, county, or local government chief executive officers.
For example purposes only, the City's latest job description for the position of City Manager is included in
the Commission Memorandum, dated October 14, 2020, attached as Exhibit A to this RFLI.
Notwithstanding, the City expects the selected recruitment/search firm to update the job description,
with input from City staff, and subject to final approval by the City Commission.
Accordingly, this RFLI has been prepared and sent to your firm for its consideration. Should your firm wish
to be considered, please respond with the information requested herein, in the format set forth in Section
4. As time is of the essence, all responses/proposals must be submitted no later than 1:00 p.m. (EDT)
on October23,2O2O. City staffwill review responses/proposals and present a shortlist of proposals to the
City Commission at its next regular meeting on October 28,2020. lt is anticipated that the City Commission
will select a firm at that time.
2. Anticipated Scope of Work. The anticipated scope of work for this engagement is outlined below.
However, the final scope, as well as fees, will be negotiated with the selected firm and shall be subject to
approval and execution of a final contract between the City and the selected firm:
o Develop recruiting specifications, in conjunction with the City Commission and other City officials,
which address the specific duties, responsibilities, operational issues and traits, and other factors
that are relevant to the position of City Manager;
o Develop minimum qualifications and desired qualifications for the position of City Manager;
. Develop a work plan and timeline for each phase of the process.
Note: A preliminary workplan and timeline for the recruitment process, which is outlined
in the attached Commission Memorandum, dated October 14,2020, has been included
for illustrative purposes ONLY, as Exhibit A to this RFLI. Proposers are urged to use this
timeline as a starting point; HOWEVER, THE CITY COMMISSION HAS INDICATED THAT lTS
PRIMARY GOAL IS TO UNDERTAKE A COMPREHENSIVE RECRUITMENT AND SELECTION
PROCESS FOR THIS MOST IMPORTANT POSITION. THEREFORE, THE CITY COMMISSION
rs AMENABLE TO EXTENDTNG THE T|MELINE AND/OR DEADLTNES SET FORTH rN EXHTBTT
A, TO THE EXTENT THE RECRUITMENT FIRM DEEMS IT IS NECESSARY IN ORDER TO
FULFILT THE PRIMARY OBJECTIVE, WHICH IS TO UNDERTAKE A ROBUST RECRUITMENT
PROCESS THAT LEADS TO THE SELECTION OF THE MOST QUALIFIED CANDIDATE FOR THE
CIW MANAGER POSITION;
REQUEST FOR LETTERS OF INTEREST
RFLI 2O2L-036-KB
EXECUTIVE RECRUITMENT SERVICES
3
RFLI EXECUTIVE RECRUITMENT SERVICES
4. Submittal Format. Responses should be in letter form and include the following:
a. Respondent lnformation. lnformation regarding the respondent and its team, including but not
limited to firm name, years in business, principals, headquarter and local office details, and the
primary contact for any matters relating to the RFLI, including name, position and contact information.
i. Lead Representative. Provide the name, resume and location for the firm representative that
would be lead on this engagement if selected.
b. Previous Similar Experience. List all recruitments for city managers or chief executive officers for
which the firm has been retained in the last five (5) years. For each recruitment, provide the following
information: 1) agency; 2) client primary contact, including telephone and email; 3) summary of
engagemen! 4) dates of engagement; 5) name of individual placed; 5) fees received from agency
andl or individual placed.
c. Previous Similar Experience in Florida. List all recruitments for city managers or chief executive
officers for which the firm has been retained by a Florida agency in the last five (5) years. For each
recruitment, provide the following information: 1) agency; 2) client primary contact, including
telephone and email; 3) summary of engagement; 4) dates of engagement; 5) name of individual
placed; 5) fees received from agency and/or individual placed.
d. Other Related Experience. List all recruitments for other chief executives or comparable positions for
either public or private clients for which the firm has been retained in the last five (5) years. For each
recruitment, provide the following information: 1) agency; 2) client primary contact, including
telephone and email; 3) summary of engagement; 4) dates of engagement; 5) name of individual
placed; 6) fees received from agency andlor individual placed.
e. Proposed Work Plan. Provide a work plan that includes an overview and explanation of the major
milestones the firm would recommend for this engagement. Final scope of work will be negotiated
with the selected firm.
f. Price Proposal. Provide a breakdown of fees for the engagement. Final fees will be negotiated with
the selected firm.
5. Submittal Due Date and Requirements. The deadline for letters of interest is October 23,2O2O at 1:00
p.ffi., Eastern Time (ET). Electronic responses to this RFLI are to be submitted via email until the date and
time indicated above. Responses shall be emailed to Kristy Bada at kristybada @ miamjbqachfl.gqv.
It is the sole responsibility ol the respondent to ensure its letter of interest is received belore the RFLI
closing dote and time.
6. Selection Process. A team of City staff will review all responses and shortlist the most qualified firms for
the City Commission's consideration and final selection. Shortlisted firms may be required to make brief
and succinct presentations to the City Commission on October 28,2O2O, or as scheduled in accordance
with the City Commission's direction.
o
PROPOSED CHRONOLOGY FOR SELECTION/APPOINTMENT OF NEW CITY MANAGER
October 14, 2020 - City Commission Meeting
City Commission conceptually approves process for selection and appointment of new City
Manager.
October 28, 2020 - City Commission Meeting
Via waiver of competitive bidding, the City Commission authorizes the City Attorney and the City
Clerk to negotiate a Professional Services Agreement with a qualified recruitment firm(s) to assist
the Mayor and City Commission in the City Manager selection/hiring process; further,
appropriating an amount not to exceed $40,000 for such agreement(s) with the successful firm.
(Note: Prior to the October 28, 2020 Commission Meeting, the Procurement Department will
provide via LTC a list of potentia! qualified recruitment firm(s).)
The recruitment firm will assist with the following:
o Develop recruiting specifications, in conjunction with the City Commission and other City
officials, which address the specific duties, responsibilities, operational issues, traits, and
other factors that are relevant to the position of City Manager;
o Develop minimum qualifications and desired qualification for the position of City Manager;
o Develop a timeline for completing the phases of the process;
o Conduct a search with recruiting activities, including selected advertising and networking;
o Develop recruiting specifications to encompass a nationwide search;
o Prepare recruiting materials that present an accurate profile of the position and
environment;
o Contact potential candidates through written material, advertising, and direct recruiting;
o Develop criteria for evaluating candidates;
o Develop a list of finalists, together with the City Commission, utilizing generally accepted
screening practices and procedures to be detailed in a report;
o Screen and evaluate candidates to establish a qualified group;
o Research candidates' personal, professorial, and academic qualifications thoroughly and
discreetly;
o Consolidate the findings of the final candidates in clear, objective profiles detailing: current
situation, experience, skills, and performance that are directly appropriate to the position;
and
o Develop and participate in the selection process, to include meetings with the Mayor and
Commissioners.
City ManagerMIAMIBEACH
Bargaining Unit: Unclassified
Class Code:
1001 / Grade UNC
CITY OF MIAMI BEACH
Revision Date: Nov f 5, 2009
Exhibit A
NATURE OF WORK:
Highly responsible administrative and managerial work in the operation of a full-service City
government.
ILLUSTRATIVE EXAMPLES OF ESSENTIAL DUTIES:
o Directs and coordinates work of the staff and operating departmentso Hires and fires staff. Admrnisters the personnel system and deals with employeeso Monitors and controls financial affairs of the City. Prepares and implements budget. Relates to neighboring jurisdictions; the county, state, and federal government; other
governmental agencies; and local citizens, interest groups, vendors, and contractors. Conducts press relations and public relations. Carries out directives from the City Commission. Responds to, and solves citizen problems. Devises policy recommendations. Solves problems
o Advises City Commission of recommendationso Directs the development of policies and procedures relative to collective bargaining
negotiations and interpretation, Human Resources administration and special projects
assigned by the City Commrssiono Directs the City's collective bargaining negotiations, contract agreements, impasse
proceedi ngs, g rieva nces, a nd related employee-relations activities. Oversees the development of liaisons to various City Boards and Committees: Tourist
& Convention Center Expansion Authority; Community Benefits Committee;
Convention Center Advisory Board; Visitors and Convention Authority; Community
Affairs Committee; Black Box Committee; and the Greater Miami Convention and
Visitors Bureauo Performs related tasks as required
MINIMUM REQUIREMENTS:
. Bachelor's degree from an accredited college or universityo Two (2) years' recent experience as a City Manager or as a CEO of a government or
private organizationo An equivalent combination of training and experience may be substituted
SUPERVISION EXERCISED:
o Plans, organizes, and directs City departments
Exhibit B
Colin Baezinger - 1st Ranked
Ralph Anderson - 2nd
Ranked
Mercer - 3rd Ranked
Slavin - 3rd Ranked
Affion
David Gomez
DHR lntl
Cost
S2G,5oo*
s4g,5o0**
s17,750* **
s15,505 -
524,032****
s29,000
25Y" lstYear
Salary
33% 1st Year
Salary
1
2
3
3
Gov HR USA Sgo,ooo
*Plus travel expenses.
**Reference checks limit to 1 candidate. Travel expenses for consultant not included
***Plus expenses (S2,250 max). Travel not mentioned.
***Depending on expenses.
Colr rv Bnr Nzrc E R & Assoc IATES
TXECUTIVT RTCRUITING
MIAMIBEACH
PROPOSAL TO PROVIDE EXECUTIVE SEARCH SERVICBS
FOR CITY MANAGER FOR MIAMI BEACH, FL
Volume I: Letter of Interest
RFLI 2O2I-036-KB . EXECUTIVE RECRUITMENT SERVICES
Colin Baenziger & Associates
Project Manager and Contact Person:
Colin Baenziger (561) 707-3537
Colin Baenziger & Associates
2055 South Atlantic Avenue . Suite 504
Daytona Beach Shores, FL 321 l8
e-mail : C oli n@,c b-as s o. c ont
Fax: (888) 635-2430
...Serving Our Clients with o Personol Touc'h...
Lprrpn Op INrenESr To PnovrDE
ExrcurlvE Sn,l,ncu Fmu SnnvrcEs
TABLE OF CONTENTS
SECTION
COVER LETTER
A.QUALTFICATIONS AND EXPERIENCE OF THE FIRM
The Firm
Technical Capabilities and Organizational Structure
Completion of Projects within Budget
Completion of Projects on Schedule
Diversity
Prior Names and Litigation
Insurance
Project Team and Involvement
Resumes of Key Staff
Overall Executive Search Experience
FORMER SIMILAR EXPERIENCE
PREVIOUS SIMILAR EXPERIENCE IN FLORIDA
OTHER RELATED EXPERIENCE
PROPOSED WORK PLAN
Search Methodology
The City's Obligations
Proposed Project Schedulc
F PRICE PROPOSAL AND WARRANTY
APPENDIX A: ALL GOVERNMENTAL SEARCH ASSIGNMENTS
APPENDIX B: SAMPLE RECRUITMENT BROCHURE
APPENDIX C: SAMPLE CANDIDATE REPORT
APPENDIX D: SAMPLE SURVEY
APPENDIX E,: RESOLUTION OF ST. JOHNS COUNTY, FL
APPENDIX F: COMMENTS ON CB&A'S VETTING PROCESS
PAGE
ll
l7
25
33
3
23
B.
C.
D.
E.
VOLUME II
A-l
B-l
c-l
D-l
E-l
F-l
Cor.rnu BnrNzrcER G AssocIATES
TXECUTIVT RICRUITING
October 22,2020
The Honorable Mayor Dan Gelber and Commissioners Ricky Arriola, Michael G6ngora, Steven
Meiner, David Richardson, Mark Samuelian, and Micky Steinberg
Attn: Kristy Bada,kristvbada6,m iamibeachfl.sov
Ciry of Miami Beach
1700 Convention Center Drive
Miami Beach, Florida 33139
The Honorable Mayor Gelber and Commissioners Arriola, G6ngora, Meiner, Richardson,
Samuelian, and Steinberg:
Colin Baenziger & Associates (CB&A) would like to take this opportunity to submit a proposal to
assist in finding your next Ciry Manager. While selecting key personnel is never easy, CB&A has
developed a problem-free process that has been tested nationwide and found to be extremely
effective.
While CB&A is a nationwide municipal recruiting firm, our home base is Florida. In fact, we have
been selected to perform I 14 of the last 166 recruitments where a Florida city or county has chosen
to use a recruiter to find its Manager I Administrator. We pride ourselves on providing not just
high-qualiry results, but, equally important, providing a great deal of personal attention to each of
our local government clients and candidates. To conduct a proper recruitment, we feel the project
manager must do more than just drop by occasionally. He/she must get to know the appropriate
government officials and the community firsthand. That effort takes time, but it is the only way to
ensure the candidates we recommend are well qualified and a great fit for you and your community.
As a result, we only take a few clients at a time and focus on completing the assignment in an
exemplary manner. Further, we routinely complete our work in sixty to ninety days. This
timeframe includes preparation of recruitment and advertising materials, candidate outreach,
candidate screening, finalist interviewing, and selection. We also offer one of the better warranties
in the industry.
Not only do we offer unparalleled service at a reasonable price, we focus on finding just the right
people for your organization. We say people, and not person, because our goal is to bring you five
finalists who are so good that you will have a difficult time choosing among them. The proof is in
the fact that six of our local government clients have passed resolutions thanking us for our
outstanding efforts in finding their key staff. We do not know how often you have passed a
resolution thanking a consulting firm for its efforts, but we have rarely seen it happen. Our goal,
in fact, would be for you to be our next client to pass such a resolution.
D,rvror,r BB,c,cH SHonrs, FL Rrnuom, WA
Ccxrrv BnrNzrcER & AssocIATES
tXECUTIVI RECRUITING
Some of our Florida searches include City Managers for Aventura, Cooper City, Dania Beach,
Destin, Fort Myers, Fruitland Park, Gainesville, Hallandale Beach, Key Biscayne, Madeira Beach,
Melbourne, Miramar, Mount Dora, Ocala, Orange City, Palm Beach Gardens, Palm Coast, St. Pete
Beach, Stuart, Tavares, and Treasure Island, and West Melbourne. Nationally we have found City
Managers for Ankeny, IA; Bellevue, WA; Fayetteville, NC; Portland, ME; Roanoke, VA;
Scottsdale, AZ; Tacoma, WA; and Winchester, VA. We have also sought the Borough Manager
for Matanuska-Susitna Borough, Alaska (a county the size of West Virginia), County Managers
for Brevard County, FL; Clay County, FL; El Paso County, TX; James City County, VA; Polk
County, IA; St. Lucie County, FL; St. Johns County, FL; and Union County, NC.
Some of our current searches include City Manager for Lady Lake, FL, a Chief Administrative
Officer for Renton, WA, and a Customer Service Chief for the Sewerage and Water Board of New
Orleans.
Those authorized to bind the company are myself, Colin Baenziger, and Lynelle Klein, Vice
President for Operations.
We look forward to formally presenting our credentials and working with you in the near future.
If you have any questions, please feel free to contact me at (561) 707-3537 .
Sincerely,
CL 6^;
d 0
Colin Baenziger
Principal / Owner
...Serving Our Clients with u Personul Touch...
D.lyror.l Be.rcs Suonrs, FL REDMoND, WA
A. Quoltlications snd Experience of the Firm
The Firm, Its Philosophy, & Its Experience
Colin Baenziger & Associates (CB&A) is a nationally recognized executive recruiting firm
established in 1997 and owned and operated by Colin Baenziger. We are a sole proprietorship
headquartered in Volusia County, FL with offices in Redmond, WA. As a sole proprietorship, we
are not registered with any states as a corporation, foreign or otherwise.
Colin Baenziger & Associates' outstanding reputation is derived from our commitment to the
quality of ow product and the timeliness of the delivery. Our work is not done until you are
satisfied. That means we go the extra mile and, at times, expend more effort and energy than
originally anticipated in our fee or in our action plan. When we do so, we do not ask for more than
the originally quoted price. Rather, we accept these situations as part of our cost of doing business.
We are your experts and once a contract is signed we have an obligation to fulfill its requirements
with excellence, on time, and within budget, regardless of the circumstances.
Since beginning our search practice in 1998, we have conducted searches and other related work
for clients in thirty-two states. Overall our staff has performed over 170 City, County, and Special
District Manager searches and approximately 300 local government searches. The basic approach
outlined herein has been refined over the years to the point where it is problem-free.
Technical Capabilities ond Organizational Stracture
Colin Baenziger & Associates has developed its business model over the past 22 years. The model
has proven to be extremely effective in wherever we have applied it. In fact, we are often called when
a government has a particularly difficult position to fill or where one of our competitors has failed.
Overall, we utilize approximately eighteen people.
Most staff members are independent contractors and are given assignments on a task order basis.
Consequently, we can pay well while having a great deal of flexibility without the overhead of many
firms.
Completion of Projects within Budget
Colin Baenziger & Associates is proud of is record of completing searches within budget. Once we
quote a price to the client, that price is what the client will pay, no matter how difficult the search is
or what unforeseen circumstances may develop. We have neyer requested anything beyond the
originally quoted price, even when we were probably entitled to do so.
Completion of Projects on Schedule
Colin Baenziger & Associates routinely completes its assignments in sixty to ninety days. Further,
since CB&A began performing recruitments, it has never missed a project milestone.
-3-
A. Qualffications and Experience of the Firm (continued)
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Diversity
CB&A has extensive contacts with individuals and organizations representing women and minorities.
We are thus able to identiff and bring a diverse group of finalists to the City. The proof is that from
the beginning of 2009, 29% of our placements have been females and/or minorities with the high in
any given year bein g 47%.
Prior hlames snd Litigotion
Colin Baenziger & Associates has always operated under its current name and has never been
involved in any litigation, except to testiff as an expert witness on behalf of one of the parties. Our
performance has never been questioned nor have we or any of our clients been involved in any
legal action as a result of our work.
Insurance
To protect our clients, Colin Baenziger & Associates maintains the following insurance coverages:
(l) general liability insurance of $l million combined single limit per occurrence for bodily injury,
personal injury, and property damages, (2) automobile liability insurance of Sl million per accident,
and (3) professional liability insurance of $l million per occurrence. As a small firm, predominantly
utilizing independent contractors, we are not typically subject to the requirements for workers
compensation and employer liability insurance. If required by the client, and if it is available to us,
we will obtain these two coverages prior to contract execution.
-4-
A. Qualrlications and Experience the Firfii (continued)o
Overoll Executive Seorch Experience
CB&A started its executive search business in 1998 from scratch. As a single father, he needed to
stay nearby and so his goal was to become Florida's preeminent recruiter. In 2007 with his children
mature, he branched out into other states. His firm has now worked in 34 states, from Maine to
Califomia and Florida to Alaska. See the map below.
A complete list of our searches can be found in Appendix A.
We have served clients in the states highlighted in blue.
-5-
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A. Qualiftcations and Experience o the Firtfl (continued)
Project Team and Involvement
Colin Baenziger & Associates is an experienced recruiting firm which strongly believes that the
majority of the search work should be conducted by one knowledgeable person. Colin Baenziger
will be that person-he will serve as your project manager. He will conduct the interviews with
the elected officials, search for strong candidates, discuss the position with those candidates,
recruit them, conduct the interviews with the candidates, conduct the background investigations,
oversee the interview process, and assist with the contract negotiations. In addition to twenty-two
years as a consultant, Mr. Baenziger spent ten years in government as a senior manager. Overall,
he has been the firm's Project Manager for more than one hundred and twenty-five city and county
manager searches. Prior to starting CB&A, he spent over 20 years hiring key staff.
Stephen Sorrell, senior vice president, will be the Deputy Project Manager and support for Mr.
Baenziger. Mr, Sorrell will assist in virtually every aspect of the search effort but will focus on
the search for strong candidates and candidate evaluation. Stephen (Steve) Sorrell brings over 35
years of management and technical experience in municipal, county, state, and special district
agencies to Colin Baenziger & Associates (CB&A). He earned his Bachelor of Science degree in
civil engineering from University of Dayton and his Master's degree in public administration from
the University of Cincinnati.
Rick Conner, vice president, will serve as the recruitment manager and assist with the
identification and screening of candidates. He has over 30 years of in local government and in
executive recruiting. He earned Bachelors of Science Degrees in Business Administration and
Engineering from the University of Missouri. In his spare time, he invents scuba diving equipment
and accessories.
Lynelle Klein, vice president for operations, will be responsible for coordinating the advertising
and production of the materials we will present to you as described in the Recruitment Approach.
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-6-
A. Qualilications and Experience o the Firtil (continued)
Colin Baenziger, M.P.A.
Principal
Colin Baenziger is a student of local government and responsible for
the executive recruitment functions at Colin Baenziger &
Associates. Over the years, he has worked with many cities and
counties on recruitments and on management, operational, and
organizational issues. As a former manager and elected official, he
understands what it takes to do the manager's job effectively.
Furthermore, because he is active in a number of professional
associations, he knows many of the nation's top managers on a first-
name basis.
Some of Mr. Baenziger's searches for local governments include:
. City Manager, Coral Gables, FL (population 42,000)o City Manager, Cottonwood Heights, UT (population 34,000). City Manager, Bellevue, WA (populati on 122,400). City Manager, Fayetteville, NC (population 208,000). Village Manager, Key Biscayne, FL (population I 1,000). Economic Development Director, Loudoun County, VA (population 326,000). Community Development Director, Miami, FL (population 373,000). Borough Manager, Matanuska-Susitna Borough, Alaska (population 88,000). City Manager, Mount Dora, FL (population 12,000)o Town Manager, North Topsail Beach, NC (population 734). County Manager, Clackamas County, OR (population 380,000). City Manager, Palm Coast, FL (population 51,000). City Mana$er, Portland, ME (population 65,000). City Manager, Roanoke, VA (population 96,000). City Manager, Tacoma, WA (population 200,000). General Manager, Tampa Bay Water Authority (serving a population of 2.4 million). County Manager, Union County, NC (population 290,000)
Other recent efforts include a strategic planning session for the Florida Association of Special
Districts, an operational review of Tamarac's water utility, a business practices review for a
division of Martin County government, an operational reconciliation for Palm Beach County
Water, development of an automated system to pay royalties to featured recording artists for the
Recording Industry Association of America, and a review of financial procedures for a division of
the Marriott Corporation.
Mr. Baenziger has a master's degree with distinction in public administration from Cornell
University's Graduate School of Management, and a Bachelor of Arts degree from Carleton
College. He is also active in the International City Management Association and the Florida City
and County Management Association.
-7 -
(f
A. Qualffications and Experience the Firfit (continued)o
Stephen W. Sorrell, P.8., M.P.A.
Senior Vice President
Stephen (Steve) Sorrell brings over 35 years of management and
technical experience in municipal, county, state, and special district
agencies to Colin Baenziger & Associates (CB&A). In a very real
sense, he has seen government from all angles and knows how to cut
through the bureaucratic fog. He actively gets to the root of the
problem, builds a team with the necessary expertise and leads them
developing and implementing the right solution. His skill in
identiffing the right people - exceptional people - and empowering
them to get the job done is what has led to his success across all levels
of government, and proven invaluable to CB&A.
Although Steve is a Professional Engineer, he relishes working with people - in seeing them for
not just what they are but what they can be. He is a mentor who strives to develop not just himself
but others. He uses his appetite for growth to inspire others. His areas of expertise are many:
electronics and electrical systems, collective bargaining, real estate, welding, automotive
mechanics, air conditioning and heating, law enforcement, water and wastewater systems, solid
waste, recycling, compost operations, and environmental regulations. No area of management or
subject area is obscure to him and that means he can take on virtually any search assignment
comfortably.
Some of the top management and leadership positions Steve has held include serving as Executive
Director, Emerald Coast Utilities Authority in Pensacola, Florida, and as City Manager, Director
of Public Safety, Assistant City Manager, and Director of Finance, all for Hamilton, Ohio.
Over the years, Steve has been responsible for hiring, among others:
. AdministrativeServicesDirectors,. Finance Directors,. Engineering Directors,. Fire Chiefs,. IT Director,. Police Chiefs, and. Utilities Directors (in general operations as well as Electric and Gas).
Steve earned a Bachelor of Science in Civil Engineering Degree from the University of Dayton,
Ohio, and Master of Public Administration Degree from the University of Cincinnati, Ohio. He
was also a doctoral candidate at the University of Cincinnati. He is a member of the International
City/County Management Association, Florida CitylCounty Management Association, Florida
Finance Officers Association, American Water Wastewater Association, President of the
Exchange Club, President of the Safety Council, Chairman of the Neighborhood Watch Program,
and served on the Board of Directors for Senior Services and the Chamber of Commerce. One
day, he hopes to slow down - just not yet.
-8-
I \
A. Qualtfications and Experience of the Firm (continued)
Rick Conner, P.E.
Vice President
Rick Conner is a recent addition to CB&A's strong cadre of
municipal operations experts. With over 30 years of management
experience in local government, he has seen it all and done most of
it. He possesses keen analytical skills and the ability to slice through
critical issues. As a result, he is another outstanding weapon in the
firm's arsenal of experts. His years in local government and his
many licenses and certifications help him to judge talent quickly and
effectively.
In addition to his experience as a City Manager, Rick's previous
positions such as a Public Works Director, gives him an excellent
perspective of the needs of local government operations and staffing.
Prior to joining Colin Baenziger & Associates in 2012, some of the
top leadership positions that Rick has held include:
. City Manager of Sunny Isles Beach, FL,. City Manager of Portland, TX,
. City Manager of Marble Falls, TX,
. Public Works Director of Nashville/Davidson County, TN, and. Public Works Director of Bryan, TX.
While serving in these positions, Rick received national recognition for his Customer Service
programs. Over his career, Mr. Conner has been involved in a variety of recruitments. Some of
these include:
. City Manager, Cocoa Beach, FL (population I 1,200),
. City Manager, Fayetteville, NC (population 208,000),. City Manager, Gainesville, FL (population I 17,000). City Manager, Sarasota, FL (population 55,000),. City Manager, Treasure Island, FL (population 6,900),. City Manager, Winter Haven, FL (population 37,900),
. Executive Director, Bartow (FL) Airport Authority,. Chief Executive Officer/General Manager, Des Moines (lA) Water Works,. General Manager, Island Water Authority, Sanibel, FL, and. Utility Director, Panama City, FL (population 28,300)
Rick holds a Bachelor of Science in Business Administration and a Bachelor of Science in Civil
Engineering from University of Missouri. He also worked towards Masters Degrees in both Math
and Civil Engineering before joining the work force. He is a Registered Land Surveyor and a
Professional Engineer in Missouri, as well as a Professional Engineer in Florida, Tennessee and
Texas. In his spare time, Mr. Connor invents scuba diving equipment.
-9 -
A. QualiJications and Experience of the Firm (continued)
Lynelle Klein
Vice President for Operations
Ms. Klein is a skilled professional with a wealth of public and private
sector experience. Her particular expertise is in special projects,
compensation surveys, and background checks for our executive
search candidates. She feels that each client must be properly served,
and that can only be done by devoting her utmost attention to their
particular concerns and by finding creative ways to solve their
problems. In her book, the client comes first.
Since beginning her working relationship with Colin Baenziger &
Associates in 2010, Ms. Klein has been involved in virnrally every
executive search the firm has conducted.
Some of the more notable searches in which she has played a key role include:
. City Manager, Delray Beach, FL (64,100),. City Manager, Doraville, GA (population 8,500),. City Manager, Indianola, IA (population 14,800),. Police Chiel Farmington, NM (population 45,000),. City Manager, Leesburg, FL (population 21,000),. City Manager, Mill Creek. WA (population 18,800),. City Manager, Miramar, FL (population 122,000),o City Manager, Norwich, CT (population 40,300),. City Manager, Seminole, FL (17,800),. City Manager and Finance Director Sunnyside, WA (population 16,000),. City Manager, Winchester, VA (population 16,000),. County Manager, Alachua County, FL (population 253,500),. County Administrator, Clackamas County, OR (population 383,900),. County Administrator, James City County, VA (population 70,500),. County Manager, St. Lucie County, FL (population 283,900),. County Administrator, York County, VA (population 66,300),. County Attorney, Fulton County, GA (population 992,000),. Director, Growth Management, Collier County, FL (population 340,000), and. Solid Waste Director City of Tampa, FL (population 347,000).
Ms. Klein's prior employment was primarily in the private sector. For over l5 years she provided
contract financial and administrative services to companies who did not require full time office
staff. Some of her clientele included TLC Cabulance, Clear and Clean Pool Service, Elizabeth
Fountain Interiors, a published author and a landscaping company. Ms. Klein has an Associate's
Degree from Brigham Young University in Rexburg, Idaho. She currently resides in King County,
wA.
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E. Proposed Work Plsn
The following search methodology has been refined over the past twenty-two years and now is
virtually foolproof. We will integrate your ideas into the process. Our goal is to ensure you have
the right people to interview as well as the information you need to make the right decision.
Task One: Needs Assessment
An important part of the recruiter's work is selling the community to the very best candidates
(including those that are not actively looking for the next job) while also providing an accurate
portrayal of the community and the opportunity. In order to do this, CB&A must first determine
the needs of the client and the characteristics of the ideal candidate. Our approach is as follows:
o Compile background information from the jurisdiction's website and other sources.. Interview the Commission, other key parties (such as City staff) and stakeholders (such as
community groups, business owners, residents, government officials and property owners).
Our goal is to develop a strong sense of your organization, its leadership, its short and long
term expectations, and its challenges;
. Determine the characteristics of the ideal candidate. These will likely include experience,
longevity, education, personality, demeanor, and achievements as well as other items the
Commission Members and stakeholders consider important), and
. Determine a reasonable compensation package.
Our searches generally take 60 to 90 days. At this point in the process, we will also finalize the
timeline with the City so candidates can mark their calendars well in advance and will be available
when the City wishes to conduct the interviews.
If the City wishes, we routinely incorporate meetings with other stakeholders (such as the business
community, the non-profit community, City staff and so on) to gather their insights. We can also
solicit the input of your residents through an on-line survey. These forums and surveys are
valuable as they provide additional perspectives and a better understanding of the environment and
the wants/needs of the community that the employee will be working in. An example of an online
survey is included as Appendix D.
Note: Ideally these meetings will be in person but recognizing the current pandemic, we may need
to conduct them via video conferencing.
Task Two: Develop Position Description ond Recruitntent Moterials
Based on the information we gather, CB&A will next develop a comprehensive recruitment
profile. We will provide our draft for your review and comment. We will then meet with the
Commission Members to discuss the results of our interviews and the resulting recruitment profile.
Your suggestions will be incorporated, and the final document prepared. A sample of our work is
included as Appendix B. Other samples can be found on our firm's website under the "Executive
Recruitments" / "Active Recruitments" tabs.
an d N eed.s,4.s.sess me ntPhase I: In ormation Gatherin
-25-
E. Proposed Work Plan ftonttnued)
Task Three: Recruit Candidotes
CB&A uses a number of approaches to identify the right people for this position. We say people,
and not person, because our goal is to bring you six to ten excellent semi-finalists, all of whom
will do the job extraordinarily well and who are so good you will have a difficult time choosing
among them. You then select the top three to five people to interview and ultimately choose the
candidate who is the best fit with you and your community. The approaches we use are:
a
a
a
Networking.' The best approach is diligent outreach. We will network with our colleagues
and consult our data base. As we identiff outstanding candidates (many of whom are not
in the market), we will approach them and request that they apply. Often excellent
candidates are reluctant to respond to advertisements because doing so may alienate their
current employers. When we approach them, their credentials are enhanced rather than
diminished. We also use Linkedln as a source of candidates.
Advertising: While we will seek out the best, we will not ignore the trade press which
sometimes yields strong candidates. We would contact the members of organizations such
as the International City/County Management Association, Florida League of Cities, and
the Florida City and County Management Association. We will also post it on our Website,
www.cb-asso.cont We do not use local, newspapers, national newspapers or generic
websites because while they produce large numbers of applications, they generally do not
produce the type of candidates we are seeking. If the City wants to have ads placed in local
newspapers, national newspapers and/or generic websites, it will need to bear the cost.
Email: We will also e-mail the recruitment profile to our listserv of over thirteen thousand
managers and professionals who are interested in local government management. One of
the advantages of e-mail is that if the recipient is not interested, he/she can easily forward
the recruitment profile to someone else who may be interested.
Phase III: Screenin ond Finalist Selection
Task Four: Evaluate the Candidates
Based on our most recent recruiting efforts, we anticipate receiving resumes from sixty to one
hundred applicants. We will narrow the field as described above and present information on
candidates to the Commission. This process requires a mixture of in-depth research and subjective
evaluation. Our process is as follows.
It should be noted that selecting strong candidates is more an art than a science. While we consider
standard ranking factors and the elements of the job, ultimately the most important factor is who
we believe will be a good fit with the City and the community. Typically, forry percent of our
finalists are women and/or minorities.
-26-
Phase II: Recruitment
E. Proposed Work Plan @ontinued)
Specifically, our efforts will involve:
Step One. Resume Review. CB&A will evaluate all resumes and identiff the eight to
fifteen high quality candidates.
Step Two. Screening Interview. Our lead recruiter, ffid possibly other senior
representatives of the firm, will interview each of these candidates. Using what we learned
in Phase I and our experience as managers and recruiters, as well as our unique ability to
assess candidates, we will determine whether or not to consider them further.
Step Three. Prepare a Report. We will prep are awritten report summarizing the Results
of the Recruitment and the top seven to ten candidates. We will forward our report to the
Commission.
Step Four. Evaluate the Best Candidates. We will develop materials and background
investigations for the to five to six candidates. For those that remain in consideration,
CB&A will:
Ask the Candidates to Prepare a Written Introduction: We will ask the
candidates to prepare a written introduction to themselves as part of their
preliminary background checks. This is done for several reasons. First, it allows
the candidates to tell their own story and balance the negativity that is so often
characteristic of the press. It also allows the City to evaluate the candidates written
and communicative skills.
a
a
a
a
Candidate Disclosure Statement: We will ask candidates if there is anything
controversial in their background that we should be made aware of prior to fuither
consideration. While it is unlikely that we find anything not previously publicized
in the press, we believe redundant checks offer superior security for our client.
Interviews of References: We tell the candidate with whom we wish to speak.
These include current and former Commission Members, the municipal attorney,
the external auditor, staff members, peers, news media representatives, the director
of the local chamber of commerce, community activists, and others who know the
candidate. We also attempt to contact some individuals who are not on the
candidate's list. Typically, w€ reach eight to ten people and prepare a written
summary of each conversation.
Legal Checks: Through our third parry vendor, American DataBank, we will
conduct the following checks: criminal records at the county, state and national
level; civil records for any litigation at the county and federal level; and bankruptcy
and credit.
Search the Internet and Newspaper Archives: Virtually every local newspaper
has an archive that provides stories about perspective candidates, the issues they
have dealt with, how they resolved them and the results. These articles can also
provide valuable insights into the candidate's relationship with the public and the
-27 -
E. Proposed Work Plan @ontinued)
governing body. Of course, not all news sources are unbiased, and we consider that
in our evaluation. This step is conducted in order to quickly discover candidates
with problems in their backgrounds and eliminate them.
Verification of Education: We also veriff claimed educational degrees to assure
the candidate is being totally forthright.
Verification of Work History: We veriff employment for the past fifteen years
The goal in conducting these checks is to develop a clear picture of the candidates and to determine
which best meet the criteria established in Phase I. Each of the avenues we pursue adds a piece of
the puzzle. We will crosscheck sources, search for discrepancies, and resolve them when we find
them. When sensitive or potentially embarrassing items are discovered, they are thoroughly
researched. If we conclude the situation is damaging or even questionable, the situation reported
to the City, with the City's concurrence, the candidate will be dropped from further consideration.
Note: We firmly believe that all background work we have outlined above should
be completed early in the process. That way the client lorcws the individuals to be
intervtewed are all top performers and do not have anything embarra.ssing in their
pasts that might come to light after selection. It also means that once our client has
made a selection, it can move forward promptly, negotiate a contract and make an
announcement.
Task Five: Preporation and Presentation of Candidate Moterials
For the selected candidates, CB&A will compile the information we have developed into a
complete written report for each recommended candidate. Specifically, this information will
include: the candidates' resumes, introductions, references, background checks and internet /
newspaper archive search results. A complete sample candidate report is included as Appendix
C. We will also provide some advice on interviewing, a series of questions the elected officials
may wish to ask (as well as some areas that it is not wise to get into), and some logistical
information. The preceding information will be forwarded to you electronically.
Task Six: Finalist Selection
Approximately a week after the City has received the candidate materials, CB&A will meet with
the elected officials to discuss our findings and make a final determination concerning who will
be invited to interview. The City will then select four to six candidates to interview.
Task Seven: Notifl, All Candidates of Their Status
We will notiff the finalists by telephone and give them the opportunity to ask additional questions.
We will also provide them with information concerning the interviews and travel if necessary.
CB&A will inform those not selected of their status. Part of the notification will include advice
concerning the candidates' resume and/or cover letter so, even though they were not selected to
go forward, they will have gained something valuable from participating in the process.
a
a
-28-
E. Proposed Work Plan @ontinued)
Phase IV: Coordinale the Interview Process and City Manager Selectiotr
Task Eigltt: Coordinote the Candidate Assessment Process
Prior to the interviews, we will recommend an interview/assessment process for the City's review
including means to evaluate the candidates' communication skills, interpersonal skills, and
decision-making skills. As part of the process, we suggest the Mayor and Commission observe
the finalists in several settings. These would typically include a social setting, one-on-one
interviews, and in a commission meeting setting. Some aspects of this process may need to be
modified depending on medical recommendations at the time.
Day #l: The finalists are given a tour of the community by a knowledgeable staff member
or resident. Cities often include a reception with the City's senior staff.
Later, that evening, the Mayor and Commission hosts a reception for the candidates. The
purpose is to observe how the finalists respond to a social situation. Your next City
Manager will, after all, represent your local government in numerous venues. It is thus
important to know how the individual will respond in a social setting. The reception also
serves as an ice-breaker whereby the Commission Members and the candidates get to know
one another informally.
Day #2: In the morning, each candidate will interview individually with each elected
official for approximately 40 minutes. These meetings provide the Mayor and Commission
Members with an opportunity to assess how the candidates might interact with them on an
individual basis. It is very important to know if good chemistry exists. Ultimately,
Managers succeed and fail based on their interaction with the Mayor and Commission and
the one-on-one interviews are an excellent way to test that interaction.
After lunch, the Mayor and Commission as a group will interview each candidate one at a
time for approximately 30 minutes. Part of the interviews might include a PowerPoint
presentation, so the Commission can observe the candidates' presentational skills.
We will recommend you invite the finalists' spouses, so they can spend time in and evaluate your
community.
Task Nine: Debriefing and Selection
After the interviews are completed, we have developed a simple methodology that moves the
elected body quickly and rationally to the desired outcome.
Once the selection has been made, CB&A will immediately notiff the finalists of their status via
a telephone call. Candidates are eager to know, and we feel it is important to keep them informed.
-29 -
E. Proposed Work Plon ftontinued)
otiation ond Continuin 4ssistancePhase l': Itt
Task Ten: NotiJication, Contract Negotiations and Warranty
We will then assist in the employment agreement negotiations. Generally, a member of the elected
body and the attorney conduct the actual negotiations while we provide advice and assistance
concerning the compensation package and contract. We can also take the lead role in the
negotiations if desired. We have a standard contract you are welcome to use. Your attorney, of
course, will prepare the final contract. Since the basic parameters will have been discussed with
the candidates and the candidates have been thoroughly vetted, w€ expect a relatively prompt
agreement.
Task Eleven : Continuing .4ssr.stance
Our work is not done when the contract is executed. We will stay in touch with you and your new
City Manager. Our goal is to be there to assist in resolving any issues that arise before they become
intractable. In fact, at your request, we will conduct a team-building workshop, at no charge, to
resolve any difficulties. We simply feel it is part of our job to assure a successful relationship.
Communications: We will provide weekly reports about the status of the search, in writing or by
phone, depending upon your preference. At significant milestones we will make the reports in
person. We are also available at any time, day or night, to address any questions you have along
the way. To do so, we will provide you with our cellphone numbers and you should feel
comfortable contacting us whenever you have a question whether it is directly related to the search
or, for that matter, anything else related to local government. We want to be responsive and to
assist in any way we can.
The City's Obligations
The City will be responsible for providing the facilities for the interview process, coordinating
lodging for candidates from outside the area, and making arrangements for the reception. The Cify
will also be responsible for reimbursing the candidates for all expenses associated with their travel,
meals, and incidentals for the interview weekend.
The City should also plan to provide the following information, if it is not available on the City's
website, to each of the finalists: the current year budget, an organizational chart, the latest
completed audit and management letter, any current strategic and long range plans, a copy of the
City Charter, any job descriptions and other materials defining the role and duties of the City
Manager, and any evaluations of the organization completed in the last year.
-30-
E. Proposed Work Plan @ontinued)
Proposed Project Schedule
The following is the project schedule we suggest for this recruitment and one we could use for this
recruitment. We realize the schedule may need to be adjusted to accommodate the Mayor and
Commission Members' availability.
Phase I: Needs Assessment / Information Gathering
November I le: CB&A begins meeting with the Commission Members and, if suggested,
other stake holders to understand the job and its challenges.
November l Tth: CB&A submits the draft of the full recruitment profile to the City for its
revlew.
Novemb er 24'h
Phase II: Recruiting
Novemb er 27h:
City provides comments on the recruitment profile.
CB&A posts the full recruitment profile on its website and submits it to the
appropriate publications. It is also e-mailed to over 13,800 local
government professionals.
December 28th: Closing date for submission of applications
January 5th: CB&A reports on the results of the recruitment.
Phose III: Screening, Reference Checks and Credential VeriJication
January 25fr.CB&A forwards its reports and materials to the City for the recommended
candidates. These will include the candidates' resumes and introduction as
well as the results of our reference, background and Internet/newspaper
archives checks.
February I't: City selects / confirms the finalists for interviews.
Phase IV: Interview Process Coordinatiott and City Manager Selection
February 11'h: City holds reception for the finalists.
February l2th: One-on-one and full Commission interviews and decision
Phsse V: Negotiation, WarranQ, & Continuing Assistance
Post-Selection: CB&A works with City representatives and the selected candidate on an
employment agreement.
- 3l -
-32-
F. Price Proposal and Waruonty
Fee
CB&A offers a firm, fixed price of $26,500, which includes all expenses, except the costs
associated with bringing the finalists to interview with the City (travel, meals, hotel etc.), and those
associated with all consultant travel, meals, and lodging. Bills (including travel costs) will be
rendered as the search progresses and due at the end of each Phase as indicated below:
If the City asks us to perform work that is clearly beyond the scope of this proposal, it will be
billed at a rate of $ 150 per hour. No such work will be performed without your written
authorization. Please note, as previously stated, that we have neither billed nor requested
additional funds beyond our originally quoted fee even when we have been entitled to it.
Warranty
Colin Baenziger & Associates offers one of the best warranties in the industry. We can offer it
because we have confidence in our work. Provided the City instructs us with conducting a full
search (Phases I-V) and assuming it selects from among the candidates we recommend, we
warrant the following:
l) We will not approach the selected candidate for any other position as long as the
individual is employed by the City.
2) If the selected individual leaves for any reason other than an Act of God (such as total
incapacitation or death) within the first year, CB&A will repeat the search for the
reimbursement of our expenses only.
3) If you are not satisfied with the candidates we present, CB&A will repeat the search until
you are satisfied.
4) Our price is guaranteed and will not be exceeded for any reason, even if conditions
change after the contract is executed.
Phase I: Needs Analysis / Information Gathering $ 3,000
Phase II: Recruiting I 1,000
Phase III: Screening 10,000
Phase IV: Interview Process Coordination and Selection 1,500
Phase V: Negotiation and Continuing Assistance I 000,)
Firm, Fixed Fee Total*$26,500
Requested Services
-33-
CoLr N BneN zrc E o St AssocrArES
EXECUTIVE RECRUITING
MIAMIBEACH
PROPOSAL TO PROVIDE EXECUTIVE SEARCH SERVICES
FOR CITY MANIAGER FOR MIAMI BEACH, FL
Volume II: Appendices
RFLI 2O2I.O36.KB - EXECUTIVE RECRUITMENT SERVICES
Colin Baenziger & Associates
Project Manager and Contact Person:
Colin Baenziger (561) 707-3537
Colin Baenziger & Associates
2055 South Atlantic Avenue . Suite 504
Daytona Beach Shores, FL 321 l8
e-mail: Coli L',On'
Fax: (888) 635-2430
...Serving Our Clients with s Personal Touch...
APPENDIX A:
APPENDIX B:
APPENDIX C:
APPENDIX D:
APPENDIX E:
APPENDIX F:
PnoposAl To BB Tnr Cmy's
ExucurrvE RpcnurrrNc Fmu
TABLE OF CONTENTS
ALL GOVERNMENTAL SEARCH ASSIGNMENTS
SAMPLE RECRUITMENT BROCHURE
SAMPLE CANDIDATE REPORT
SAMPLE SURVEY
RESOLUTION OF ST. JOHNS COUNTY, FL
CB&A'S VETTING PROCESS FROM DALE MARTIN
PAGE
A-1
B-l
c-l
D-l
E-l
F-l
Appendix A
Searches by
Colin Baenziger & Associate' Stalf
Governmental S earch Assignments
Curuent Searches
City Manager, Lady Lake, FL (Population 15,954)
Chief Administrative Officer, Renton, WA (population 100,953)
Customer Service Chief, Sewer & Water Board of New Orleans, LA
Seorches Completed in 2020
Town Manager, Bay Harbor Islands, FL (population 5,628)
City Manager, Brighton, CO (population 41 ,254)
City Manager, Cape Coral, FL (population 194,570)
Cify Manager, Crescent City, FL (population 1,542)
City Manager, Doraville, GA (population 10,526)
City Manager, Montverde, FL (population 1,675)
City Manager, Port Richey, FL (2,869)
City Manager, Winchester, VA (population 28,108)
City Attorney, Lawton, OK (population 94,653)
Finance Director, Gainesville, FL (population 133,857)
Public Works Administrator, Renton, WA (population 100,953)
Executive Director, Emerald Coast Utilities Authority, Pensacola, FL
General Manager, Des Moines (IA) Water Works (serves a population of over 500,000)
A-l
Governmental S earch Assignments (continued)
Comoleted Searches Prior to 2020
Citv/Town/Villaqe istrator
City Manager, Albany, GA (population 75,600) in 201 I
City Mana9er, Ankeny, IA (population 45,600) in 2013
City Manager, Ashland, KY (population 21,000) in 2013
City Manager, Auburn, AL (population 58,582) in2017
City Manager, Aventura, FL (population 37 ,724) in 201 7 and 201 8
Village Manager, Bal Harbour, FL (population 3,300) in 2013
City Manager, Bartow, FL (population 16,000) in2007 :u:.2017
Town Manager, Bay Harbor Islands, FL (population 5,200) in 2003 and 2007
City Manager, Bellevue, WA (population 122,400) in 2014
Town Manager, Buckeye, AZ (population 32,000) in 2006
City Manager, Burien, WA (population 55,188) in 2017
City Manager, Cape Canaveral, FL (population 10,200) in 2010
City Manager, Cape Coral, FL (population 154,300) in2012
City Manager, Carnation, WA (population 1,873) in 2017
Cify Manager, Casselberry, FL (population 25,000), in 2005
City Manager, Chamblee, GA (population 17,000) in 201I
City Manager, Clewiston, FL (population7,270) in 2019
City Manager, Cocoa Beach, FL (population I I ,200) in 2012,2015 and 2016
Ciry Administrator, Connell, WA (population 4,200) in 2014
City Manager, Cooper City, FL (population 32,000) in 2008
City Manager, Coral Gables, FL (population 43,000) in 2009
City Manager, Cottonwood Heights, UT (population 34,000) in 2004
City Manager, Covington, VA (population 5,802) in 2016
Town Manager, Cutler Buy, FL (population 35,000) in 2006
Ciry Manager, Dania Beach, FL (population 28,000) in 2009
City Manager, Danville, VA (population 43,000) in 2016
Ciry Manager, Deerfield Beach, FL (population 78,000) in 2019
City Manager, Delray Beach, FL (population 64,100) in 2014
City Manager, Deltona, FL (population 83,000) in 2006 and 2008
City Manager, Destin, FL (population 12,000) in 2003 and 201 I
City Administrator, Dickinson, ND (populati on 22,300) in 201 8
City Manager, Doral, FL (population 24,000), in 2004
City Manager, Doraville, GA (population 10,896) in 2013 and20l7
Town Manager, Dundee, FL (population 3,000) in 2006 and 2009
City Manager, Ellensburg, WA (population 18,350) in 2014
City Manager, Elmira, NY (population 29,200) in 2014
Village Manager, Estero, FL (population 26,600) in 2015
City Mana5er, Fairborn, OH (population 33,200) in 2017
City Manager, Fayetteville, NC (population 208,000) in 2012
City Manager, Fernandina Beach, FL (population I 1,000) in 2006 and 2015
City Manager, Fife, WA (population 8,700) in 2010 in 2017
A-2
Governmentul Search Assignments (continued)
C itv/Town/Village Ma n aser/Ad ministrator (continued)
City Manager, Fort Myers, FL (population 68,190) in 2016
Town Manager, Fort Myers Beach, FL (population 6,900) in 2006 and 2008
City Manager, Fort Pierce, FL (population 41,900) in2012
City Manager, Fort Smith, AR (population 87,650) in 2016
City Manager, Fruitland Park, FL (population 4, 100) in 2013
Village Manager, Islamorada, Village of Islands, FL (population 7,500) in I 999 and 2005
City Manager, Gainesville, FL (population 133,857) in 2016 and 2019
City Manager, Greensboro, NC (population 259,000) in 2009
City Mana5er, Groveland, FL (population 12,493) in 2018
City Manager, Hallandale Beach, FL (population 39,000) in 2010 and 2012
City Manager, Holly Hill, FL (population 13,000) in 2008 (partial search)
City Manager, Homestead, FL (population 62,000) in 2010
Cify Manager, Indianola, IA (population 15,108) in 2015
City Manager, Jacksonville Beach, FL (population 23,387) in 2018
Town Manager, Juno Beach, FL (population 3,600) in 2005
Village Manager, Key Biscayne, FL (population 11,000) in2007 and 2011
City Manager, Key West, FL (population 24,600) in2012
Town Manager, Lake Park, FL (population 9,100) in 2001 and 2003
Town Manager, Lantana, FL (population 9,600) in 2000
City Administrator, Lake Forest Park, WA (population 13,059) in 2018
City Manager, Lake Worth, FL (population 37,000) in 2003 and2007
City Manager, Lauderdale Lakes, FL (population 32,000) in 1998 and2002
City Manager, Leesburg, FL (population 20,390) in 2013
City Manager, Madeira Beach, FL (population 12,300) in 201 I
Town Manager, Mangonia Park, FL (population 1,400) in 2001
City Manager, Marathon, FL (population I1,500 in 2002 and 2004
City Manager, Marco Island, FL (population 15,000) in2014
City Manager, Medina, WA (population 3,000) in 2013
City Manager, Melbourne, FL (populati on 72,500) in 2012
City Manager, Miami Gardens, FL (population 101,000) in 2004
City Manager, Mill Creek, WA (18,828) in 2015
City Manager, Miramar, FL (population 122,000) in 2013
Cily Manager, Monroe, NC (population 33,500) in 2013
Town Manager, Mooresville, NC (population 4l ,995) in 2019
City Manager, Mount Dora, FL (population 12,000) in 2005
Cify Manager, Mount Pleasant, MI (population 26,000) in 2014
City Manager, Mountlake Terrace, WA (population20,700) in 2014 and 2016
City Manager, Naples, FL (population 21,800) in 2018
City Manager, New Smyrna Beach, FL (population 23,000) in 2009
City Manager, Normandy Park, WA (population 6,335) in 2013 and 2015
Cify Manager, North Miami, FL (population 62,000) in 2010 and 2014
Village Manager, North Palm Beach, FL (population 12,500) in2004,2005, 2007 and2012
City Manager, North Port, FL (population 55,800) in 2011
A-3
Governmental S earch Assignments (continued)
Citv/Town/Village Manager/Administrator (continued)
Town Manager, North Topsail Beach, NC (population 734) in 2018
City Manager, Norwich, CT (population 40,500) in 2016
City Manager, Oakland Park, FL (population 42,800) in 2014
City Manager, Ocala, FL (population 52,000) in 2008 and 2015
City Manager, Opa-Locka, FL (population2,l80) in 2019
City Manager, Orange City, FL (population 10,000) in 2010 and 2016
City Manager, Orange Park, FL (population 9,100) in 2010
City Manager, Oviedo, FL (population 33,000) in 2008
City Manager, Palm Buy, FL (current population l0l ,000) in 2002 and 201 5
City Manager, Palm Coast, FL (population 71,000) in 2006
Village Manager, Palmetto Bay, FL (population 24,000) in 2003
City Manager, Panama City Beach, FL (population 12,776) in 2012 and 2019
City Manager, Parkland, FL (population 30,177) in 2017
City Manager, Petersburg, VA (population32,70l) in 2017
Village Manager, Pinecrest, FL (population 19,300) in 20ll
City Manager, Pompano Beach, FL (population 101 ,000) in 2007
City Manager, Port St. Lucie, FL (population 174,100) in 2016
Ciry Manager, Portland, ME (population 65,000) in 20ll
City Manager, Prosser, WA (population 5,802) in 2016
City Manager, Riviera Beach, FL (population 37,000) in 2009
City Manager, Roanoke, VA (population 98,465) in 2009 and 2017
City Manager, Sammamish, WA (population 64,548) in 2019
City Mana5er, Sarasota, FL (population 55,000) in20l2
Ciry Manager, Satellite Beach, FL (population 10,100) in 2013
City Manager, Savannah, GA (population 142,800) in 2016
Ciry Manager, Scottsd ale, AZ (population 2l 7 ,400) in 201 3
City Manager, Sebastian, FL (population 24,772) in 2018
City Manager, Seminole, FL (population 17,800) in 2015
City Manager, Sequim, WA (population 6,700) in 2015
Town Manager, Sewall's Point, FL (population 2,000) in 2006
Township Manager, Spring Garden Township, PA (population 12,963) in 2018
Township Manager, Springettsbury Township, PA (population26,700) in 2014 and 2016
Ciry Manager, St. Pete Beach, FL (population 10,000) in 2014 and 2019
City Manager, Stuart, FL (population I 7,000) in 2006 and 2017
City Manager, Sunny Isles Beach, FL (population 17,000) in 2006 and 201 I
City Manager, Sunrise, FL (population 84,400) in 2012
Cify Manager, Sunnyside, WA (population 15,860) in 2013 and 2018
Town Manager, Surfside, FL (population 6,000) in2014
City Manager, Tacoma, WA (population 200,000) in 201 I and 2017
City Administrator, Tavares, FL (population I 1,000) in 2006
Ciry Manager, Titusville, FL (population 43,940) in 2014
City Manager, Treasure Island, FL (population 6,937) in 2017
City Manager, Vero Beach, FL (population 16,751) in 2019
A-4
Governmental Seorch Assignments (continued)
Citv/Town/Villase Manager/Administrator (continued)
City Manager, West Melbourne, FL (population 15,000) in 2009
Cify Manager, West Park, FL (population 12,000) in 2005 and 2010
City Manager, Weston, FL (population 70,015) in 2019
City Manager, Winchester, VA (population 26,000) in 2014
Ciry Manager, Winter Haven, FL (population 37,900) in2017
City Manager, Yakima, WA (population 9l ,000) in 201 I and 2012
County Administrator / Manager - Completed Searches
County Manager, Alachua County, FL (population 251 ,400) in 2014
County Manager, Baker County, FL (population 27 ,000) in 2006
County Administrator, Bay County, FL (population 158,000) in 2005
County Manager, Brevard County, FL (population 536,000) in 2009
County Administrator, Broward County, FL (population 1,800,000) in 2006
County Administrator, Clackamas County, OR (population 383,900) in 2013
County Manager, Clay County, FL (population 212,230) in 2005, 2011 and 2019
Chief Administrator, El Paso County, TX (population 827,700) in2014 and 2016
County Administrator, Emmet County, MI (population 32,900) in 2014
County Manager, Flagler County, FL (population (83,000) in2007
County Manager, Fulton County, GA, (panial search) in 2015 (population 894,300) in 2015
County Administrator, Hernando County, FL (population 172,800) in 2012
County Administrator, Highlands County, FL (population 98,000) in 2008
County Administrator, James City County, VA (population 69,000) in 2014
County Manager, Lee County, FL (population 600,000) in 2009
County Administrator, Martin County, FL (population 140,000) in 2005
Borough Manager, Matanuska-Susitna Borough, AK (population 85,000) in 20ll
County Administrator, Monroe County, FL (population 80,000) in 2004
County Administrator, Nassau County, FL (population 60,000) in 2004
County Administrator, Okaloosa County, FL (population 183,500) in 2013
County Administrator, Okeechobee County, FL (population 39,000) in 2008
County Manager, Osceola County, FL (population 235,000) in 2003 and 2007
County Administrator, Polk County, IA (population 400,000) in 2007 and 201 I
County Manager, Seminole County, FL (population 410,000) in 2006
County Administrator, St. Johns County, FL (population I 62,000) in 2007
County Administrator, St. Lucie County, FL (population 284,000) in2014
County Manager, Union County, NC (population 198,600) in 2010
County Administrator, York County, VA (population 66,269) in 2015
Completed Searches - Other Municinal CEO
Executive Director, Bartow Municipal Airport Development Authority, Bartow, FL in 2017
Chief Executive Officer, Chatham Area Transit, Savannah, GA (population served 286,900)
in 2016
A-5
Governmental Search Assignments (continued)
General Manager, Chittenden SolidWaste District, Williston, VT (population 157,461) in 2016
General Manager, Holiday Park Recreation District, FL (population 4,500) in 2007
General Manager, Island Water Association, Sanibel, FL in 2018
Executive Director, Lakewood Ranch Inter-District Authority, Manatee County, FL (population
15,000) in 2011
Executive Director, Northern Palm Beach Improvement District, Palm Beach Gardens, FL
(population 200,000) in 2003
Executive Director, South Correctional Entity (SCORE), Des Moines, WA (population served
406,000) in 2018
Communitv Association CEOs and Assistant CEOs
Chief Operating Officer, Amelia Island Plantation Community Association, FL (population
3,000) in 2016
Executive Director, Lakewood Ranch Inter-District Authority, Manatee County, FL (population
15,000) in 2011 (The Executive Director also managed five community associations.)
Executive Director, Sun City Summerlin Home Owners Association, Las Vegas, NV
(population 14,000) in 2015 and2017
Vice President for Administration, Ocean Reef Communication Association, Key Largo, FL
in 2017
Vice President, Public Works & Operations, Ocean Reef Community Association (population
2,000), Key Largo, FL, in 2001
Completed Searches - Assistant/Deputv Managers
Assistant City Manager / Operations, Corpus Christi, TX (population 308,000) in 2013
Assistant City Manager / Utilities, Corpus Christi, TX (population 308,000) in 2014
Deputy City Manager, Danville, VA (43,000) in 2016
Deputy Ciry Administrator, Dickinson, ND (population22,300) in 2016
Deputy City Manager for Community Building, Durham, NC (population 220,000) in 2009
Assistant Town Manager, Jupiter Island, FL (population 654) in 2010
Assistant Village Manager, Islamorada, Village of Islands, FL (population 7,500) in 1998
Assistant City Manager, Lake Worth, FL (population 37,000) in 2004
Assistant County Administrator, Martin County, FL (population 140,000) in 2006
Deputy City Manager, Sammamish, WA (60,000) in 2016
Assistant City Manager, Tamarac, FL (population 55,500) in 2001
Assistant City Manager,, West Palm Beach, FL (population 101,000) in 2004 and 2013
Completed Searches -or County Attornevs
County Attorney, Clay County, FL (population I 96,400) in 2016
City Attoffiey, Daytona Beach, FL (62,300) in 2016
Cify Attorney, Fort Lauderdale, FL (population 178,752) in 2018
A-6
Completed Searches - Other Municipal CEO (continued)
Governmental S earch Assignments (continued)
Completed Searches - Citv or County Affornevs (continued)
City Attoffiey, Fort Pierce, FL (population 41,590) in 2016 and 2018
County Attorney, Fulton County, GA (population 996,319) in 2015
Chief Labor Negotiator, Orlando, FL (population270,934) in 2018
City Attorney, Port St. Lucie, FL (population 185,132) in2016 and 2019
County Attorney, Prince William County, VA (population 438,580) in 2015
City Attorney, Roanoke, VA (population 96,000) in 2012
Fire District Attorney, St. Lucie County Fire District, FL (population 298,600) in 2017
City Attoffiey, Vero Beach, FL (population 16,751) in 2019
City Attoffiey, West Melbourne, FL (population 15,000) in 2008
Completed Searches - Communitv ment/Growth ManagemenUPlannins
Growth Management Director, Collier County, FL (population 357,305) in 2015 and 2017
Community Development Director, Danville, VA (population 43,000) in 2016
Director, Building and Development, Loudoun County, VA (population 336,900) in 2014
Community Development Director, Miami, FL (population 408,000) in 2008
Director of Planning, Building and Development, Roanoke, VA (population 96,000) in 2012
General Manager, North Sarasota Redevelopment District, Sarasota. FL (population 53,000) in
2008
Growth Management Director, St. Lucie County, FL (population 261,000) in 2005
Community Development Director, Tamarac, FL (population 55,500) in2007
Growth Management Manager, Wellington, FL (population 55,000) in 2009
Completed Searches - Economic Development / Redevelopment
Executive Director, Camden County (GA) Joint Development Authority (pop. 51,400) in 2014
Economic Development Director, Collier County, FL (population 328,000) in 2012
Assistant City Manager for Community Building, Durham, NC (population 220,000) in 2009
Economic Development Director, Concord, NH (populati on 42,444) in 2017
Economic Development Director, Roanoke, VA (population 96,000) in 2012
Director, Office of Economic & Workforce Development, Durham, NC (pop.220,000), 2009
Economic Development Director, Loudoun County, VA (population 326,000) in 2010
Economic Development Director, St. Johns County, FL (population 162,000) in 201I
Completed Searches - Engineers
Cify Engineer, Gulfport, MS (population 90,000) in 2008
Director/Engineering/Public Works AJtilities, Hallandale Beach, FL (population 39,000) 2013
Deputy County Engineer, Martin County, FL (population 140,000) in 2006
Assistant City Engineer, Melbourne, FL (population 75,000) in 2008
Ciry Engineer, Sunny Isles Beach, FL (population 17,000) in 2006
Staff Engineer, Wellington, FL (population 55,000) in 2009
A-7
Governmental Seurch Assignments (continued)
Completed Searches - Facilities Manasement
Director, Performing Arts & Convention Center, Federal Wuy, WA (population 92.700) in 2015
Director, Landscaping, Weston, FL (population 65,300) in 2013
Completed Searches -Finance and Budget
Finance Director, Altus, OK (population 19,800) (background check) in 2012
Finance Director, College Park, MD (population 32,256) in 2016
Procurement Director, Collier County, FL (population 357,305) in 2016
Finance Director, Danville, VA (population 43,000) in 2014
Finance Director, Daytona Beach, FL (population 3 I ,860) in 2012
Finance Director, Deland, FL (population 28,230) in 2016
Finance Director, Escambia County (FL) Housing Authority (population served:302,700),2014
Finance Director, Fort Walton Beach, FL (population 20,000) in 2006
Finance Director, Groveland, FL (populati on 12,493) in 2018
Director, Management & Financial Services, Loudoun County, VA (population 326,000) in 2012
Manager, Office of Management and Budget, Lake Worth, FL (population 37,000) in 2010
Finance Director, Lauderdale Lakes, FL (population 32,000) in 1998
Finance Director, Miami, FL (population 408,000) in 2013
Finance Director, Miramar, FL (population 130,300) in 2016
Treasurer, Miami, FL (population (408,000) in 2013
Finance Director, Oregon City, OR (population 31,860) in2012
Finance Director, Petersburg, VA (population32,70l) in 2017
Finance Director, Roanoke, VA (population 99,000) in 2014
Director of Finance and Administration, Roanoke Regional Airport, Roanoke, VA, in 2014
Revenue Operations Director, Savannah, GA (population 142,800) in 2017
Budget Director, St. Petersburg, FL (population 248,000) in 2009
Finance Director, St. Petersburg, FL (population 248,000) in 2010
Finance Director, Sunny Isles Beach, FL (population 17,000) in 2010
Finance Director, Surfside, FL (population 5,700) in 2012
Finance Director, Tamarac, FL (population 55,500) in 2005 and 2009
Finance Director, West Palm Beach, FL (population 101,000) in2007
Fire Chief, Cape Coral, FL (population 154,300) in 2013
Fire Chief, Lauderdale Lakes, FL (population 32,000) in 1999
Executive Director, South Sound 9l I (serves a population of 808,000), Tacoma, WA, in 2013
Fire Chiel St. Lucie County Fire District, FL (population 298,600) in 2018
Fire Chief, West Palm Beach, FL (population 101 ,000) in 2005
General Services Director, Loudoun County, VA (population 349,700) in 2015
A-8
Completed Searches - Fire/EMS/Dispatch
Completed Searches - General Services / Administration
Governmental S earc h As signments (continued)
Completed Searches - Housin e/Buildins
Building Official, Jupiter Island, FL (population 580) in 2005 and 2010
Building Official, Miami Beach, FL (population 91,000) in 2005
Building Official, Sewall's Point, FL (population 2,000) in 2006
Building Official, Tamarac. FL (population 55,000) in 2008
Completed Searches - Human Resources
Human Resources Director, Boca Raton, FL (population 84,000) in 2006
Human Resources Director, Cape Coral, FL (population 154,300) in 2013
Director, Human Resources, Gainesville, FL (population 125,000) in 2014
Director of Personnel, Fulton County, GA (population992,000) in 2010
Director, Human Resources, Hillsborough County, FL (population 1,292,000) in 2015
Human Resources Office, Loudoun County, VA (population 326,000) in 201I
Human Resources Administrator, Martin County, FL (population 140,000) in 2007
Personnel Director, North Miami, FL (population 56,000) in 2001
Director, Human Resources, Sunrise, FL (population 88,800) in 2015
Director, Human Resources, Roanoke, VA (population 99,000) in 2014
Personnel Director, Vero Beach, FL (population 17,900) in 2003
Human Resources Director, West Palm Beach, FL (101,900) in 2013 and 2014
Completed Searches - Health and Human Services
Director, Health and Human Services, St. Johns County, FL (population 162,000) in 2010
Completed Searches - Information Technology
Information Services Director, Cooper City, FL (population 33,382) in2017
Information Services Director, Lauderdale Lakes, FL (population 32,000) in 1998
Information Services Director, Palm Beach County Tax Collector (population 1,300,000), Palm
Beach County, FL in 2012 (partial search)
Chief Information Officer, Weston, FL (population 65,300) in 2015
Comnleted Searches - Parks/Recreation/Libraries
Parks and Recreation Director, Cape Coral, FL (population 179,804) in 2018
Parks and Recreation Director, Deerfield Beach, FL (population 78,,041) in 2017 and 2019
Director, Parks, Recreation, & Conservation, Hillsborough County, FL (pop. 1,292,000) in 2015
Director, Parks and Recreation, Hobbs, NM (population (35,000) in20l4
Libraries and Information Services Director, Newport News, VA (population 183,000) in2017
District Manager, Holiday Park Recreation District, Palm Buy, FL (population 1,400) in 2007
Library Services Director, St. Johns County, FL (population 162,000) in2007
Parks and Recreation Director, West Palm Beach, FL (population 101,000) in 2006
Parks and Recreation Director, Weston, FL (population 70,015) in 2019
A-9
Governmentul Search Assignments (continued)
Completed Searches - Police
Police Chief, Golden Beach, FL (population 355) in 201I (partial search)
Police Chief, Farmington, NM (population 45,900) in 2014
Police Chiel Lauderhill, FL (population 66,900) in 2011 (partial search)
Police Chief, Melbourne, FL (population 76,000) in 2011 (partial search)
Chief of Police, Mooresville, NC (population 35,300) in 2016
Police Chief, Petersburg, VA (population32,701) in 2017
Director of Administration - Public Safety, Ocean Reef Community Association, Key Largo, FL
in 2016
Police Chief, Sewall's Point, FL (population 2,000) in2007
Police Chiel St. Augustine Beach, FL (population 6,200) in 2012
Police Chief, Sunny Isles Beach, FL (population 17,000) in 2010
Police Chief, Winchester, VA (populati on 2'7 ,216) in 2017
Comnleted Searches - Public Works
Public Works Director, Aventura, FL (population 37,200) in 2016
Public Works Director, Camden County, GA (population 53,044) in 2019
Solid Waste Director, Camden County, GA (population 53,044) in 2018
Public Works Director, Chandler, AZ (population 250,000) in 2007
General Manager, Chittenden Solid Waste District, Williston, VT (population 157,461) in 2016
Executive Director, Northern Palm Beach Improvement District, Palm Beach Gardens, FL
(population 200,000) in 2003
Vice President, Public Works & Operations, Ocean Reef Community Association (population
2,000), Key Largo, FL, in 2001
Executive Director, Environment and Infrastructure, Pinellas County, FL (pop.917,000) in2012
Public Works Director, Sammamish, WA (60,000) in 2016
Director/Capital Projects Manager/City Engineer, Sunny Isles Beach, FL (pop. 17,000) in2007
Assistant Public Works Director, Sumter County, FL (107,000) in 2015
Assistant Public Works Director, Sunny Isles Beach, FL (population 17,000) in 2008
Public Works Director, Tamarac, FL (population 55,500) in 2003
Solid Waste Director, Tampa, FL (population 335,700) in 2014
Director, Landscaping, Weston, FL (population 65,300) in 2013
Completed Searches - Transportation
Chief Executive Officer, Chatham Area Transit, Savannah, GA (population served 286,900)
in 2016
A-10
Governmental Search Assignments (continued)
Comnleted Searches - Utilities
Water Resources Director, Asheville, NC (populati on 87 ,200) in 2015
Utility Director, Danville, VA (population 43,000) in 2015
Power & Light Division Director, Danville, VA (population 43,000) in 2015
Water and Gas Director, Danville, VA (population 43,000) in 2016
Utilities Manager, Deerfield Beach, FL (population 78,041) in 2017
Watershed Management (Water and Wastewater) Director, DeKalb County, GA (population
691,900) in20l 1 and 2013
Executive Director, Des Moines (IA) Water Works (serves a population of over 500,000) in2012
Executive Director, Florida Keys Aqueduct Authority, Key West, FL (pop. 90,000) in 2003
Utilities Director, Lake Worth, FL (population 37,000) in 2009
Waterworks Director, Newport News, VA (population 183,000) in 2017
Executive Director, Onslow Water & Sewer Authority, Jacksonville, NC, (pop. 160,000) in 2009
Utilities Director, Palm Buy, FL (population 101,000) in 2005
Utilities Director, Panama City, FL (population 38,286) in 2017
Executive Director, Environment and Infrastructure, Pinellas County, FL (pop. 917,000) in2012
Executive Director, Sewerage and Water Board of New Orleans, LA (population 369,000)
Director, South Martin Regional Utilities, FL (population 22,000) in 2013
Water (Wastewater) Resources Director, St. Petersburg, FL (population 248,000) in 2008
General Manager, Tampa Bay Water, FL (population served 2,400,000) in 2008
Completed Searches - Work Force Manasement
Director, Office of Economic & Workforce Development, Durham, NC (pop . on 220,000), 2009
Comnleted Searches - Other
Chief Operating Officer, Amelia Island Plantation Community Association, FL (population
3,000) in 2016
City Clerk, Lauderdale Lakes, FL (population 32,000) in 1998
Clerk to the County Commission, Fulton County, GA (population 1 .02 million) in 2018
Director, Registrations and Elections, Fulton County, GA (population 992,000) in 2009
Environmental Resources Director, St. Lucie County, FL (population 261,000) in 2009
Executive Director, Sun City Summerlin Home Owners Association, Las Vegas, NV
(population 14,000) in 2015 and2017
Special Projects Coordinator, Islamorada, Village of Islands, FL (population 7,500) in 1998
Vice President for Administration, Ocean Reef Communication Association, Key Largo, FL
in 2017
A-l l
Appendix B
Sample Brochure:
CiA Manager Search
Gainesville, FL
Gainesville.
Citizen centered
People empowered
Welcome to Cainesville, Florida!
Geiocsville is th€ coter of Alechue Couty rnd compocer
?prqim.tdy hdf its pop}ulon [t b thc hub of hlorth
CcoEel Florid+-90 minutes rcuthrrct of lectrosrille. tro
houre rcrth of Trmpl. rnd tro houn uorthwca of Orleado
rnd itstbcmc p.rkr Milmi end Fort Leudcrdrbere fivrhours
rcuthest rnd Arhntr ir frve houn mrth.
Geiocsti[c Ls a rm&rfrrl cit], rrd intcrnniooelly rtcognizd
u e plre whcre pcoph go to b. hcrled end educlcd. It end
its rurrouodiog coviroor rrc r drcen destio*ion bt orldoor
eathusi.str-u lrGr gr*ud with mlling hilb, Lkes, uplend
forcstt, hemrmd'.td prrinc celting a natrnl phTground.
Thc dimete ir outgtrndng rod m& wrttr rtivitier lilc
world-dess fuhing, crneing divfug rnd keyeking ractollc
yrer-round. Or, te&e o the lurd fior birdio6 hiking. bikin6 end
the uniquc edventure of dimbing trcer with r locd comprny
thrt providm fun sdc year-round trEe-dinbing elrcntr.
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CITY MANAGER POSITION AVAILABLE
Apply by fuly 31,2019
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Tbe arco L ble$cd witb partr Eh Pryncr Prriric. th€ Sen
ksco Hemmock Prcrrse, rnd Srcenretcr Wethndr-
irut thre of thc nery nrch pleccs tha offer incrsdlUc
uctu.r)r to wi|dlife. Mrrrcl d th€ unusrel [kvils
Millhqper Gobgicd Strtc Perh whar borrdrrells arr
phrd oeGr rtrcems thet 0ow into I lirMone sinfhok,
{d thcn rekh the wrter diseppear u&rgrourrd. Anahcr
populrr Epot il thc Krnepehe Botrnicd Csrdcor whse
giert Victori. lilier grow in thc ralends, with mme leews
reeching rry to thrce met€rs io circumfetmce! The city hsr
rrun€ror$ active end speci&y pcrtr ar xdl D+ot Pilf
in thc &wntown is ryobolk of thc bes of Creinesvillc hes
to offer- This onetime contemindrd indurtriel rite aow
includcs 32 rcres of pondr, treilr l kidJ ryhsh pad" picnk
trbkr pavilbns, hr gren hills, a sphsh prd the PopA-
Top generd sor€t i borcrr bccr ud winegarden rnd tbe
Cadc Murum for Crcatnfi and Invcnti<xr- Thc Srnu F+
Colk$ Teechirg Zm rllo*r for en up-clce bol. at the
wildlife, during a studeot led tou thet $owcascs wha
rcrting with zoo enirnelr ir ell abour
Geincsville'r dowutosa ir thc hcen of thc city, wilh e
quintescntiany qrninl gdh.riog of rhopo' resteu.ntr,
tlmtrcr rnd ports. Thb is r city that fecls Evely, ya
pcrso.t Duriog the dey. telc l *roll dml trc-lind
str€cts, urhrrE Sp.Di$ mocs dnpce from I (tr yeer old tmes,
end then stop br live music at thc Bo DiddleT Commuaity
nez." Wdo€d.yr on tbc Phze offen rcndon rlling
locellf grmyn vegaaHes md fresh-beled pastrics ar thr
tlnion Str*t Frrrmrc ldrrtst (ur open-eir collccti<m
of maincrcrm reteilers ac sdl as uniqrr bouti$G6). Ar
night rypruchel brcIvse the ureof-a-hd.rd ftrn rhops
arotrnd the Unbn Street Stetion. Mqrth-watering c,'kine
will tempt your palate at tbe .rer's m,iury restaurant!
rrnging bom Cuben Frtricr to fldrl Thcn" telc io. pLy
or mwic et thc udl-knovn Hippodrome Sl{c Thcatrl.
Or virit a locel theeter srh rs the Acrorstcm Rlpcrtorl
Thcstcr or the G.in€svilh Community Playhour. thc
htter bcing the oldcat csnmunity ttuter in Floridr.
The dty borsis mrny ft*iveh h April. Srnh f.e Coll€gc
hortr thc Spriog Arts F€cir.l, when fur cu vil'w .nd
purEt se h$b-$ulitI ertrrorl aod eaioy irz rnd Hm
conccrts. ln October, Gaincsville trugformr it.g downtowa
into en outfur erts slroucasr for the Dorntorn hiyel
ud Artr Slrory. The event hoi, rmrc then 2yl .rtictr
rnnurlty end adds food. musk erd a kirt''knaginalion
Suioo' to itr well-attended rttncti<rns
Ancher sirle of Gaincsvilh involrm ruggFd sportr
cmtcring rround thc ciyr ffivd Uniy€Bity of Florirh
Getorr Thc uniwrsit/s teemr ar coosistcn0y netindly
renled and e pctrhour in thc Sqrtheasern Confatrxe.
Atten&nce d UF! Bcn HiIl Griffitr Strdium, rlro known
rs 'Ihe Swrmpl regulerly ercccds gOOm footboll hns-
Wrtching ottrcr Getor ryort$ inclsling romcn! soc(er,
gymrurtkrerd rcllerybrll. ispopular. Noteblf, b 2(X}7, &e
univerdty bcerne thc ont). sctEol in NCAA hinory to win
thc menl billetb.Il rnd fodbell mtinel chempioorhipo
i:n thc s:me )car.
Geinesvitle boCs e ler6e nrrmber of reciog comp€titioos.
The C'ainesville Recemy is onc of thc frsr.e* trecls on
the Mrional Hot Rod Associrti,oo (NHRA) circuil Each
MerdL it hortr the lhe fusaietion's Gaornainals one of
the sportt most rwered evr[ts.
cn'Y MANAGEn I cl'r-Y OFGAINIiSVIT.T-F-, FLORIDA . 2
B-2
E tI Edu1ioo thrivs in Crrimrvillc. ln termr of
cnrolhcnL thc efortmenti,onGd Univenity of
EorUr (LrF) b th€ 0fth lerg€st publk univeaity
in the tlnnd $dcs wtth oys Sqfltr Sudcnts
By cempur hrd erq. it b th€ third lugerL S.nu
f'e C.ollct! e&le sro(t€r lz(m shrdcntr to the
community. fu a rcarll thc mtdien ege in th
dty is 6, and yount p€ople plry an €rnmrq$
rolc in ths rccid rnd ommscid eryectr of
Geincrville. Togdber. with the Gducdiond
inninrtioor they cl!.lt rvibrency. curiodty and
progrErsivcn€fs sddom fqutd in e commuaity.
Geinervilk ir recognizcd 8s . grcet plecc to
lh,E! In 2Ot& LhnHlity.com rrrrlcd C,aimvillc
3Sth oo itr list of the'Top l0O Bcrt Pleces to
Live" whlle ThrillbLcom rer-ognired Geinewille
es the best collcge town in Am€rkn- Io XXI7,
Geinesvillc wes rentad rs one of the terr phccr
to liveend pley'ln the tlnitsd Strlca by Nrtioo.l
Geogr+ht Adventure. Hlving e strorg
unircrdty prelco<c mclnr thc coumunity
i, dirErre. eoergetic rnd wry wdcoming.
l{errometr are quictly embrrcd ard vrlucd
br rhil lhry brtng to thc comnrurity r&her
thrn how long they hare tived in the city.
Housitg pncca .r rcasoneblc-lhe everrge
hom c.les price bciog e little orer 3lEOfiD.
The clt,, is rrerysafe, end the locel public sdroots
provi& an ercelleot edrretion.
Technology ir importent here and srart-ups
heve l hehi"S hend horn tlre Innovetim Hub
(houJ€d in Innorztioo fuuere in midlorn
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Grhelville). h b p.rt of e mtionel trcrd whcrc rcrcrrrh
end dadqment disrrictr rrc bdDg cEdGd ocrr collcge
c8mpruet liut two blocb eryay lies UF hdpirg b support
the Hub ofietr eccerc to vcnture capitel innovetive thinking
.Dd kryrl edvi<rc. Thc *ert-trys hrve bcen rrry urcerrful in
crEding iobs end attrecting resfulcnts b the nrrrounding
midtown rrca- The lfub har hclp€d 6I compnier wtrkh
in turn heve created ocr 750 iobs end edraaed ovtr 35O
milli,on in private inycatm€oL Thrnb to thcir nrccers. tbe
nrrrourding midtown erca ir rceing ncr rcdaurents rnd
houring with older buildin$ being renovzfed
The city b rell lnown br its madiol hcilities- SreDdr
Heelthcerc ir e medkd nctuort rnd itr h"rprt"I facilitics
heve bcen recognizld .s rmong, the 50 best horyitrb Lr
tbc mtirn. Gainerville ir elso prord of beiry rccognized rs
the'Healthie* C-ommrnily in Arnerica' bf th. Wcllnas
Councilrof Arnerice-
The Gulf of Mcrico rttd t[c A&trtk Ocern erc only 90
minuter awry. tf pu nccd to 6o firrther, the Gainesville
Rcgiond /Urport ir s€rvkcd by mu&.iplc drlio€s, end you
cen eadly catch a cnrir rhp ftom hn Cannrerrl (the
lccood lilger cruis€ port by porscnpr volume Lr the
world). hdsorryitle, rntl TirmPr for therdram yacdioo-
AII in ell Gaincguille ir .implf r grcat plecc to live, s,orL
pLf ead nire e fanity ro plcasc &rst ofiyurr resum rnd
ap,ply to be our n€rl city maDagcr.
HISTORY
Geinesville wes foundcd in t853 on the proposea mute of
the Floride R.rilroad Cunpany wtrkh wuild stretch hom
Ferneodina B€ach to Ccdrr Kry (e potnt cr Fbridrt nern
co.st rba{ halfrrry bcwcen Tellehessce end Tempe).
Folloring the Civil ltrr. thc city procpered es en iraportent
rgrkultunl hub imohnng first cctoq end hfer citnu end
vqaeHcl. Trc rpre reilrords rcachad Grinerville by
tbe ltt&. When the greet freezcs of tt9,t-95 rnd tt99
dertnqr:d th. citru crop the hldulrf mded rodh.
Phocphate mhing end lunfedng thea bccame import ot
paru of &c locel ecooorut A ruenu6cuutng erte alro grcw
ry rcuth of dormtmm, near lhe railrord&
Maror cbangcs clmc to Geincryillc certl itr the 20th
c€ntury. In l$5 the city otrered ifs Rrst bood irsue and the
mon€y rrs ured to Cert e lcrrcr irrtem and pave important
strct& Thc Unhicrdtyof Flodteopcned with lS5rtrdents
b thc All of l9(5. Whco privete companb srre urble
to pmvide.deqratE clcctrk sewice to Crincsyilk, the city
built e genereting plant whth bceme operetionel in l9l {.
Geincryille prrticipded in the ortbnal conmk boom
that follorcd the cnd of \[Iorld $'er I. lt rtnreinod slvcnt
ttrru$houl the Greer Deprcsdon end uncmploymnt ras
lmlr thrn in mosl. of the country. Agricuhue continucd
to bc a meintly end. ebry wilh the Uniwnity of Florih.
hclpcd d$ilfu the locd ccondtry.
(}t ttssr in city Borrcram€ot occrurtd in the l92Os. The
ciry chrDgd its chertcr to edd a city rnrnrger. The policc
force rtas insrEas€d fr,onr thrce m€n to nioe. rnd I dcs&
s€rg€ant s8r evaileble to arrgws a felephone 2{ houn a day.
derand for dectricity hd thc city conrmirskrn
to consider contrecting with Fhrida Pmrer and Light
ratlrer then issuing boods to erpend the city gienerilirg
c4tacity. The voters, hmwer, disgrecd end passcd en
cll'Y MANAGER I CITY OIj GAtNIiSVtLt.t-., Ft.ORtDA . .
B-4
tryloycr taduttrl f.opkryecr
Unlvcrrity of Florlde
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VA Mcdicd Ccntr
ela.ftu Crunt)' fthool Borrd
CrtTof Guacrvtlh
:$orth ljbrdr Rrpood Mcdicd (lcotcr
Grts Diaia!Scrvi.a
llrurmwi& lorurencc
Aluhut (iounty
I\rHu Sopcrroulca
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llerlthcere
llcdth.-arc
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C*wrrnrncnt
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Frrcd Scrvlccr
Inrureoce
(iouernmcnt
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TrHr l: Pnocg.l fqloptr, Ceirrville. n
Sqrcr Cruocrvilr. FL 20lt (aFf,
amndm€nt to th€ ctty chrrtcr forbidding iL
ltbrH \{hr II bror4lu furthcr acofixnk fspcriry utd
potrddion glotflth to Cainesville. Ercn before the Uuited
$aes mtctred the unr, the opning of ClmF Blanding
broqght loldien end th& femitier to rbc city. Tbc rirport.
whitt was built wilh lielv Deel mney, in the l93(h rvrs
impruvcd end bceme Alechue Anuy Airbrse. Agriculture
ProrpcrEd end loc.I hEinc$ ltceived contr.cts to prodrre
loiEtily nryplics" Building constructlon dro incrcascd
The univetsty ruas ured to tnrin eolirtr{ m€n" .h cedcts
end officen
After World Wer ll, the G.l- Bill meent r maior boorrt
in enrollment at the University of Florida In fect the
poplatioa of Gainesville douH€d &rom l94O io 1950
and Gainesville Regionel Utiliti,es hed to drematicdly
erpand its rnter, sewur ud dectrk apacity. By ttx end
s . cl'l'Y MANAG!:R I CITY OI- GAt\-LSVlt.LE. tTLORIDA
of thc ccaurrp the Unirrrity
of Floride hed rn cnrollnrnt of
zH.mO sldeots wlr conrklered
e prtmiff univcrriry, rd
hed bccsne on€ of th€ mritr
rrlearch inrtitrtrbnr iD the
SntrL
The nrrrorrndiog arE r of
the coutrty rko chrngFd
dnnxrticaly iD tbe po{trer
1can By l97O Alechue County
hrd l0+(m inh.htrnB with
thlc-fourths of them rcsiding
in or eround thc Gaincsville city
limils. A! thr rAail aores and merchants moved !o Lrge
mdlr errund I-75 end outsidc the city. thc pog,uletbn
bcgrn to rhift there as rcll. end Creincsvillds downrown
erta becarrc a profersiond end gowmm€nt ccnter.
Ln the I 98(b a number ofib ncighborhoods boceme hiCsk
dlrtdctq ptererviog tbeir unklre rtddcoli.l drerecter rnd
protacting thc lfictorian homcs. The city ryoorcrtd rnd
nryportd nrrerrchlry dgnificent re{oratloo pmicrtr Utc
the Thomes C:ntcr. the Hip,podrome. the Sergh, rnd
thc Amerian LcSoa buildingl A na courthqrsc, ner
librrry. rnd tbe frve-story Unlon Strcet Staion were builL
while older hdldilgr li}. tbe Strr C,erl$, the Florita
Theatcr and the Bctbel Grs Stetkm wErc resorcd-
Todey. Gein€sville cootinuer to ptosper prfnerity &E to
the univerrity. heahh cere. end €nueprenerrn Soe nert
rction
B-5
COMMERCI
Soe Trble t (above) for Gainevillc Prinicipd Ernployers.
DL\IOCL{PHICS
Geincrvtlle cootinueg to grotr acadrly. Thc Ceosur Burau
cslirrutcd iU populaion in 2Ol8 !o bc 133,t57, an tA
iacrtesc otrr tbe20lOpopulaion of I 2{,.}5.L As previotsty
nolsd. the dty's demographks ert heavily inllenctd by
Ilble t: GriocrvilL Deoo3rrphEt
Ertinrtcd FoprLtron: I 31,t57
Dutdhrtron by Ra.-c Dutnbuuoo by At
lrttutc 66 rJt t0.5t
Bleck
Asen 6 gct !5 trb
N'aUvt A-mrrr"en 0 ,-qt 17 lt
Two or.Vorc R.rccr {tt
Irni t 5rb
llrrpro{ Ethanty
(dl rrscr)t0 7!b
Educetlnel A.trlrttrcnt
(owtqc 25)
H{h S€txnl or Hrghcr 0t 5t
Brrtckx't DcSrcc or Highcr 4l rtt
lrl .. I \i.r'..-, ;
l,tc&la Age-(ierncsvilh
Mcdira Agr-tl S
Fwcrty Rrtc -13 6t
Meen llouschold lncomc $5 r.019
Sorrce LtS. Craru.r Bureeu
the hrge $udcrt pondetion Errmining T.bh n (bdov)
rhows thrt thosc bemrcen the eges of 15 rnd 25 compoce
36.EI of thecitfi btal popuhtion
Orenlt Cflioclville coarporcs rhDd errOy sOf of
Aledrur Cqntfi mot poprhtion.
CUMATE
Geincsvi[* dimete is defind es humid subuopicd.
Summcrsarcnrtend rarm with bigh tcryranrrer in the
90'r. &rom Octobct thmqgh May, horevcr. thc Geinecvile
rrc. hes e dimde disinct hom much of peninndar
Fbri& with occesiooel freezing tempnerres 8t night end
sudeined he€rcs etrry ferv yaur Thc a[-time mcord los
of tdF wzs rcrcbcd oo hou.ry 21, t9E5, end thc city wat
stnrcf by e nrbrtrntid roor end ice dorm on Chriltrn s
Ew' l96tl. Soov res eko rtcordcd in 1976. 1996,2OlO and
most recently in hnrnry of 2o16. Tropkrt storms (th.t is.
huricancr) nrdy hnrc any s[nifkut imprrt on the artr-
GEOGRAPHY
cll'Y MANACER. I Cll'Y ()F GAINISVILLF:, rLr)RIDA . 6
B-6
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Grinerville ir loc.tcd in r.lorth Centret Floridr et mughly
lhe seme htihdc rs Hqr.rton, TL h h.s e totel eree of {9.t
!$ure mikr of whicb 4S.2 r<1rrarc miler b hnd ud 0.9
xlure miler ir water. The rrtr ir drrrrctcrizd bf SFntly
mlling hilk rod b rn erc.ngr of 170 het rbce s kvel.
THE GOVERN}IENT
Tbc citf govcrumeut h.s dr ch.rtcr offiocm utd thcy
imhde thc City MrmScr, Ctty Attrncy, CIty Auditor.
Dircctor of thc Ofr€c of Equrl Opportrnftf. Crcocrel
M.n 5rr of Geiacsvtlh R€gidtrl t tilliEr (GRU) rnd thc
Clcrl to thc C,mmirdou Sce Figure 2 (bdffi) for mort
dct iL
C,eincsville prwidfr ell the tfpicd city *rvicce wilh racr.
tswtr, t $ dcctric od communketioor bcbg prwidcd
through CRU (whidl Eports dircctlf to the cornmirdon.
oot thmugh the manegrr.) The city hu 4pmximetcl,v
l.Xn anpbTrcs whilc GRU .ddr rmtbcr flX). fu cu
be ceen hom the €mplrye countr GRU ir a very hr6e
componcot of thc goyernurcnL h d$ rcraGr e rignificent
cttiom€r bars ln ths,nin6oryDntcd cqrntf. Thr tcrtenl
gov€rn.mril burlpt is eppmximacty 3125 million rnd the
rll fuds hdgct for thc city b rpp,rodm.bry $9r million.
Golnesville openler undcr the trrdlsonel corurdl'nrnlgfi
pha of gpycnmcot wh€rtby the (}ty Commirsfom rnetcs
p"licf end thc City Mrn{er rlyErrca tbc citlft dry-to-
day operrtioos Thc Commisim is cooprired of e Mryor
end sir comruissirnerr AII rerve three-per terms urd re
limited to two tarms. Tb? [{e]or.nd fio commirsioocrr
er: dected rt hrge whiL tbc orh6 furrr commissioo€rl
rc?Eeled geogr+ht districlr.
-"- r' ' '| L CityofGainesville
FY 2019 ADOPTED ORGANIZATION CHART
7 . Clt'Y MANAGF.R I CtTY OF GAIIiESVtLLE. FLOR,tDA
Ctty Comm6$bo
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Citirens of Gainesville
,Ctv Urila
(, tcl
GRU.ddr urother rpprorhrtdy 3450 raillior-
Or,!nll. both thr rrtitty eod th€ citf an in
good finrncid condition" Thc city hd ftr'G (5)
unbne aod mrul mEn 8e 'ffin (n cou€rtive
bargdningsgremrtl.
Thc cityl hadcrc buty rzd thc b€t for their
reridcats curtomcrs rnd cmplqrcer The eloctxl
ofrdah rcrt wtll togttbcr, ere collegiel end
movc on ooce ur brrr is wted oo. Ttrry do aot
let dirusrionr bcrome per:onel All ere caring
'ltry thinf hryhtf of their off end irongty
frvor emporeriry them to do thcir pbc.
The leedcrs rre tnrly innor:tiw rnd tbrwd
thint€rs. Seeliry progres aDd embrring
chuge is the rey of life in Grincvill€. In
X)lG the ciry forrncd a Hrr R.ibbon Gtizans
Panel to euzhate how thc city of Grinesyille
becomc morc competitire. Wbile the rcport
rurs edensive, itr basic recom[rndetions rrrt
to,' ...m&thecityof Geinc.rvillce @er, not
hurdle', "to shift the cul.ure from No to Yer'.
'ftom r€rctivc to pructitt"fnom prxriptve
to hciliutivei 'from po$cy-oriented to
rcrvkes-oriatcd". 'from siloGd to ttam-
bas{d.' end 'frrom crpcrt lengury or iergon to
phin ryo&a'For the p.!t thrce yearr tbr cfy
has bcen oo e ixrrosy to Gr€de r rtrponsitt,
citizenl ccntcrcd gm,ernmcnL Mtxh hes ben
accomplirlrod but mrrlr remrins to be done in
order to nnle Gainesvilh it r leader for yean
to cornet
IY lltANAGER I Cll-y OT.GAINESVILt.E, Ft.ORtDA . r
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THE CHALLEI.IGES & OPPORTUNITIES
Un[le many cities. Geinesvillet primry focru is futre-
orientcd- lts clected cfficiel are drivrlt to m.tt il thr nerr
greaf American cit!, md strive to 6nd rays to cootinrnlly
impnove the quality of lifc for rll its residents, in both
rrnall end kge wap. Yes the trash needs to be pctcd
up on time- Ye*. reeources ep tighl Yes, its infreslnrctre
needs to be meinteined, and so oo. Tbose, horrver,
are transactional issues and under coutrol Whrr really
m.tten to the residcnB of Gainerville ir treing rtntegic
end oortantly ffiving to metc the city l betler phce to
live, rvort" phy. end reise l hmily-not lust for the few but
for every element oi the community. Gainesvilkl current
b,.dpt cites four areas o[ stralryic fiocus (l] Srryporting
e stnDng ectxromy wtrkh inclu&s cultivating iob diwnity
end increasing rvaget. (2) Fos&ring BrEater equity thrcugh
building e$itf and vibrant neighbortnod (irrcludirry
alfordable hotuiry): (3) Planning for [and promotingl a
better frrturc (including better yourh progrems' rnobility
for all rcsidents, and mwing tow'erds zcm wante[ and ({)
Becoming e model (by providing 'crretiye spece for the
outsi&-of-the-bor thinking that is rcquirEd for the ryarl
of ingeruity and perErcrship to thrhr in Grinewille-). The
city's btlr€nt in implemmtirg Smlrt Cities trchnology is
brrr onc exemple.
It is oot inc words herc. Residents .rE willitrg to ryeod
mon€y !o support a higher quality of life for all For
erarnple. it was fdt that not dl the county'r children
reccived adequate nutrition end healtlrare. In 2olt,6fi
of the roters approved establishing the Children's Trust of
Alachua County. finenced es a speciat taxing disilricl to
address tlrcse needs- fu the nrne time, 68 * of 0rc r,otcrs
e . cl'l'Y MANAG!:R I CITY ()F GAINESvILLF:, l;l.OR,lDA
epprovd a half<ent srlcr tar b tmprwr rchool fecitititrs.
In Z)16,6(}f5 yders apprcved r hdf-csrt srler tar for lrnd
coDsrr.tioo end puHic partr. The City C-ornmireion
her arhd racid and Eendcr G$dty (na to be confiued
wtth equetltf) ir to bc pon of tbe mtegic hamcork
tha un&rlies crrcrFhry th" .ity does-tbat i$ in atl its
orgrnirationel end operatiou.l bdi€fi, policicc, prrticer
end procrduna Tbe C-ommissione$ d€noodrat€d itl
importance recenrty ff unnirrco*y esfe€tnS to dedicae
trvu nrtr staffpositiona end to allocde t60&fiXl to over the
nert two farr in nrilcrtns equitf for dL
The chellenge is to :upport there initietirrcs through
government actbn n'hih al the rame rtunc. Estting
toye"nmcnt orrt of the rry. Thar wrs th focus of
cuhure rhift ttrc 20t5-2ot6 Blue Ribbon Gtircns Prnel
re<omnr*rrded rnd which thc ciyr elR-td leeders
embraced three ymru ryo. Mrrh tras been done but much
reroeins. Silo6 n€d to continur to be brohen dorrn and nry
prectices introduced Moet importently, howtwr, is getting
evelyone-throughout the organirrtis'n and a all hvds-
to bdieve iD end ed in conc€rt with the visioo- The tesk
has be€n hfend to turniog an rirrreft carrier. The chore
is mrsriw but once he.d€d in the right dirrction, il wiII be
difficult !o stop or evc{r slow. The city is dready better for
thet and will ga evm beucrl
In tsms of tnnsertiond challeages, the mocr signilicant
challenge b tiscal While Gainesvtlle b presrntly financielty
sound cosls continue to rise. Ir{o ont desires to reire tarec
to comp€osate The situetion ir complicetod bf th" emount
of ter-eirernp Foperty in the city. Being an educatiooal
md governrnentd cmtcr hs meny blessings ht elso
melns a lerge arxiltrt of devdogrd land does not pay
B-9
rarel 6r** rray3 cootiDu to bc netdcd b address the
futrrre fundtngnee&
Thc nunber of meior.f,tDrr thc Ctf l{rn ger witl Dcd
to *rrLritb cur be chdle BinS ln eddition to the typicd
setc, federrl rnd locd gwernrnental cntities tbe Unirnrsity
of Fhri& rnd Sutr Fe C.ollcge uE Erix institllonr.
lmprorcmcnt! can be m.dc in dl these rdelioruhbl
ht rnrltf thlprn.ger rlll ncd to cootdiDste, n[ry
rnd/or rturl wilh oot iult the dcctcd officidc rtd thc Cit),
Attomry, hrt &o the City Auditor, Dirctor of thr Office
of Equet Opporhraitl. G€ocrrl Mea4cr of Gaincrville
Re$on l U[ltti€r. fte Chrt to thc Commissbn rnd of
coursa, lbe unione
Tbc nml cbeleoge/opportuoity tD motion b ecmmk
deudopmcnL It b err erea rtrere the cl€ctcd o{Ikidr rat
to focur. The cifs Economy ir doing vry rell cnerell rnd
now b the timc. while the DrtioBd econtxny ir heehhy, to
cqtitdize on wbat is ehady lrcre end for the city to h€F it
grow for an 6vcn brightrr frnure-
lHE ID}.AL CANDIDATT.
The city of Crinsvilk r.llnu t dynemic end erprrioced
leader who will contints to guide the orgrdzdion to the
citizcn catcmd vision the community and itr dccted
lea&n beve cnrbrrrd! The ncrt ()ty lr{anagcr will be en
action-orientd ad progrcrsive ledrr, who wtll prtncr
with the City Cornmirsion and rteff to drive Gainesville
to readr iB Boal& The idivHurl rill b€ somconc who will
recognize opportuniti,es end seize tbem. elrn taling rista
in order to promote end move the city forward
Tbc oert City Mrnegcr rill be boncrt end bave grtet
ifiEgrity. Hdrhc will be mergEtk whlle down to arth,
end e tram ptepr who &rlonstrtsr $rcog le.ds$ip
rb'llr whih convirying dnccrity. Thc bcr( c.ndile wil bc
i{xrrGmr who can turte the Commirsiom: comfortrble
tha their viss rre being tmrd rnd wbo witl hdp bring
them to cooscorlr Hc{$c will r€alire thd giving th"
crtdit to othss is oflcn the berf rey to gst things dooa
Gdocayille ir r city thet elpects the beC from lls
Boycrnmenl. Ttr City C-ommirsion rrntr a City Meneger
rho will build rclaioo$rps rnd wort to bring cvcryurc
t%pt.kr for common grb rnd good He/the will noed to
celebratc end give cradil to thrqse wbo dadop nny idar
Roridr hes e reprretion br trusparcncy and Geincsville
her telerr it to an evm h[her hct Th. n€rf mamger
must lpprecirt€ and be comforbH€ s'ith it The idivl:dul
will be an outrtrding communicdol in evcry rrry and to
cvcry dement of the communly-not iut wlh th€ dfft€d
offichls rDd rtlff. hx with ruidents. erternd xtorr (both
gowrnrnentd rnd uoogovunmotd) urd with Gainesvildt
tzrious communiticrs-business, edrretbnel uniwrrity,
oon-profils. ocighbortrood .ssoci.tions rcligifll, mcdie.
rod rc o). He/rbe witl be uilliDs ud eHe to hnc bolh
thc ary and thc urplcaslnt convasetbns Ecc to hcc.
Tb€ idc.l cendidetc uill be sorraooe wbo lidenr ir open
Eind.d EDd doer mt.rriye wirh prccooceirrd folce" Tlr
indivi&ol wtll rddrtsc dl situatbns in a tec6rl mam€r
ud rtrow rpmort ltspr:ct for everyooe. llc/rhr rill trcst
ell pcqle e$rally withour reggd to position, rDn€y or
inllucnce, shouing diEDitI to all Thc indivkluet will tate
pains to enrure thet inforrnetion flmrs inside and ouuide
thc orgenization, es welt as up and dmn ln other rtords
cl'rY MANAGER I CITY OF GATNESVILLE. Ft.ORIDA . lo
B- l0
tbc mroqgcr will ukc pins to eorure cveyrone
b fully informod rod thrt m ooc ir arrprircd
Tb€ ided ondidete will bc ln outstudiog
mrnrgcr. Tbc irdivlftnl will rct rcelirtic godr
br thc atrff to .ctiev!, prwidc thc nccc$.r,t
rtaource+ rDd thco dlow thc trff to rcc thc
proid 6!ou$. Hc/6c will cryect b bc k!tr
inforoed but wi[ not oicrmrorge Thc bcrt
cendidru will heve erperitncc menegiry e
lrrgs orgrnizrtkm end rcomplirhiog the ciq/r
rork throogh hb/ta untrrgerB. Thc ocw Gty
Iv{enrger will be r menbrwho uro inspiration
iute.d of iatimlletioru rnd rrmGoo€ 6e sl.ff
U&es b rcrt 6r-not rrrrooc thcy hrve to
rork fur. Hc/ahc rill eunplify heving fun
rad fodiog joy in thcir rrcrl" In other wodr.
C.ainccyi[. is Gkirg rn ortrltrodiog, seuoned
prc&erbnel m.n.Oer.
Whih m.n.grng thc ciq/r opcrationr is
importrat the individuet will trh time to
thinl $qr1 rnd den br the frrue. lle/slr
uill bc cntlgic, rod furwrrd 61inking. Thc
iieel cradidrtc will thriw oa cruttvitf. The
individurl will bc rble b qulcl*y dervelop e
vhble inphmattion plln fr,oln urtd romc
-rht onridcr r'crezr' Llea thc Coonicslon
prl brth thc nigit b€foc. Thc rrgrt muager
rill encoura6c ioncetion throughout thc
orgrnizetion. Cootiouing thc Grtructuriog
of procerm .d 6€ orgroiztbn to be morc
cfficicnt eod efiective in ccrving th€ Fblk
will be importrnU In eddition to outrtrndin6
tl clTY MANAGER I CtTY OF GAINESVILLE. FLORIDA
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udyticd *i[* beiag able to hok wer the horizoo to
anticiprt€ and rcro,lye potcntid pro,blmr bdore they
become issues will h criEcel Erploring rnd ap,ptyirg
ncw tchnobgier (arh u Sm.rt Citi6) to b€nefit Ure
G.in$yille community *ill hetp &trmine wbcthcr ths
menagGr b succesfuL fu the serne tinre the menager will
qrcstion errfthing, alr'rys boking for wrys to improve.
He/she will work berrl to csEate . scnse of prirte wilhio
city employees, hrilding on their commitment to ffrve
lhe community end to produce e first cless rork product
The individud will br sorlaooe thet the errployces rerpcct.
and who shows care for them" Building prkle and morele
will be e top prbrity. Mucb will be accomplishcd througb
improving communkati,om and treating etnr;one hirly
and with dignrty and respccl
The individul will relate wdl to and understand lhe needs
of both tbe business and resideotial communities" The
ideel candidete will be professional br.u els friendly and
outgoing Fle/*re urill bc comforteble in the community
and interect edremely well with the public Oubfanding
people r,kills will be criticrt He/she will spend time in
the comrnunity. r&eetirB with residents and businesses,
listening to their concerru end acthety wor\ing towrrds
tinding wir)tr to malc solutioos possible and hrppsl
Outstiltdiry flr$omer seryke is wqr importad here. urd
the City Manager will be erpected to lead the rvay. It nrill b€
a corr principle end a rvay of life. He/stre witl be $omeon€
who works with the Commission, the community, local
businesser rnd regional partners to find solutions to
problemr, as oppord to rorrcn€ who tends to find
rGrronl to rsy oa Th.t sdd he/rhe will rE lizc you crnnor
pleasc ercryonc. Ha"iog l thid skin mey not be enough.
You rney herrc ts E row andher, tmrgher layer.
The ncrt City l,tenegcr rill have a least e bcchdo/s &gre
in hrsiners or prblic rdminirtmtion, or rn erca m{d€d
to locd governmeut msnssEmcnt The idcal andidare
will h.rc tea yeerd €rperi€oce io 6ity menegement and
Grp€rtbe ir locet gprmmment menagemcnt and lineoce.
Slill in bterguvernmeolel rehtlnos ir a muri- Knowledgc
and erperiencc wilh Srnert Citi$, rs rrell as ddrc*sing
rrcirl and Fn&r cquitf. lre highty dcsinrble. The ideal
candidete will know hm to p,ursu! €lternrl funding be it
gnnts, legisletive set-rsido or sorne otlrer sourrr of hrads
ftpm out of town- The indMdurl will b€ crpectd io mele
e commitrnent to Geinesrille. vieving thlr opportunity as
the pinnaclc end not a stcppingrtone.
COMPENSATION
The selary will be cqnrnen3ruirle wirh erpericnce and
rrnge is 3225,0m !o 3275,mO. Beoelits are ercdl,caL
PRIYIOUS CTN' MAI{ACTRS
Hinorkrly. Gainesvillds City Mmegers hew hd lcogthy
tenurrs. Ot'the hst three. one stayed nine years. on€ ten
yean, end the most r€Geot three yeers (with I I totel ycrrr)
with thecity.
RESIDEI{CY
Position requires residency within city limits.
cll'Y MANAGER I Crl'Y OF CAINESVILLE. Ft.L)RIDA . t2
B-t2
HOW TO APPLY
E-meil your corrr lettcr rod nEsurrrc to Rccruit{5ecb-rsso.
com by luty f tst Qrrstiros sbilld bc dtrectcd to C-olin
Baenziger rr ( 56 t ) 7O7 -3537 or Darid Collier t 17721 Zfi-
It58.
THE PROCESS
AplicanB will be rmcoed betwecn Augrrst lst rnd 2&h-
Finelirtr wttl br sclcctcd on Septonber sth rith intsvicr:
cqrdrrtcd oo Sepember tTth .rd ltlh A rchctisr is
enticipatcd m be mrde on September lgttr-
OTHER IM PORTANT IN FORIIiATION
Geincville ir r wdcorning community tha rahres divenity.
It eocoureger ma end womcn of dl mcrs, ethniciticl
and belids to rply. t nd€r Florila hvs dl rpplkdiont
are e publk rxord "nd ntbicrt to dirlosurc. A Vacrant
Preference will bc ererrded if ryplicablc and according to
Florida Las.
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Appendix C
Sample Candidate Report
CoLr N BnE N ztGE R GI Assoc rArES
EXECUTIVE RECRU ITI NC
S ample Candidate Report
[Note: The following materials are provided with the permission of the candidate.]
Page 1 of 9l
COVER LETTER AND RESUME
CANDIDATE INTRODTJCTION
BACKGROUND CHECKS
CB&A REFERENCE NOTES
INTERNET SEARCH
TABLE OF CONTENTS
PAGE
19
35
I
7
l5
Page 2 of 9l
Cover Letter and Resume
Page 3 of9l
March 26,2020
Mr. Colin Baenziger
Colin Baenziger & Associates
1055 South Atlantic Avenue. Suite 5O{
Daytona Beach Shores, Florida 3:l18
Dear Mr. Baenziger:
Please acceptthe enclosed rdsum6 forthe position of City Manager forthe Cityof Cape Coral
Florida. I am confident that my organizationd and leadership abilities, educationd
baclground, and diverse professional experience are nrell-suited to the specific requirements
of the position.
fu indicated in the enclosed r6sum6, my professional bacliground includes more than 25 years
of progressive and responsible local government management experience. As an ICMA
Credentided Manager, I presently serve as the deputy city manager for the City of Fort
Lauderdale, Florida Prior to Fort Lauderdde. I served as tle city manager for the City of
Savannah, Georgia. In that capacity, I reported to a nine-member city council created a nerv
sfrategic plan - sA!'AlrNAH FoRrrAno. led a family of 2,513 exceptional employees, and
implernented a lean operatingbudgetof $408 millisn and a capital improvementplan in excess
of $407 millioru
My previous experience includes senring as deputy county adminisfator for Bronnrd County
Florida; deputy courty manager for Fulton County, Georgia: and assistant to the county
administrator, Brorvard County, Florida. Collectively. my service in these progressive
communities has provided me n ith extensive knorvledge and expertise in dl aspects of local
government oper:ations including affordable housin& strategic planning transportation
budget developmenL community services. economic development and community
revitalization, human services, and public safety, among otlers.
I am confident that I bring the right skills. experience and talents to the position [f you r,r'ould
like to schedule an intervien'or discnss my interest in the position, please contact me at (95,t)
940- 1065 or at robhernandez@comcastnet Thank you for your consideration.
Sincerely,
P/ruil. Ha..*L,
Roberto Hernandez
Endosr.ne:- R6sur*
Page 4 of9l
ROB HERNANDEZ
1873 ltlorfiwest ll3tn Way, Coral Springs, Florida 33071 1954-94S1065lrobhernandez@corncrst-net
Profile
Proyen, resourceful, and resutts-fiocused public administrator with more than 25 years of progressive local
government management experience- lCMAtredentialed Man4er krrcwn for leadership,
professionalism a nd organ izational a bilities.
Relevant Erperience
Deputy City Manager
City of Fort Lauderdale, Florida
City Manager
Gty of Savannah, Georgia
Deputy County Adm in istrator
Broward County Board of County Commissioners; Fort Lauderdale, Florida
Deputy City Manager
Gty of Coral SprirEs, Florida
Depu$ County Manager
Fulton County Board of County Cornmissioners; Atlanta, Georgia
Assisilant to the County Administrator
Broward County Board of Cornmissioners; Fort Lauderdale, Florida
Various Positions
Browand County Board of Commissbners; Fort Lauderdale, Florida
Education
2019 - Present
2016 - 2019
2013 - 2016
2011 - 2013
2008 - 20t 1
2003 - 2008
1994 - 2003
Master of Public Administration
Nova SoGheastern University; Fort Lauderdale, Fbrida
Bachelor of Public Administration
Flo rida I nternatbnal U niversity; Miarn i, Florida
Current Professional Affiliations
lnternational City / County Management Association (ICMA) - Credentialed Manager
Florida City / County Management Association
Broward City / County Management Association
Page 5 of9l
C andidate Intro duction
Page 6 of9l
Rob Hernandez
EDUCATION
. Master of Public Administration, Nova Southeastern University. Bachelor of Public Administration, Florida International University
EXPERIENCE
. Deputy City Manager; City of Fort Lauderdale, FL. City Manager; City of Savannah, GA
. Deputy County Administrator; Broward County, FL
. Deputy City Manager; Coral Springs, FL
. Deputy County Manager; Fulton County, GA
2019 - Present
2016 - 2019
2013 - 20t6
201 I - 2013
2008 -2011
Fort Lauderdale is the largest municipality in Broward County and the ninth most populated city
in Florida, slightly ahead of Cape Coral. Smaller in geographic area than Cape Coral, the city
encompasses 38 square miles with a population of 186,220. A popular tourism destination, the city
is often referred to as the "Venice of America" because of its many inland waterways, not too
dissimilar to Cape Coral's "Water Wonderland" designation.
The City of Fort Lauderdale is a fuIl-service municipal corporation that provides police protection,
fire-rescue services, parks and recreation programs, potable drinking water to a service
area both within and outside the City limits along with wastewater collection and treatment,
sanitation services, development regulation, parking, and street maintenance. The City also
operates a general aviation airport, a downtown heliport, an aquatic complex, and an auditorium.
Its current general fund budget is more than $373.7 million or $832.7 million in total.
As the deputy city manager, I assist the city manager in overseeing municipal operations,
specifically coordinating the activities of the Transportation and Mobility, Public Works,
Sustainable Development and Parks and Recreation departments. Collectively these departments
have a combined operating budget of 5380 million and 1,527 full-time employees.
The three most critical issues facing the city are:
. Infrastructure
. Resiliency
. Affordable Housing
Both Fort Lauderdale and Cape Coral have identified infrastructure as key elements of their
adopted strategic plans. Fort Lauderdale's emphasis is by necessity due to a series of recent high-
profile infrastructure failures and a state mandated consent order. Fort Lauderdale's initial
development boom occurred between the 1950s and 1970s during which the majority of the city's
Page 7 of9l
BACKGROUND
Rob Hernandez
infrastructure was installed. Materials of that era include cast iron pipe which is now failing
regularly as a result of corrosion and erosion. From the 1990s until today, the city experienced a
vertical development boom witnessed by large-scale redevelopment on its barrier island and
downtown. This explosive gowth was not matched by investments in infrastructure capacity,
redundancy, and resiliency. Missteps occurred along the way, including transferring more than
$20 million annually from the Water and Sewer Fund to the General Fund as a "return on
investment", reduction in preventative maintenance activities, and failure to modernize its primary
water treatment plant. The consequences of these decisions would surface years later as sewer
main breaks, water line breaks, and flooding would disrupt life throughout the city. The City has
identified more than $ 1.2 billion in needed infrastructure improvements over the next 25 years. In
addition to rectifoing years of disinvestment in its water utilities, the City's park system and public
safety facilities have suffered a similar fate. The City is now implementing a $200 million parks
bond and $ 100 million replacement police headquarters bond referendum to improve those
facilities.
Sea level rise is Fort Lauderdale's second biggest issue. Fort Lauderdale has made adaptation to
climate change and rising sea levels a top priority. Many neighborhoods in Fort Lauderdale now
experience chronic flooding on a regular basis. According to recent projections issued by the
Southeast Regional Climate Change Compact, 10-17 inches of sea level rise by 2040 and 2l-64
inches are possible by 2070. The City now requires the impact of sea level rise to be incorporated
in future infrastructure master plans. Also, City-owned seawalls are being replaced and elevated,
tidal valves have been installed in flood-prone areas, and the City is exploring the feasibility of
raising road elevations in certain neighborhoods that are threatened by sea level rise.
Fort Lauderdale's housing costs are now among the highest in the nation. More than 60 percent of
households in the city spend more than 30 percent of their income on housing. The price of single-
family homes has increased 4l percent since 2013.In 2018, the median sale price for a three-
bedroom home was $440,000. A four-bedroom home is now 5835,000. Given the high cost of
homeownership, many are forced to rent; however, rental costs are equally unaffordable with the
average two-bedroom rental costing $2,705 monthly. Three bedrooms, $3,204. The City is
attempting to incentivize various housing types to support all income groups by providing zoning
incentives such as height and density bonuses, no- or low-interest loans, or grants to developers to
facilitate the construction of more affordable units. Without an affordable and diverse housing
stock, the city, county, and region will not succeed in creating a diversified and balanced economy.
Cape Coral is a jewel for public administration professionals to practice their craft in a progressive
environment. The challenges in Cape Coral are similar to those I have faced throughout my career
as a city manager or deputy manager. For those reasons, I believe that the combination of my
experience as a proven leader understanding local government in Florida, the ability to work with
elected and appointed officials and the ability to understand and solve problems will allow me to
excel as Cape Coral's next city manager.
Page 8 of9l
GENERAL MANAGEMENT STYLE AND EXPERIENCE
Rob Hernandez
Many can manage but few can lead. Management is something I did earlier in my career; at this
point in my professional career and personal life, I believe it is more important to exercise
leadership. As leaders, we must communicate a clear vision and direction. We must demonstrate
a passion for what we do - that is, to make a difference every day. For me, leadership is situational.
When time, resources, and skills permit, my leadership style is participatory and collaborative. In
other circumstances, it must be directive.
Great leadership is infectious. People are your greatest assets. It is important to create an
environment where people want to work hard by making things fun, challenging, and rewarding.
I believe in building a positive work climate where people are appreciated and valued. I like to
consider myself a "macromanager" rather than a micromanager. I view my role as explaining the
project or task, the expected result and deadline, and monitoring performance on a regular basis. I
track projects and assignments using a Sharepoint site and meet with staff on a routine basis to
review progress. I meet with staff more frequently on an as-needed basis. I describe what needs to
be done, provide them the resources, get out of their way, and hold them accountable. So far, I
think this approach has worked.
I am confident that staff and elected officials would describe me as professional, thorough, hard-
working, ethical, honest, opinionated, and transparent. They would hopefully view me as engaged,
participative and inclusive and valuing open communication and feedback, while also allowing for
empowerrnent and accountabi lity.
Two strengths that others will point to are my transparency and abiliry to make strategic decisions.
In terms of a weakness, I believe that my commitment to my organization and loyalty to my
teammates has led others to conclude that I can be defensive at times.
Regarding performance measurement, I believe it starts at the top with the governing body
establishing a clear strategic vision for the organization, and cascades downward. Once key
strategic objectives are defined by the governing board, it is the manager's job to develop strategies
to meet those strategic objectives. Business units then must identify those operational efforts and
measures that are aligned with the strategies and long-term objectives. Those help form the basis
for developing individual performance measures that are included in performance reviews.
In terms of a significant professional achievement, the revitalization of the Fulton Industrial
District GfD) in metro-Atlanta, one the largest industrial, warehousing and logistics centers in the
southeastern United States, is one that I am most proud of. In the fall of 2008, I toured FID as
Fulton County's new deputy county manager. What was once a leading center of economic activity
was now rife with rampant prostitution, open drug sales, shuttered buildings, neglect, and decay.
FID was well into a state of decline that began in the 1980s as its warehouses were abandoned for
taller and larger ones elsewhere and manufacturing disappeared overseas. I observed conditions
that I had never seen in my career until that day. Families called extended stay motels home. A
police detective explained how FID was the child prostitution hub for the entire metropolitan
Atlanta region. After a woman was found locked in a dog crate in one of FIDs many hotels, I was
horrified and said: "not anymore - not on my watch."
Page 9 of9l
Rob Hernandez
For the next three years, we made it our mission to make FID better. We used every conceivable
resource within county government and put together a team of county agencies that included
everything from arts to zoning. We rolled up our sleeves and went to work. We attacked the issues
from every angle: from health to human services to public safety. With the help of a dedicated
team, we accomplished a remarkable turnaround that included:
. Adoption of the Fulton Industrial Redevelopment Framework
. Designation by the State as an "Opportunity Zone", providing needed economic incentives
. Establishment of the Fulton Industrial Community Improvement Distri ct, a self-taxing
entity to take on area wide governance and improvements. Establishment of the South Fulton Service Center which relocated two county
commissioners, police, fire, and all other unincorporated area services to FID
Today, FID is healthy and vibrant. It is now a place where businesses invest rather than flee.
My biggest disappointment thus far involves the establishment of a fire assessment fee in
Savannah. A Sl4 million budget deficit welcomed me upon arriving in Savannah in October 2016.
As I tackled the deficit with my new team members,Irealized the City had a structural imbalance
that needed a long-term solution. Although revenue $owth was respectable, it lagged projected
expenditures well into the future. Working with the city council, we agreed to a stopgap approach
for Fiscal Year 2017 with the understanding that we would bring back long-term options the
following year. Fiscal Year 2018 presented a $12 million imbalance and to address it, I proposed
a fire service assessment using an approach and the same consulting firm as Cape Coral. After
spending considerable time and effort creating such a fee, the city council adopted the budget with
this fee. The fee provided financial stability, allowed us to lower the millage rate, and provided
resources to address capital needs and service priorities. The fee was controversial and faced stiff
public resistance. Continued opposition to the fee caused the city council to reverse its decision
midway through the fiscal yeff, requiring us to identiff more than Sl6 million in new revenue and
expenditure reductions. Rescinding a budget halfivay through the fiscal year was disruptive to
operations. In retrospect, I did not anticipate such stiff opposition since we held more than 60
community meetings and thought we had obtained community buy-in to the extent we could.
Newspaper editorials supported our approach. In the end, the fire assessment was reversed, the
equivalent of two engine companies eliminated from the fire department's budget, and the millage
rate increased. The painful lesson I learned throughout all of this is that local government must do
a better job educating the public on how well it is performing and safeguarding the public's
resources. It was a painful lesson - it still hurts to sit to this day.
Employee terminations are always an unfortunate aspect of what we do as leaders. Unfortunately,
I have had to dismiss employees throughout my career for poor performance or poor leadership.
While it is never an encounter that brings pleasure or satisfaction, these separations were not a
surprise to the affected individual. In every instance the individual was counseled and made aware
of performance deficiencies beforehand, corrective actions identified, and the consequences of not
meeting the perforrnance standards explained. I hope that in every instance, I treated the employee
with respect and dignity. I allowed them to "write their final chapter" with the organization and
Page l0 of91
Rob Hernandez
allowed them to leave at the top of their game with a celebration of their accomplishments to the
organization.
The issues and challenges facing Cape Coral's next city manager are:
o Leading in the Post COVID- 19 Era.. Ensuring continued Smart Growth.. Continuing to expand and upgrade critical infrastructure.
Sadly, Cape Coral's next city manager will have to lead the organization through the aftermath of
Covid-19's devastation. Although the City has a diversified revenue base not overly dependent on
one specific funding source, it can expect revenues of all types to be impacted. While the financial
realities of the pandemic will become clearer in the months to come, Cape Coral's next city
manager will need to assess the financial impacts and determine how to continue basic municipal
services, allow for certain aspects of the local economy to resume and balance the workforce and
service demands with the new fiscal realities.
Second, Cape Coral's next city manager will need to continue to position the city for growth once
the post-COVID l9 recovery begins to take shape. The City will need to continue progressive land
use policies and zoning incentives to attract orderly and smart development to greenfields and
redevelopment. Promoting growth in the tax base and employment for the city's residents must
be a top priority. Fortunately, Cape Coral is well-positioned to attract further economic investment
once the nation and the state adjust to the realities of the post-pandemic world.
Finally, investments in infrastructure must continue to drive the next city manager's agenda.
During difficult times, many municipalities defer or eliminate investments in critical infrastructure
improvements. This is a grave mistake and the next city manager must avoid the urge to gut capital
investment plans. Since capital investments are long-term in nature, it is important that Cape
Coral's next city manager appreciates the need to ensure adequate investments are made in all
facets of municipal infrastructure including roadways, water utilities, facilities, and information
systems. For Cape Coral, this includes expanding infrastructure utilities to areas currently not
served plus parks and open space to accommodate neighborhood growth. The benefits of such
continued investment will pay off in the longer-term. It is important to take a long-term view rather
than an immediate one, however painful it may be.
If selected for the position, during my first six months I will:
. Listen. listen. and listen to understand issues, challenges, and desires of all stakeholders:
elected officials, neighborhood groups, organized labor, business community, education
representatives, the local media, and others;
. Forge a close relationship with the City Council and Mayor;. Review goals and objectives for the organization with the Mayor and City Council;o Reach out to department directors and learn about their challenges, priorities, and
programs;
Page I 1 of91
Rob Hernandez
. Meet as many employees as possible by conducting several "town hall" sessions;o Establish tnrst and credibility with all stakeholders; and.. Become familiar with the community and it is culture.
As for media relations, I appreciate the work the media does. The media can be a great asset if
managed properly and cultivated. Being open and honest with them is important. Integrity is an
essential part of the relationship with the media. In Savannah, I practiced an open-door policy
with the media and reserved a better part of Tuesdays to meet with them. I am not aware of
anything in my background that could be considered embarrassing to a potential client.
Social media is an effective tool in keeping the public informed and is changing how government
communicates with its various constituencies. I have used social media, primarily twitter, to keep
interested individuals informed with short briefs on an issue. This helped us shape our story and
put us in leading the community conversation rather than delegating that role to media. I have used
social media to help sustain interest on an issue and to keep the public informed on upcoming
discussions or significant events. During workshops or regular meetings of my elected body, we
would "tweet" aspects of the discussion. In Fort Lauderdale, we rely on ZenCity to help us mine
social media on a regular basis to help us gauge public sentiment on a variety of issues.
There is "no dirt" on me. I live a clean, simple life, prefer to tell things as I see it, and sleep well
at night. I also treat people with professionalism and respect. I am honestly not aware of anything
in my professional or personal lives that could be viewed negatively. However, while serving as
the city manager of Savannah, there were a few individuals who were not supportive of my efforts
or views. You may find some blogs critical of my opinion on building materials in the city's
landmark historic district, my hesitance in assuming the operating costs of a regional expressway,
and of the ill-fated fire assessment. Regardless, I always conducted myself professionally and
never brought any negative attention to the elected officials or the organization I worked for.
My personal interests include the outdoors and pursuing home improvement projects.
ADJECTIVES OR PHRASES THAT DESCRIBE ME:
Driven, Professional, Focused, Disciplined, Organized, Thorough
REASONS FOR CONSIDERING LEAVING CURRENT POSITION:
I am considering opportunities beyond Fort Lauderdale because I believe that I can have a greater
impact on an organization and a community by serving in the top leadership role.
CURRENT SALARY
+l-5217,000 plus $4,680 auto allowance and $1,310 cell phone allowance.
Page l2 of 91
Section 7
CB&A Background Checks
Page 13 of91
Sectionl
Background Check Summary for
ROBERTO HERNANDEZ
Criminal Records Checks:
Nationwide Criminal Records Search
County
Broward County, FL
Chatham Counfy, GA
Fulton County, GA
State
Florida
Georgia
Civil Records Checks:
County
Broward County, FL
Chatham County, GA
Fulton County, GA
Federal
Florida
Georgia
Motor Vehicle
Florida
Credit
Bankruptcy
Education
Employment
No Records Found
No Records Found
No Records Found
No Records Found
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No Records Found
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Very Good
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Confirmed
Confirmed
Under the Fair Credit Reporting Act, l5 U.S.C. l68l-l68lY, credit and bankruptcy information
are very sensitive and should not be used be in the consideration of hiring. The information is
included for each candidate because we do not want you to be surprised if third parties raise what
they consider to be a concern.
Pagc l4 of91
Seetisnl
Background Check Summary for
ROBERTO HERNANDEZ
Personal Disclosure
Personal Disclosure Questionnaire
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Page l5 of91
CB&A Reference l{otes
Page l6 of91
Reference Notes
Roberto "Rob" Hernandez
Elizabeth Taschereau - Director of Developmental Services, CiW of Margate, FL
954-884-3686 954 -218-9798
Ms. Taschereau has known Mr. Hernandez since 201I when he was hired as the Deputy City
Manager for Coral Springs. She was the Community Redevelopment Agency Coordinator and
reported to him. She later followed him from Coral Springs to the Savannah when he became the
City Manager. She had enjoyed working for him and had wanted to continue learning from him so
much that she willingly commuted between her home in Florida to her job in Georgia. After he
left Savannah to go to Fort Lauderdale, she also left.
Mr. Hernandez was a successful and professional leader. He had strong project and time
management skills. Ms. Taschereau especially admired how well he kept track ofnumerous project
deadlines on his calendar, which she had access to when working under him. He worked well with
team and delegated excellently. The only possible weakness he had was his high expectations. He
strove to accomplish much, and he expected his staff to perform similarly. Such expectations may
have been overwhelming for some who were unsure of their abilities to accomplish their tasks.
However, staffmembers were able to look back and be amazed by how much and how well they
accomplished those tasks. Though his high expectations were a challenge for some, many Cities
turned around for the better because of his drive.
Mr. Hernandez worked on numerous high profile projects, such as building a new city hall. The
old city hall was built in 1905. It was very much out of date and far too small for a city of
Savannah's size. That said, building a new city hall spurred a great deal of controversy over
architecture and location. Recognizing it as a critical need, Mr. Hernand,ez took charge of the
project and eventually achieved community acceptance of the building's location downtown and
of the architecture. It all came about in approximately a year and a half and the new city hall
celebrated its grand opening in 2018. Another significant project he worked on as upgrading the
Ciry's arena while working with a management company. He was able to renovate the facility
while negotiating a contract that was eventually approved by the County Commissioner. It was a
huge accomplishment.
Mr. Hernandez was very inclusive of employees in projects, meetings, emails, status reports,
memos, and other forms of communication. He communicated in a way they easily understood,
and he expected his staff to communicate with him. Such an inclusive mindset was different for
staff from the Cities of Coral Springs and Savannah, where the culture was less inclusive. He
managed several internal and external projects that involved multiple people across different
divisions. Many commented how they had not enjoyed such high communication levels before
Mr. Hernandez came. Previously, little communication occurred between divisions. As such,
decisions were delayed and less efficient. When he effectively included different groups to
integrate on multi-division projects. He helped projects move forward.
Mr. Hernandez also generally made good decisions. He had high integrity. He made the best
recommendations and decisions possible for the community as a whole. He did consider the input
of groups with special interests, but he strove to make the best possible decision. He also made
good decisions with staff members. For example, he reorganized the Savannah City staff, which
Page l7 of 9l
Reference Notes
Roberto "Rob" Hernandez
composed of approximately 2,400 employees. This momentous change created openings, which
he filled with sharp and high performing individuals. The new employees immediately began
planning and establishing standard procedures. The City began to change, and consequently, so
did the community. Furthennore, Mr. Hernandez greatly believed in committees. He formed
several committees with the Human Resource Department and with staff, sometimes even bringing
in external panel members if necessary. He wanted people in high-level positions to make
decisions together.
As a great public speaker, Mr. Hernandez worked well with the public. He always remained
composed and professional. He had excellent presentation skills. People were generally perceptive
to his ideas when he spoke, and he communicated well when invited to speak for different
organizations. Even if some people at those meetings were exceedingly unprofessional toward
him, he managed himself well. He performed well despite those difficulties. In addition, Mr.
Hernandez worked well with individuals. He educated others, providing recommendations on what
the Mayor and others needed to vote on. Because of these interpersonal abilities, Mayor and
Councilmembers voted on multiple successful projects. Moreover, Mr. Hernandez had good
financial skills. He used a hands-on approach with the city budget and worked closely with chief
financial officers and the Budget Director. He wanted to ensure he understood the budget
accurately.
Though a change agent, Mr. Hernandez did not seek change for the sake of change. He carefully
evaluated a City's situation, whether involving technology, processes, or even City culture. He
observed how others managed tasks before he made necessary changes to keep the City moving
forward. Ms. Taschereau has done her best to incorporate this valuable lesson into her own
leadership skills. Also, Mr. Hernandez an effective problem solver. He solved numerous issues
that had existed for long periods of time. Some problems required many changes and more money,
which made certain solutions difficult to implement. He attempted to solve these, and then he put
plans into place to initiate these necessary changes once enough resources were available. Other
problems were out of his realm of influence. As such, Mr. Hernandez made good
recommendations, even if people did not follow his advice.
Ms. Taschereau is unaware of anything in Mr. Hernandez' personal or professional background
that will concern a future employer. She would definitely hire him if possible. As someone who
has worked for him, she knows how good he is at overcoming challenges and managing a city.
Mr. Hernandez is passionate about municipal work. He wants his employers to be high-performing
organizations. He has been and will continue to be a very good Manager.
Words or phrases used to describe Roberto Hernandez:
. Successful,. Professional,
. Collaborative,
. Inclusive,
o High integrity,
. Good speaker, and
. Influential.
Page l8 of9l
Reference Notes
Roberto "Rob" Hernandez
Strengths: Project management, leadership and staff management, presentation abilities,
financ ial understanding.
Weaknesses: His high expectations can be daunting at time, but his expectations drive people to
accomplish goals they previously thought they were incapable of achieving.
Skye Patrick - former Director of Libraries, Broward County, FL 562-940-8400
5624s9-1lss
Ms. Patrick has known Mr. Hernandez since 2014. She really enjoyed working with him and
learned much from him.
Public Administration was Mr. Hernandez's strong suit. He was thoughtful and he understood
County policy and procedures very well, which meant he navigated in a way that was very helpful
to his department. He did not know much about the library system when he was hired, but he
studied and learned about how they operatc and developed a good understanding.
The Directors hired by Mr. Hernandez were very good selections. He sat on the panel that hired
the Finance and Business Administrator, and helped with the searches for the Aviation Director
and Human Services. When making decisions in general he was very thoughtful and took the time
to gather information.
In general, Mr. Hernandez maintained the organization at a high level and had learned from his
department heads to be innovative and creative. They had a monthly meeting where Mr. Hern andez
provided information on organizational changes. Ms. Patrick headed a very large organrzation with
many issues. He was always available and responsive.
Some community members were very aggressive. Mr. Hernandez took the time to attend both
scheduled and off the cuff meetings with individuals who had concerns about an issue. His
openness and willingness to address an issue immediately, without any delay, was impressive.
In his capacity Mr. Hernandez really tried to lead the organization, and was creative and thoughtful
in meeting goals. He worked very well with the Board, which consisted of nine voices with
sometimes conflicting concerns. He protected the department heads when necessary and did a great
job balancing the administration and the politics, which is no small feat.
Several major personnel issues involving union members were escalated to upper management.
Mr. Hernandezwas not required to attend the meetings but he came to help negotiations. The union
had between 500 and 600 members. He helped navigate the very rocky road between the union
relationship and County protocol. He showed great initiative in addressing problems that existing
prior to his arrival. He helped resolve long-standing issues in only 2 to 3 meetings.
Mr. Hernandez was given directives to create a business plan for the new Panther Stadium. The
process took several months and he worked with several departments to create the business model.
He also worked on a new transportation plan that was very complex. The process has spanned for
several years and involves 15 of the 3l cities in Broward County.
Page l9 of 9l
Reference Notes
Roberto "Rob" Hernandez
They were short 800k in a capital budget of $5 million dollars. Mr. Hernandezworked with the
staff to review the overall budget and prioritize projects. Several of the big-ticket items related to
technology were prioritized, and he found a way to upgrade their enterprise software.
They only knew each other for a few years, but Ms. Patrick does not know anything controversial
that involves Mr. Hernandez.
Broward County has a $6.5 million dollar budget with 3l cities plus some incorporated areas. Ms.
Patrick would hire Mr. Hernand ez and feels he is well suited to run a community the size of
Broward County or slightly larger. Every department head he worked with has a positive opinion
of his management and leadership qualities. Employees are comfortable working with him and felt
very supported by him. He ensured that Ms. Patrick had the financial resources she needed. She
confidently recommends him for a Manager position.
Words or phrases used to describe Roberto Hernandez:
. Extremely thoughtful,o Very intelligent,o Incredible business mind,. Perfectlycapableadministrator,. Incredible leadership qualities, ando Shows initiative and foresight to present quantifiable outcomes.
Strengths: Thoughtful; understands policy and procedures; public administration; learns what
he needs to know.
Weaknesses: He could have a greater understanding of the different lines of work that each
department head was responsible for.
Van Johnson - Mayor, CiW of Savannah, GA 912-651-5988 912-651-6444
Mr. Johnson worked with Mr. Hernandez between 2016 and 2019 when Mr. Hernandez became
the Savannah City Manager. Mr. Johnson and Mr. Hernandezhad a good relationship.
Mr. Hernandez performed decently as City Manager. He was smart, strong-willed, and a hard
worker. He was a workhorse who innovatively tried to find solutions to problems. He was always
quite professional, cordial, and direct. At times, his passion and directness may have caused people
to think Mr. Hernandez was emotional or overly direct. However, these traits were a function of
his military background.
Mr. Hernandez had good communication skills. He kept Mr. Johnson informed via email, phone,
and personal communication when appropriate. Mr. Hernandez generally made good decisions
and usually made good decisions when hiring personnel. He was customer service oriented. He
accomplished tasks in a timely manner.
Additionally, Mr. Hernandez tried to make the City to a high-performing organization. He
recognized several structural financial issues within the City and put the City on track. He was
Page 20 of91
Reference Notes
Roberto "Rob" Hernandez
both a leader who rallied employees around the organization's vision and a manager who oversaw
processes behind a desk. He worked hard to effectively solve problems to the best of his abilities.
For example, he brought about a strategic plan for the City, which had not existed prior to Mr.
Hernandez's arrival. He led the Council and the organization to determine a goals and priorities.
The Savannah Forward strategic plan is still currently used.
One of the largest criticisms against Mr. Hernandez was that he was less social than the public
expected their Manager to be. Certainly, he was kind and polite. He had experience working with
the public and sometimes was out in the public attending community meetings to represent the
organization. However, he often worked more than he socialized.
At times, Mr. Hernandez experienced some difficulties wading through the City's Council-
Manager form of government. These hardships were not entirely his fault because some
councilmembers violated these lines at times. Usually, Mr. Hernandez persevered. Eventually,
these challenges became too much for him to bear. For example, he proposed instituting a City fire
fee similar to what Florida cities used to address the City's structural deficits. The Council
accepted the idea. However, when the public became upset with the fee, the Council blamed him
for the failure. Furthermore, the previous Mayor needed a scapegoat for some of his poor decisions
and blamed Mr. Hernandez - even though the City Manager only carried out decisions made by
the City Council.
Mr. Johnson is unaware of anything in Mr. Hernandez's background that will concern a future
employer. If given the opportunity to rehire Mr. Hernandez, Mr. Johnson would consider him as a
candidate. Given the difficult circumstances in Savannah, Mr. Hernandez was a great Manager.
Words or phrases used to describe Rob Hernandez:
. Smart,
. Strong-willed,. Hard worker,. Good work ethic,. Innovative, and
. Professional.
Strengths: Work ethic, innovative solution finding.
Weaknesses: Mr. Hernandez's passion and directness may have been misconstmed as being
emotional or overly direct.
Claudette Bruck - former Commissioner, City of Coral Springs, FL 954-562-2526
Ms. Bruck has known Mr. Hernandez since 2011. He was their Deputy City Manager for all too
short of a time. They were sad to see him leave and would love to have him back.
Mr. Hernandez was extremely bright, very diligent and focused. When he first came to the city he
first stood back and analyzed the organization. When it was his turn to speak, he impressed
Page 2l of9l
Reference Notes
Roberto "Rob" Hernandez
everyone. His presentations are flawless but factual. Everything he said was entirely trustworthy;
he presented information he could stand behind.
Their interactions were all professional. Mr. Hernandez was very respectful. He listened and was
prompt in responding to inquiries. His decisions when hiring personnel were very good. He was
innovative and operated at a high performance level. He listened, assessed a situation, and then
came forward with an excellent recommendation. He was very experienced and innovative.
Mr. Hernandez frequently gave presentations at workshops, commission meetings and community
meetings and always did an excellent job. He had good rapport with the audience and a demeanor
that invited trust.
Mr. Hernandez kept the Commissioners informed as appropriate. The Manager's office operated
independently of the Commission. Rather than reporting in on a daily basis, they did so at special
meetings or as needed. Mr. Hernandez did not have the opporhmity to work one-on-one with
residents, but he did present information about projects to the community. He was always prepared
and answered questions on the spot.
The Commission received much information from varying sources, and the information was not
always accurate. They felt very fortunate to have Mr. Hernandez on staff and trusted his accuracy.
He led the organization well because he earned the trust of employees.
Mr. Hernandez played a significant role in pension discussions. He responded to questions at
community and commission meetings. He followed through and was customer service oriented.
He always did what said to do. He was not directly involved in the finance department or the
creation of the budget, but he had a good understanding of the numbers.
Ms. Bruck is unaware of any controversy involving Mr. Hernandez. She would hire him and feels
he would be a great Manager. He was knowledgeable, experienced, task oriented, focused, and
could always be trusted. His departure was a tremendous loss to Coral Springs.
Words or phrases used to describe Roberto Hernandez:
. Trustworthy,. Bright,. Quick study,. Serious about his position,. Honorable, and. Innovative.
Strengths: Very thorough; brought an idea forward only after it had been thorough researched;
good at identiffing problems and determining solutions.
Weaknesses: None identified.
Page 22 of 9l
Reference Notes
Roberto "Rob" Hernandez
Brooks Stillwell - former City Attorney, City of Savannah, GA 91248/,-1690
Mr. Stillwell worked with Mr. Hernandez between 2016 and 2019. During this time, Mr. Stillwell
was the Savannah City Attorney and Mr. Hernandez was the City Manager. They worked closely
together daily and reported to the City Council.
Mr. Hernandez was a great City Manager operationally. He worked hard and had good fiscal
planning abilities. He had several good ideas for the City and was a good strategic planner. He
possessed a long-term vision of what he wanted to accomplish and strove to quickly achieve those
goals. He was driven and dedicated.
Mr. Hernandez managed day-to-day operations exceptionally well. He worked well with staff
members and those close to him in the office. He met with Mr. Stillwell during weekly meetings
with City leaders and kept the City Attorney well informed.
As a change agent, Mr. Hernandez came in and proposed several changes to help the City run
better. He initiated several positive transformations, such as with implementing the City's strategic
plan. However, Mr. Hernandez implemented other changes too quickly for the historical City to
handle. For example, he tried to completely change the City's property exchange, planning, and
financing. Each area's change was tough individually, but all these at once were especially difficult
to maintain.
Savannah is a very unusual city. Its roots go back almost 300 years and Mr. Hernandez did not
fully appreciate how the City's unique historical culture differed from the culture found in his
previous positions in Florida. In past jobs, he rarely handled city politics as the person second in
charge. In Savannah, he had to involve himself more than he had previously done. The City
traditionally expected the City Manager to be its Chief Executive Officer and to be heavily
involved with the entire corrununity outside of city government organization. As such, Mr.
Hernand ezhad to work with county officials, chamber commerce, state legislature, and community
leaders. Though Mr. Hernandez worked well with staff, he did not see community politics as part
of his job, which was a large issue for the City. He frankly did not anticipate the public blowback
from some of the programs he recommended the City Council implement. As such, he faced many
challenges.
Even though many of his ideas were conceptually good, Mr. Hernandez was unable to bring the
public to side with his solutions. For example, he tried implementing a fire fee to unburden
property owners' taxes. He saw the fee as a method of fixing the City's fiscal problem. Though he
initially had the Council's support, Mr. Hernandez eventually faced huge public backlash. Then
some council members tried to politicize the plans which led to the fee being poorly implemented.
Mr. Hernandez also tried to implement a union contract with the fire union, which ended up facing
public blowback as well. He had little Council support because such a plan did not translate well
to Georgia.
Eventually, Mr. Hernandezleft the City to return to Florida. Both his wife and he were unhappy
with how rough this period was for them. He gave several months' notice before his resignation.
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Roberto "Rob" Hernandez
Despite these issues, Mr. Hernandezwas a great City Manager. He spoke well with public groups.
He was an excellent fiscal manager. He generally made good decisions and hired personnel quite
conscientiously. He was particularly customer service oriented. He was a leader who had a vision
of how to accomplish goals and who tried to mold the City's organizations to this vision. He
accomplished tasks in a timely manner. He set goals and timeframes to move forward. He solved
several problems effectively. He successfully implemented the complete reorganization of the
City's organizational department. He worked hard through stress to overcome issues. He also was
outstanding with crisis management, such as when the City dealt with two hurricanes.
Any future employer will need to discuss what they expect Mr. Hernandez to do and what he
expects to do with public and community leadership. These clear explanations are critical. Mr.
Hernandez will perform well under a strong County Manager or strong Mayor who assumes all
roles of working with the public. Mr. Hernandez understands how this type of government is
organized and will do well in this system. Mr. Hernandez was an excellent City Manager on a
whole, just not for the City of Savannah.
Mr. Stillwell is unaware of anything in Mr. Hernandez's personal background that will concern a
future employer. Though Mr. Stillwell would not rehire Mr. Hernandez for the City of Savannah,
Mr. Stillwell would definitely hire Mr. Hernandez for most any other municipality. A future
employer will not find a more dedicated, hardworking person who can implement ideas wel[. Mr.
Hernandez has been and will continue to make a good Manager.
Words or phrases used to describe Rob Hernandez:
. Tremendously hardworking,
. Good strategic planner,
. Aggressive in a good woy,. Dedicated, and. Visionary.
Strengths: Long-term planning, fiscal planning, management skills
Weaknesses: Interacting with public and political leaders was hard for Mr. Hernandez, who was
used to a more strictly managerial position.
Zachary Williams - former Fulton County Manager, GA 404-990-6545 404-371-2881
Mr. Williams has known Mr. Hernandez since 1994. They worked closely from 2008 to 201 I when
Mr. Hernandezwas the Deputy County Manager. He did an excellent job. His work performance,
personality, and interactions were outstanding. He was handpicked from South Florida to come
and work for Mr. Williams.
Mr. Hernandez had an excellent work relationship with his elected officials. They trusted that what
he said to had been well researched. He earned their respect and represented Mr. Williams very
well.
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Once he had been given a problem to solve, Mr. Hernandezwas tenacious. He marshaled resources
and focused them through team building to get the job done. He did not shy away from challenges.
He was patient when it was warranted; however, it did not come naturally to him.
Mr. Hernandez preferred face-to-face interactions whenever possible. If meeting a person directly
was not an option, then he used the phone. He was an excellent writer and could be successful
using email; however, he had developed respect from his subordinates by meeting with them
personally, listening to their issues, and explaining his thoughts.
Depending on the nature of the decision that needed to be made, Mr. Hern andez responded quickly.
Circumstances that required gathering facts may have taken him longer. He was not indecisive but
rather took the appropriate amount of time to gather the information and opinions he needed to
make good decisions.
Mr. Hernandez hired good employees. In some instances where a hire did not work out, he did all
he could to work with them. He went through exhausted hiring practices involving many
stakeholders. He was analytical and used that to his advantage in the hiring process.
Mr. Hernandez was innovative but did not try to change things just for the sake of change. He was
mature enough to leave a process alone when it worked well. He had improved existing processes
in Fulton County.
Mr. Williams was proud of the redevelopment that was carried out on Fulton Industrial Boulevard.
Under Mr. Hernandez's leadership, an area known for drugs, prostitution, and crime had reversed
its negative direction to become an area where businesses wanted to locate. Mr. Hern andez created
momentum in this large container warehousing district. He acquired State funding and formed a
commercial improvement district.
There were very few tasks in public service Mr. Hernandez could not do well. He is ready to take
the helm of an organization and become a Manager. Mr. Williams gives him his full and complete
endorsementand support. Mr. Hernandez was one of the bestpublic servants Mr. Williams has
ever worked with.
Words or phrases used to describe Roberto Hernandez:
. Embodies what public service should be,. True believer in the mission to make other people's lives better,. Tenacious,
o Analytical,
. Hardworking, and. Professional.
Strengths: Problem solving; tenacity; marshaling resources; and team building.
Weaknesses: He could be patient when it is warranted; however, it did not come naturally to him.
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Ms. Lowman worked with Mr. Hernandez in the Fulton County Manager's Office. She had known
him since 2003 where they worked together in Broward County. They had a good working
relationship. He was very diligent and mission focused.
When Mr. Hernandez first arrived in the Administrative Office in Broward, she was working as a
graduate being mentored by the County Administrator. She was told to watch Mr. Hernandez and
learn from how he took a task, broke it into small parts, and organized people to get the job done.
If there was something he did not know he studied to become more effective.
Mr. Hernandez and Ms. Lowman had philosophical differences yet got along quite well. His
military background had shaped his personality and made him the driven person he was. He
worked well with elected officials. He spent most of his time with the commissioner over the
unincorporated areas. Though their interests were not always the sarne, they worked well together.
He had the respect of the commissioners. Mr. Hernandez valued loyalty. His greatest strengths
were diligence and following through. No matter how difficult a situation had become, he did what
he needed to for the best interest of the community.
Laser focus was both strength and a weakness for Mr. Hernandez.ln his current role as second in
command, he did what he was asked without stepping back to see if there was another way. If he
was the final decision maker, perhaps that would have been different. Unlike many managers, Mr.
Hernandez did not have an aversion to staff meetings. He liked to speak with people face-to-face.
He was more than capable of interacting via telephone and email, but he favored the personal
approach when dealing with direct reports.
Mr. Hernandez was a great public speaker. He had a teaching background in the military. He
interacted well with the public and dealt with residents often in the unincorporated area.
One task Mr. Hernandezwas asked to take on was building the first amphitheater on the south side
of the county. It was an overwhelming project with an unreasonable timeline and difficult budget.
He did an outstanding job and followed it through to opening day.
There are certain people Ms. Lowman has worked with that she would hand pick to be on her team
and Mr. Hernandez is one of them. She highly recommends hiring him.
Words or phrases used to describe Roberto Hernandez:
. Focused,
. Reliable,
. Diligent,
. You can trust him to do what he says,
. Professional and,
. Hard working.
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Dele Lowman - former Assistant to the County Manager, Fulton County, GA
(404) 612-8331
Reference Notes
Roberto "Rob" Hernandez
Strengths: Diligence;followthrough; loyalty.
Weaknesses: Laser focus, however he might step back if he were the manager.
BiIl Durrence - former Alderman, City of Savannah, GA 912-247-8f 08
Mr. Durrence worked with Mr. Hernandez between 2016 and 2019. At the time, Mr. Durrence was
in his first term as Alderman. Mr. Durrence was one of the Savannah City Councilmembers who
hired Mr. Hernandezto be City Manager. Mr. Durrence was one of Mr. Hernandez's directors.
Mr. Hernandez possessed an impressive and thorough understanding of the City.He had extensive
knowledge from public works to finance. He was as open as possible with councilmembers. Even
though working for nine directors made things complicated, Mr. Hernandez was exceptionally
competent and provided numerous innovative ideas. He was good internally and developed good
staff relationships. He accomplished tasks in a timely manner. He was highly skilled in running
the City.
Mr. Hernandez offered many solutions to the City's issues. He helped councilmembers understand
the reason for the City's problematic budget stresses. Although the City was a successful
destination for tourism, very little of that money went to the City's coffers. Certainly, some sales
tax revenue came to the City, but most went to businesses involved with tourism. Mr. Hernandez
clearly identified the City's financial stress points.
As good as he was with finances, Mr. Hernandez struggled to maintain public posture as Savannah
City Manager. First, he underappreciated the historical nature and character of the City that brought
much community pride. Because historic landmarks and districts made the City different, many
people expected solutions to be likewise unique. Local attitude often discouraged researching how
other places solved similar problems. Mr. Hernandez's approach to look at other cities' solutions
made people feel slighted. As such, he missed an opporhmity to engage early and gain the public's
support. Second, he was generally more of a hands-on manager who seemed uncomfortable
interacting in social management of a highly networked City. He was more comfortable rolling up
his sleeves and working than being a public face for the City. Because he did not engage people to
his side, he was less effective than he could have been.
Mr. Hernandez generally made good decisions. He also hired well for many top staff members,
including the Fire Chief, Police Chief, and Human Resources Director. He often reached out to
other senior staff when looking for personnel, and this collaborative approach was helpful. Some
personnel he inherited were not highly qualified for their positions. At one point, Mr. Hernandez
successfully moved senior personnel to fill vacancies. Prior to this major shuffle, staff members
were scattered all over the City, causing much unnecessary work. He consolidated staff, thus
making processes more efficient. Occasionally, Mr. Hernandez needed to be more disciplinary,
but he eventually let a number of problematic people go. For example, he fired the Director of the
Department of Revenue because she was simply unable to fix a particular issue, even after being
given adequate time and resources.
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Mr. Durrence is unaware of anything in Mr. Hernandez's background or conduct that will concern
a futtrre employer. If given the opporhrnity, Mr. Durrence would rehire Mr. Hernandez. Being new
to a large leadership position as Alderman, Mr. Durrence understands the learning curve Mr.
Hernandez faced while being City Manager for the first time. Mr. Hernandez was a bright
individual who experienced valuable lessons. He was a good Manager.
Words or phrases used to describe Rob Hernandez:
. Knowledgeable,
. Competent,
. Introvert,
. First rate manager,
. Innovative, and
' OPen.
Strengths:Financial skills, extensive understanding of how to run a city, executive
functioning.
Weaknesses: He did not fully appreciate the Cify of Savannah's uniqueness and had a hard time
connecting with the City's people.
William *Bill" Hubbard - Chief Executive Officer, Savannah Area Chamber of Commerce,
GA 912457-9207
Mr. Hubbard and Mr. Hernandez interacted when Mr. Hernandez was the Savannah City Manager
between 2016 and 2019. They have since messaged each other occasionally.
When Mr. Hernandez worked in the City, he communicated fairly regularly with Mr. Hubbard.
Mr. Hernandez called and sent emails. He sometimes dropped by Mr. Hubbard's office, and they
typically saw each other weekly during city events.
Mr. Hernandez was a decent City Manager. Mr. Hernandez was a good, smart man. He was quite
professional and thoughtful. He had good financial grounding. He built good staffaround him and
organized them well. He generally made good decisions. He also did a great job with reorganizing
the city staff. At times, though, Mr. Hernandez made some poor staffing decisions. For example,
he left an engineer in a developmental position a bit longer than others might have preferred.
Additionally, he let go an assistant city manager by leaving a note on her chair. Although several
elected officials asked him to let her go, this approach was unprofessional.
Mr. Hernandez faced difficulties integrating himself in the community. As a first time city
manager, Mr. Hernandez was not accustomed to being one of the City's key leaders. He wanted to
ensure others did not accuse him ofplaying favorites. As such, he interacted with the philanthropic,
nonprofit, church, and business communities on a purely business level. He experienced difficulty
developing tough enough skin to deal with criticism. This weakness held him back and
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undermined his ability to be effective. Despite his strengths as City Manager, his inability to fully
participate in the community affected the public's confidence in him. He needed to get to know
these smaller communities better.
Mr. Hernandez was a good manager who oversaw processes behind a desk. He had great
management skills and good knowledge of running a city. He thoroughly researched various
solutions and made decisions effectively. For example, he led a team in providing a strategic plan
in a fairy short time period. He worked with elected officials to agree to this plan.
Unfortunately, Mr. Hernandez had challenges working through the politics to implement the
strategic plan. In one instance, Mr. Hernandez proposed a fire fee to help city finances. Around
this time, the City had collected approximately $10 million in revenue. While garnering public
support for the fire fee, Mr. Hernandez was also especially transparent with this revenue. Because
the public misunderstood how the revenue was not part of the City's own earnings, people were
particularly upset with the fee. Mr. Hernandez had admirable intentions to be transparent, but his
timing cost him the fire fee concept.
Despite these challenges, he was always polite and diplomatic with people. Even when church
groups angrily protested and wanted him fired, he kept going. He handled stress well for the most
part and never showed a temper. Eventually, however, Mr. Hernandez and his wife left the City
because they felt alone.
Mr. Hubbard is unaware of anything in Mr. Hernandez's professional or personal conduct that will
concern a future employer. Mr. Hernandezhad been purely professional, honest, and transparent.
Although Mr. Hubbard would not rehire Mr. Hernandezto be City Manager, Mr. Hubbard would
consider Mr. Hernandez for an Assistant Manager position. Mr. Hernandez was strategic and
smart. He would excel in the responsibilities expected of a Deputy Manager.
Words or phrases used to describe Rob Hernandez:
. Professional,
. Good guy,
. Quite thoughtful,
. Polite,
. Diplomatic, and
. Capable.
Strengths: Financial skills, building good staff.
Weaknesses: He was politically weak and often distant from constituents.
John Hearn - City Attorney, Coral Springs, FL 954-344-1011
Mr. Hearn has known Mr. Hernandez since 201l. In terms of job performance, Mr. Hernandez
was very energetic and a go-getter. He really moved projects along and stayed on top of them. He
was a change agent.
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City Hall was in an office that was built by General Electric for selling homes. The City had been
trying to build a City Hall since 1993. Mr. Hernandez really energized those involved, and the new
City Hall was finally under construction.
Mr. Hern andez was always very involved in the community, and he attended community meetings.
He had a very good relationship with the public. He was customer service oriented.
Mr. Hernandez led staff to fulfill the vision of the Board. Employees did not have much appetite
for moving forward with the downtown development, which included the new City Hall. He took
the bull by the horns and made a very detailed PowerPoint presentation showing all the issues that
their current City Hall had. He demonstrated how having a vibrant downtown area would benefit
the City and residents. He did a nice job leading the project.
Mr. Hearn was not directly involved with the budget and finances, but in the course of their
conversations he came to believe that Mr. Hernandez had good financial skills. Mr. Hernandez
completed tasks by the deadline given.
Mr. Hernandez had not been involved in anything personally or professionally controversial. He
left Fulton County because his family wanted to return to Florida. When an opportunity opened
up on Broward County, he embraced it. He moved forward when doing so made sense.
Mr. Hearn would hire Mr. Hernandez and had a positive experience working with him. Mr.
Hernandez would be a good City or County Manager. The five Commissioners and City Manager
in Coral Springs loved working with Mr. Hernandez.
Words or phrases used to describe Roberto Hernandez:
o Energetic,
. Outgoing,
. Positive,
o Change agent,. Engaged, ando Active.
Strengths: Energetic; very much wanted to make decisions; could shepherd a project from A
to Z very well.
Weaknesses: People's greatest strengths are often their greatest weaknesses. Because he moves
projects along so well, Mr. Hearn had to slow him down a little and occasionally
reminded Mr. Hernandez of a step that needed to be taken in the process.
Danielle Dayton and Lynelle Klein
Colin Baenziger & Associates
Prepared by:
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WLRN News HDI (FL)
February 21,2020
Fort Lauderdale Officials Respond to $1.8 Million State Fine for Sewage Spills
Author: Alexander Gonzalez & Tom Hudson
Pipes in Fort Lauderdale keep breaking--it's been an almost daily reality for many people living
and working in the city. More than 200 million gallons of sewage have spilled from busted
pipes in Fort Lauderdale since December. The state responded to the sewer spills this week. The
Florida Department of Environmental Protection fined the city almost two million dollars. That
amount is based in part on how much sewage has spilled. On the South Florida Roundup, host
Tom Hudson talked about the issue with WLRN's Broward County reporter Caitie Switalski
and Fort Lauderdale's deputy city manager Rob Hernandez.
Here's an excerpt of their conversation: Tom Hudson: What are the funding options if the city
has to pay the state this $ 1.8 million fine or any fine for that matter?
Rob Hernandez: Well, if we have to pay the fine, it's either going to have to come out of the
Water and Sewer fund or the city's general fund. And again, we believe that $1.8 million will
best serve our local residents and our taxpayers by being reinvested into some of these projects
rather than just going in and being deposited into a general fund at the state level. We're not
being critical of the state. We understand that they were in the position where they felt that they
had to take some sort of action. But we're hopeful that we'll be able to work something out that
is slightly different than just the fine.
Caitie Switalski: When it comes to the punitive nature of the fine, $1.4 million of the $1.8
million is civil penalties based on how much sewage and how many days the sewage spill went
on. I know the city is in the middle of weaning off trying to take money out of those funds
[general or Water and Sewer funds] to balance the regular budget. That was a practice leftover
from the last city administration. But if the city has to pay part of this fine out of those funds
again, have you heard from any residents about that?
Hernandez: No, we haven't heard from any residents. And certainly I don't think it's going to
change the practice. The city commission has made it abundantly clear that we were going to
transition away from transferring funds from the Water and Sewer fund into the general fund.
The city commission that's currently in office directed the city manager to transition us over a
four-year period. They have since directed us to accelerate that transition. And that's something,
going into next fiscal year, that we're certainly looking at. If there's an opportunity to return
those funds at midyear this year, that's something that our city manager is looking at. But I don't
think that the fine is going to derail us from making progress. And using your word, "weaning"
ourselves off of that budget transfer. We're under clear direction that the funds that are
generated by the Water and Sewer fund are going to go back into the necessary improvements
that nced to be made. And certainly we've been working in that direction for the last couple of
years and we will continue to do so.
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South Florida Sun Sentinel (FL)
July 23, 2019
Fort Lauderdale: Contractor Who Broke Water Main Wasn't Digging Where it told us
Author: Larry Barszewski
Fort Lauderdale never warned a contractor that a critical water line lay buried where workers
planned to dig last week, a report shows, but city officials say that's because the contractor
supplied the wrong address. The misinformation led to a failure that ultimately dried up the city's
water supply and led to days of boil-water orders. Taps ran dry hours after the contractor drilled
into the water supply line July 17. Countless businesses were forced to close, and more than
200,000 people were left without water to drink or shower. The contractor, Florida
Communication Concepts, used a service called Sunshine 8l I to find out whether there
were underground utilities it had to watch out for while doing work for Florida Power & Light
Co. The statewide utility service is authorized under Florida law and is the state's official
resource for companies and individuals planning underground work.
The report shows Fort Lauderdale never told the contractor that the site in the back of 2525 NW
55th Court contained a 4}-inch pipe that supplied raw water to the main water treatment plant.
Instead, the city indicated that it didn't provide service there, according to the report from
Sunshine 81 l. Deputy City Manager Rob Hernandez said the city's water line isn't on that
property; it's 75 feet north. The digging was being done to the north and east of the requested
location, he said. "It appears that where the contractor was digging is not where they indicated on
the 8l I ticket," Hernandez said. "Our investigation is still ongoing." The owner of Florida
Communication Concepts, Tim Hicks, said he couldn't comment, and FPL has declined to
answer reporters' questions.
Contractors contact Sunshine 8l I to alert agencies about the work they plan to do and to find out
whether there are pipes or underground facilities they need to avoid when digging. The service
then alerts the utilities, which are supposed to inform the contractor whether they have lines in
the area and mark them if they do. Florida Communication Concepts filed a ticket with Sunshine
81 I on June 25 to install conduit in July for FPL near Fort Lauderdale Executive Airport, records
show. Sunshine 81 I notified Fort Lauderdale and nine other entities, based on maps they
submitted to Sunshine 8l I that indicated it was possible they could have equipment near the
work site. Tamarac and Crown Castle Fiber responded that they had no facilities there. Oakland
Park, Teco People's Gas of South Florida and CenturyLink said their lines were outside of the
work site.
Others said they did have equipment in the area. Fort Lauderdale Executive Airport, Comcast
Cable, AT&T and FPL indicated that they marked the locations of their lines for the contractor.
Fort Lauderdale responded as well, but it used a code indicating that no city utilities were present
at that excavation site. The code it used said "another company provides the services at this
location." That code typically is used by utilities that do not have seruices at that exact location,
according to Sunshine 81 l's online site. Hernandez said that's because the city doesn't have any
water lines at the property address the contractor listed. He also said Florida Communication
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(Articles are in reverse chronological order)
Concepts said on its Sunshine 8l I form that it would not be doing boring, but that's how the
city's pipe was pierced. Fort Lauderdale receives dozens of requests each day from Sunshine
8l I for underground line information. Sunshine 8l I sent the city 20,501 notices last year and
12,635 so far this year, the seruice reported. The requests go to the ciry's distribution and
collections chief for its water and wastewater services. A city police report filed at the time the
line was punctured said the company had used the line-locating service. However, it cited Florida
Communication Concepts for not having a permit for the work, violating city codes. It issued the
contractor a "Notice to Appear" citation. Ciry officials said a date has not been set for a hearing.
It's not clear whether a permit was needed. Hernandez said last week that FPL has a franchise
agreement with the city that does not require the utility to get a permit every time it digs.
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(Articles are in reverse chronological order)
Post Gazette (PA)
July I 9, 2019
Fort Lauderdale gets 'Temporary Relief While Crews Repair a Water Main Break
Author: Dakin Andone & Emanuella Grinberg
Officials in Fort Lauderdale, Florida, said a temporary fix water has running again after a main
break left an estimated 220,000 customers without service Thursday. Water is flowing below
normal pressure and is expected to return to "near normal" sometime Thursday night, Mayor
Dean Trantalis said in an evening news conference. A subcontractor repairing electric lines on
Wednesday struck a pipe that supplies water to a treatment plant. cutting off the city's water
supply. No major incidents were reported as a result of the outage, the mayor said. A partial
patch was placed on the hole, increasing water pressure, Mr. Trantalis said. Those involved in
the repairs are "confident" that the patch will provide "temporary relief' while crews work to
redirect the water flow through a backup line and replace the broken pipe, he said.
The installation could take through the weekend, Mr. Trantalis said. While repairs are underway,
a boil water advisory is in effect until and water distribution sites will stay open until at least
Saturday, Mr. Trantalis said. With repairs underway,he said the city's focus will shift to
investigating the cause and seeking compensation for not only the city but hotels, restaurants and
other businesses impacted by the service outage. "This was not just a minor incident, this
impacted many hundreds of thousands of hundreds of people," Mr. Trantalis said. "lt was clearly
haphazard," he said. "It's clearly something that we're going to seek retribution for."
What the city is doing to fix the pipe
On Wednesday, a subcontractor working near the city's Executive Airport for Florida Power &
Light damaged a 4}-inch city pipe that supplies water from wellfields to the Fiveash Water
Treatment Plant, the mayor said. The service outage impacted the city and surrounding
municipalities that receive water through the city, including Lauderdale-by-the-Sea, Oakland
Park, Wilton Manors and sections of Davie and Tamarac. An estimated220,000 customers were
impacted, Deputy City Manager Rob Hernandez. Crews are now building a concrete bunker
around the broken pipe to seal the break and protect the pipe, Mr. Trantalis said. The bunker
should be completed by 10 p.m. ET and the Fiveash Water Treatment Plant should be back to
full and normal operation, he said. The temporary fix will give crews time to redirect the water
flow through a backup line, Mr. Trantalis said. Once the backup line is in place, a replacement
pipe for the primary main will be installed, likely over the course of the weekend, the mayor
said.
Cause of outage under investigation
Earlier Thursday, Mr. Trantalis said crews responded immediately, but as they were working, the
damaged pipe collapsed, forcing the city to turn off the water flow. During Thursday night's
news conference, he suggested the subcontractor bore the brunt of the blame for "something they
should not have done." The subcontractor has been cited and an enforcement action has been
launched, the mayor said, although he was unable to identifo the specific citation. When initially
asked if there was anything the city could have done better, the mayor responded "no," then
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(Articles are in rsyerse chronological order)
added, "Yes -- we could have foreseen this but you can't foresee these types of things." Later in
the press conference, the mayor maintained the incident an "accident" caused by "human error,"
but he also acknowledged that it put a spotlight on the city's redundancy systems.
Deputy City Manager Rob Hernandez said "difficulty" with at least one valve that was
supposed to redirect water to the redundant system, leaving them unable to isolate the damaged
section of pipe. "What [this] pointed out to us is that we need to pay more attention to our
infrastructure needs and that we need to go back and make sure that these redundancies systems
do work when they're supposed to work." Residents in need of bottled water can find it at the
Beach Community Center on 33rd Avenue, Mills Pond Park on Northwest 9th Avenue and
Riverland Park on Southwest 27th Avenue.
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SavannahNow
Posted May 26,2019 at 8:18 PM Updated May 27,2019 at 12:29 AM
Savannah's city manager out on medical leave
By DeAnn Komanecky and Eric Curl
Savannah City Manager Rob Hernandez is out on medical leave, with Patrick Monahan now
serving as acting city manager. Hernandez tendered his resignation on April l2 with a last work
day date of June 30. Whether Hernandez's medical leave will change when he leaves his post is
not known. City spokesperson Ken Slats said no other details are curently available. Monahan, a
former Chatham County assistant manager, was hired in April as a consultant to work with
Hernandez, starting in May. Monahan retired from the county in 2013 and has said he would
only take the interim position temporarily, but is willing to stay long enough after this fall's
election for the new cify council to hire the long-term manager next year. He will be paid
$20,000 a month for up to 12 months, under the agreement.
Hernandez's resignation came after news broke of his pending departure for a job as deputy city
manager of Fort Lauderdale, Florida. Hernandez declined interview requests regarding his
resignation, but said in a subsequent press release that he and his wife decided to go back to
south Florida to help their siblings care for their elderly mothers. He indicated there was more to
the decision than just family reasons, however, in correspondence obtained by the Savannah
Morning News. Hernandez said he intended to stay away from city manager positions for a
while after being asked about his plans by Lake Wales, Florida, Cify Manager Kenneth Fields.
"The last three years here havc been tough as a (city manager)," Hernandez said. He responded
in a similar manner to an April l2 email from Chatham County Engineer Leon Davenport.
"Tough town," Hernandez said. "Going back to Fort Lauderdale."
The city council hired Hernandez as city manager Sept. 1,2016, with a $238,000 salary and
$600 monthly vehicle allowance, as well as a $7,000 annual 457 retirement plan. After his
arrival, Hernandez led the city through a major restructuring and successful development of a
strategic plan. The city has also experienced two years of budget surpluses after Hernandez had
implemented a hiring freeze and budget cuts. His impact was praised by some of his executive
team following word of his departure.
City Management Coordinator Joe Shearouse Jr. wrote in response to his resignation notice that
he thought a lot about the accomplishments Hernandez had made in Savannah. "Your impact on
people is extensive and much more influential than a project or initiative," Shearouse said. "Your
openness and eagerness to provide us opportunities to grow and learn is lasting and far
reaching." Special Projects Coordinator Daphne Williams said in an email that it may be a long
time before they get someone else comparable. "Our team was on fire," Williams said.
Hernandez also experienced his share of criticism, which began shortly after his arrival when he
proposed cuts, which were ultimately restored, to arts organizations and social programs. And hc
was widely panned by residents following the implementation of a fee for fire seruice.
Hernandez had touted as a way to get all property owners - including those that are tax-exempt
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- to contribute to the rising costs of providing fire protection. Public indignation only grew
when Hernandez presented the council with a spending plan for a budget surplus from 2017 of
more than $ 1 0 million about five months after the fee was adopted. The fee was ultimately
repealed, but Hernandez later attributed some subsequent job searches to the widespread
opposition he encountered following its implementation.
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Savannah Morning News (GA)
April 29, 2019
Savannah Could Get More Affordable Housing Under These Proposed City Programs
Author: Eric Curl
About 44 percent of Savannah families cannot afford qualiry housing, according to city officials.
In other words, almost 24,000local households are cost burdened because they spend 30 percent
or more of their income on housing, said Housing and Neighborhood Services Director Martin
Fretty. To address the issue, the city is considering some new affordable housing initiatives that
were presented to the Savannah City Council during a workshop Thursday. The initiatives
include a $20 million investment to acquire, redevelop and sell 1,000 blighted properties over a
lO-year period. The investment would provide more affordable housing, while also reducing the
number of abandoned properties that cost the city an average about $1,300 ayear each in lost tax
revenue and expenses related to police, fire and code enforcement services, Fretfy said. The city
is hoping to get S10 million for the acquisition program included on the Special Purpose Local
Option Sales Tax referendum going before voters this fall. The eventual sale of the properties
would go back into a revolving fund and help drive down costs for future investments, Fretty
said. "After a couple of years you ought to be able to recover, we think, 80 percent of what we
invested in the properties to acquire them," he said. The ciry is expected to meet with Chatham
County officials next month to discuss the SPLOST project list and determine Savannah's
distribution share of the sales-tax revenue. Savannah affordable housing presentation by
savannahnow.com on Scribd. Inclusionary zoning. The city is also contemplating the
implementation of an inclusionary zonrng policy, similar to one established in Atlanta last year.
The policy would require developers of apartment projects to include a certain percentage of
affordable units or pay a one-time fee into a city housing fund. In turn, the developer could select
from a list of incentives that could allow for more units, reduced parking requirements and a
streamlined permitting process. In Atlanta the program applies to areas where the city is
experiencing the pressures of redevelopment, said Bridget Lidy. Savannah's director of planning
and urban design. In Savannah, the Canal District, where the new arena is being built west of
downtown, provides an opporfuniry for the program's launch. Lidy said. "It's ripe for this," she
said. The proposal received general support from the council, although it is still early in the
process. Lidy was encouraged to set up a meeting with Atlanta officials, who she said have
expressed interest in helping Savanrrah establish their own initiative.
And Ciry Manager Rob Hernandez said he thought the ciry would likely need to hire an outside
consultant before they could develop an inclusionary zoning policy. "I think we need to bring in
the resources from other communities that have gone through that process," Hernandez said.
"We haven't and there is a lot of stakeholder involvement and a lot of legalities involved." In the
meantime, the city has developed some proposed standards to reduce development costs and
increase the amount of affordable housing, including the reduction of the minimum lot size and
parking requirements in traditional neighborhoods. In addition, the cify's proposed new zoning
ordinance, NewZo, provides more flexibiliry for constructing accessory dwelling units, with no
more than one bedroom, in some areas. City officials are planning for the new ordinance to be
adopted in July after public hearings are held in June.
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Savannah Morning News (GA)
April 13, 2019
Hernandez Formally Resigns Post
Author: Savannah Morning News
Savannah Cify Manager Rob Hernandez formally submitted his resignation letter Friday
morning. "Such letters are never easy to write and I hope it conveys my appreciation to all of you
and our great staff, especially those that sit around the table with me each Monday," Hernandez
wrote in an email to the ciry council and city staff. "l know that I've made some mistakes along
the way as I am far from perfect. Please know that I have always attempted to do what is in the
best interest of the city in the long term, and endeavored to create a culture of fairness,
professionalism, integrity, inclusion, diversity, opportunity and ingenuify. I'm fortunate to have
been surrounded by a team of good people. I'm grateful to have known you. Together, we've
gotten a lot done since October 11,2016. I hope that I have served all of you well," he wrote.
"Thank you for the oppornrnity to serve as your city manager."
Fort Lauderdale Ciry Manager Chris Lagerbloorn infbrmed the Savannah Morning News on
Thursday that Hernandez will be joining the city as deputy city manager later this summer. In a
formal resignation letter addressed to the mayor and alderman, Hernandez touted the team's
accomplishments, from upgrading the city's bond rating to launching the design of the new
arerla. "l have been honored with the privilege of serving as Savannah's eighth city manager
since adoption of the council-manager form of government in I 95 I . I joined the City on the heels
of Hurricane Matthew on October 11,2016, and since then we've weathered literal and figurative
storms and overcame numerous obstacles in providing exceptional municipal services,"
Hernandez wrote. "We accomplished much during this time while simultaneously creating an
organtzational spirit focused on one simple concept: Forward. Forward is a fanatical passion for
momentum, progress and achievement. It is an obsession with what is possible rather than the
status quo. It is the driver behind our biggest accomplishment - SAVANNAH FORWARD, our
guide to strategic policy-making and investments through 2025."
Hernandez said in a press statement issued later that he and his wife decided to go back to south
Florida to help their siblings care for their elderly mothers. His resignation is effective June 30.
Savannah Mayor Eddie Deloach has recommended that former assistant Chatham County
Manager Pat Monahan serve as interim city manager, but he is awaiting support for that decision
from the rest of the city council. A special meeting has been called for 6 p.m. Monday in the
Media Room on the second floor of City Hall for the council to consider an interim city manager.
The next city manager is not expected to be hired until after the new city council is sworn in next
year following this fall's election.
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Savannah Morning News (GA)
January 9,,2019
Savannah City Manager Rob Hernandez: Government Leadership Backs Savannah Fire
Department
Author: Rob Hernandez
There has been much discussion in recent days about staffing levels within Savannah's Fire
Department. I would like to take this opportunity to address misinformation circulating in social
and regular media outlets.
First, what the city government has not done:
. We have not closed any fire stations.
. We have not laid off any fire personnel.
. We have not left any neighborhood in Savannah unprotected.
' We have not taken steps that will delay Savannah Fire's response time to an emergency.
What we have done is eliminate vacant positions in Savannah Fire over the past two years. To
put those reductions in context, I would like to take you back to 2014. For the first time that year,
Savannah Fire was granted an ISO Class I rating - an insurance classification that evaluates a
community's fire operations and water infrastrucfure. Less than I percent of fire departments in
the nation are rated Class I . The following year, in 2015, Savannah received a three-year, $3.5
million FEMA grant designed to increase staffing levels in Savannah Fire. We did just that. In
2015, we added l5 firefighter positions. In 2016, we added another l5 firefighter positions. And
in 2017, we grew by l0 more firefighter positions. Add it all up and over a three-year period we
added 40 new firefighters to our payroll - a 12.6 percent statfing increase. At 366 total
positions, including34l firefighters, this was the highest staffing level in Savannah Fire's
history.
That grant ended in 2017, and with it we faced a difficult decision: Do we ask Savannah
taxpayers to continue funding this increased staffing level, or do we make reductions? We were
facing flat revenues that year, and direction from city council to continue making investments in
the police department. To balance the 2018 budget, we eliminated 45 vacant positions across the
city government organization, including l8 within Savannah Fire. Council directed that those
cuts come from Engine 16/Tvfarine I - a specialized unit that operates the fire boat and a backup
pumper truck at fire department headquarters on Oglethorpe Avenue. That same budget
authorized a permanent funding solution for fire operations: the fire fee. That fee was rejected
over the summer,, and during months of public discussion we heard repeatedly from properry
owners that they preferred a smaller fire department over paying a new fee to fund fire services.
We contracted with the University of Georgia Carl Vinson Institute of Government to analyze
Savannah Fire operations and make recommendations on better use of resources. I expect those
recommendations within the month, but preliminary discussions with the report authors
identified options for increased efficiency and reducing costs. The 2019 budget was balanced
with the elimination of another l5 vacant positions. The UGA recommendations will drive where
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those reductions are made. It is important to note that even with the elimination of these 33
vacancies over the past two years, Savannah still has seven more firefighter positions today than
we did in 2014, when we received our ISO-l rating. And we are still well-staffed compared with
communities our size; Charleston, for instance, has one fewer firefighter position than Savannah
and24 percent more territory to cover.
As a resident or business owner in this city, you are served not just by the fire station located in
your neighborhood, but a fire protection system consisting of l5 stations and 22 emergency
response vehicles. The city government also maintains agreements with our adjacent cities,
which provide us access to more than 20 other fire stations, firefighters, and equipment should
they be needed in the unlikely event all of our resources are unavailable. No area of the city will
ever be left without a response to a fire. We are fortunate to have one of the best fire depaftments
in the nation. Savannah Fire will continue to be, even with these adjustments.
Rob Hernandez is Savannah's ciry government manager
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wToc I I
April 9,2019 at ll:21 PM EDT - Updated April 11 at l0:36 AM
City of Fort Lauderdale extends offer to Savannah city manager
By Sean Evans
SAVANNAH, GA (WTOC) - Several sources have confirmed that Savannah City Manager Rob
Hernandez is leaving his job. "The city is losing a very smart and talented individual,"
Savannah Alderman John Hall said. "I wish Mr. Hernandez the best wherever he goes. Our loss
is another city's gain." Hernandez said that he has not officially tendered his resignation or
discussed this with all of city council as a group. He said he will not release a statement until he
felt it was the appropriate time. We've reached out to the mayor's office and the city
spokesperson for comment.
Hernandez came to Savannah from Broward County, FL in 2016. "He inherited a virhral mess.
Remember, he came in in the middle of a hurricane. The first hurricane we'd had in what, 27
years," said District 4 Alderman, Julian Miller. In addition to dealing with the aftermath of
Hurricane Matthew, Hernandez was tasked with completing a budget and coming up with a
blueprint that would carry Savannah years into the future. "He has come up with the city's first
strategic plan and gotten it going. He has refined our logo so we have the same logo everywhere.
There's an awful lot he has done, most of which the public will never see," Alderman Miller
said. Several things spear-headed by Hernandez have been very public, like re-establishing a
Savannah Police Department after the de-merger with the county, the search for a new police
chief, and the fire fee proposal.
Less than a year after the fire fee proposal was dropped by city council after public backlash,
Hernandez referenced it in a moment of levity during his speech at a firefighter award ceremony
Wednesday afternoon. "Believe it or not, the city actually imposed a fire fee way back in the
early I 800's to provide fire protection services to all property owners of the city. I wish I
would've known that a year-and-a-half ago. That could have helped us sell what we were trying
to do a little easier to those that were opposed to what we were trying to do," he said.
If Hernandez is in fact out the door like sources tell us, city leaders know they need a similar
leader to take the helm. "When you run a city, there are so many moving wheels and so many
gears going in different directions. There's always going to be hundreds of things that have to be
addressed. That's why it's going to take someone who really knows what they're doing to pick
up the mantle and go forward," Miller said.
Hernandez's previous attempts to change jobs have been publicized. In August of 2018, it was
announced that Hernandez did not get a county administrator position in Pinellas County, FL.
The city of Savannah confirmed he was a finalist for the position. Hernandez was also on the
shortlist for a city manager position in Brownsville, TX. At the time, Hernandez said he wasn't
sure if the Savannah community wanted to work with him. "Criticism of government is healthy
and important, and comes with the territory," he said in a statement in August of 2018. "I don't
take it personally, even if some of the attacks on me have been very personal. What I do want is
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to work in a community that wants to work with me. I am not sure that is currently the case.
Amid a sustained level of criticism and uncertainty, I have considered opportunities outside
Savannah. While I have no desire to leave, I did feel it was a prudent move for me and my
family." Hernandez was a key architect of a proposed fire fee in Savannah that drew the ire of
many in the city. The city council withdrew the fee from consideration after a tortured fine-
tuning process. The mayor proposed to halve the fee weeks before it was withdrew.
Chaz Adams with the city's strategic communications office says Hernandez has received an
offer as Deputy City Manager for the City of Fort Lauderdale Florida. "The City of Fort
Lauderdale has extended an offer to Roberto "Rob" Hernandez for the position of Deputy City
Manager. The offer is contingent upon approval from the Fort Lauderdale City Commission. The
commission plans to consider the item at their next meeting, which will take place on Tuesday,
April 16," Adams said. City council will hold its regularly scheduled meeting on Thursday.
We'll be following this closely to see if anything is announced regarding a resignation, as well as
what's next if the Savannah city manager position becomes vacant.
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Savannah Morning News (GA)
December 20,20 I 8
Savannah City Council Oks $lM Fire Station Sale Despite Buyer's History of Code
Violations
Author: Eric Curl
The Savannah City Council on Thursday approved the sale of a former fire station, despite the
buyer's history of being cited for code and maintenance violations at multiple properties
throughout downtown. The S1.05 million sale to Inman Park Properties came after three
proposals were submitted to the ciry and evaluated by a five-person staff committee. Inman
received the highest score after proposing to preserve and restore the 72-year-old building at 6
W. Henry St. for use as a cafe and office space. Rajesh Patel had proposed paying $525,000 for
the property, while Lynch Associates Architects oftbred $455,000. The sale was quickly
approved without discussion by the city council, with the exception of Alderman Bill Durrence,
who had stepped out of the chambers to speak with someone who was leaving.
Durrence, who represents the area where the building is located, said he probably would have
voted for the sale also. It was his understanding that most of the property maintenance issues
have been addressed and he was hoping to see something done with the building, Durrence said.
"The bottom line for me is that it didn't matter how I voted because the majority of council made
up their mind that for that price point, they were going to sell it," he said. Inman's proposal is
expected to activate the "somewhat stagnant" block and generate 75 full-time jobs in the
neighborhood, according to the developer's proposal. Inman reported that construction was
expected to begin 120 days after closing and take one year to complete.
Staff had delayed consideration of the sale in October following inquiries from the Savannah
Morning News into the buyer's past code and property maintenance issues. From 2012 through
2016, the city instigated 16 Chatham Counfy Recorder's Court cases against lnman's owner, Jeff
Notrica, for l4 downtown properties. Charges related to overgrown vegetation, maintaining a
clean and sanitary properfy, safety, defacement of properfy, accumulation of garbage, and an
unsafe building. The pending sale comes after the approved sale this year of multiple downtown
city properties. City Manager Rob Hernandez has touted the sales as a way to return outdated
properties to the tax rolls and raise revenue for the construction of a new municipal center west
of the Historic District, where the city is building a new arena.
However, Hernandez said during an interview Tuesday that the sales revenue may instead go
toward construction of the arena. The amount of current voter-approved Special Purpose Local
Option Sales Tax is expected to raise S I 20 million, while about S22 million was raised during
previous tax periods. Still, the city expects to need an additional $20 million to $40 million to
cover the estimated $140 million to $160 million costs of the arena's construction, as well as
relocating public works from the arena site and building a new complex for that department,
Hernandez said. The city does not plan on adding the arena to the next SPLOST referendum
going before voters this fall, he said.
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Savannah Morning News (GA)
November 16, 2018
Savannah Proposing Slight Property Tax Cut, Employee Wage Hike
Author: Eric Curl
The owner of a home valued at $ 100,000 will save about $8 a year under a proposal to reduce the
property tax rate in20l9, according to city estimates. The reduction from 13.40 mills to 13.20
mills was requested by the Savannah City Council on Friday, the second day of a two-day budget
retreat, after staff had initially proposed retaining the existing rate. Alderrnan Brian Foster
advocated for the reduction to provide some relief to taxpayers after the rate was increased from
12.48 mills this year following the elimination of the widely opposed fire fee. "It's a stalt," Foster
said. The council also directed staff to incorporate a3.5 percent wage increase for employees
next year. The proposed increase was agreed to as a compromise after Alderman Van Johnson
had initially sought to bump staffs recommended 3 percent wage increase to 4 percent. "The
fight for the best and the brightest is real and people ultimately go where they will be paid,"
Johnson said.
To maintain a balanced budget, while accommodating the council's wishes, staff said they
increased their "conservative" projections for property tax revenue growth next year from 3
percent to 4 percent. In addition, staff plans to cut another Sl million from the proposed budget
to cover the remaining costs, said Ciry Manager Rob Hernandez. The 2019 budget is expected
to be presented to the city council for adoption next month. Since Hernand ez amved in late
2016, he has touted the need to address what he described as a structural imbalance resulting
from expenses exceeding revenue. The fire fee adopted this year was an attempt to address that
imbalance, but the council voted to repeal that new revenue source after facing widespread
opposition from property owners.
Hernandez said he believes the city has made progress, but noted the concerns raised by the
council during the retreat that funding was lacking for infrastructure and service improvements.
"We're still imbalanced in that this budget is not able to adequately address those needs," he said.
"We are addressing them, but the need really outstrips our ability to fund them." The next
Special Purpose Local Option Sales Tax, which goes before voters next fall, has been touted by
the council and staff as a way to fund needed infrastructure improvements, but Hernandez said
the city cannot rely on the tax to resolve the issue. The city will also be looking at more models
to fund municipal services, including a potential stormwater fee to cover the cost of drainage
projects, Hernandez said. In July 2017, the city council unanimously approved a $49,651
contract with Atlanta-based Stantec Consulting Services to study the f'easibility of such a fee and
how it would be implemented, but the study's findings have never been presented. "We continue
to look at that and we will be bringing that back to City Council at the appropriate timc,"
Hernandez said.
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Savannah Morning News (GA)
August 31,2018
$3.9M Mistake Mucks Up Arena Contract
Author: Eric Curl
The Savannah City Council on Thursday delayed by two weeks consideration of an $ I I .2
million contract with AECOM Hunt to manage the construction of the new $140 million arena,
after learning the contract amount is actually about $3.9 million more than city staff had initially
reported. The vote for the delay came after staff explained during the morning workshop that a
misreading of the fee proposal had led staff to initially report that the contract was S7.3 million -
the amount that was on the meeting agenda until Wednesday. The originally reported amount
should have been a red flag since it was so much lower than the amounts submitted by the other
two finalists for the contract, said Alderman Bill Durrence. Turner Construction had proposed
serving as construction manager at a cost of about S13.6 million, while JE Dunn's proposed cost
amounted to almost $12.7 million. "I'm very nervous," Durrence said. "l never spent $140
million before." Pete Shonka, executive director of arena development, said that AECOM Hunt
still had the lowest price and highest evaluation score after the error was corrected.
Ciry Manager Rob Hernandez also said he felt confident in moving forward with the
recommended contractor after determining the company had followed the process correctly,
while acknowledging the error should not have occurred in the first place. "That reflects poorly
on me and I apologize," Hernandez said. "We will double down to prevent circumstances like
this in the future." Council members said they wanted more time to see how the effor occurred
before taking a vote. "The severity of it should not be lost," said Aldennan Julian Miller. "We are
going to be doing an awful lot of contracts and we need to have confidence on that." Walter
Murphy, vice president at JE Dunn, had also spoken out against the contract being awarded to
AECOM during the meeting and had informed the council that he had notified the ciry manager
of the issue. "We were told it was a scrivener's error," Murphy said "l don't think so. I think the
bid was non-responsive."
In other council news, city council approved the $ l4 million sale of two downtown buildings.
Mayor Eddie Deloach joined Aldermen Carol Bell, Durrence, Brian Foster, John Hall and
Miller in approving the sale of the historic Gamble Building next to City Hall for $8.5 million,
while Aldermen Van Johnson, Estella Shabazz and Tony Thomas cast the opposing votes. The
buyer, Foram Development, plans to convert the building into a condo complex with rooftop
gardens. Staff had recommended the sale as a way to rid itself of a building that requires
extensive repairs and generate ongoing revenue by putting it back on the tax rolls. But Thomas
said he disagrced with staffs asseftion that the historic building was not adequate for city use.
"I'm a little bit more of a sentimentalist," he said. "l believe the city is giving up its imprint on
the riverfront."
The votc was similarly split with the council's approval of the sale of the former Catholic
Diocese building at East Broad and Liberty streets for $5.9 million to Standard Companies,
which plans to develop the property as an apartment complex with commercial space. Johnson
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said he was afraid residents were being priced out of living in the city. "This was in my mind a
wonderful opportunity to provide affordable and workforce housing for people to live
downtown," he said. The approved sales come fwo weeks after the city council's vote to sell the
Broughton Municipal Building to Columbia Ventures for $4.5 million. The buyer intends to
convert the mid-century building into a hotel with retail on the ground level. And in April 2017
the council approved the $5 million sale of a I .2 acre lot on Oglethorpe Avenue, where a
developer plans to construct a mixed-use residential complex.
Hernandez said the funding from the sales is being invested into a reserve account for a modern
municipal center he is considering building west of downtown near the arena to consolidate city
departments. The total costs of that project, which would include a public safety complex, have
not been determined, Hernandez said. "We still have a lot of work to do on that," he said. "'We
still have to flesh that concept out with city council." [n the meantime, the city has been
relocating staff into 36,538 square feet of leased office space on Chatham Parkway at an annual
cost of about $785,000.
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Savannah Morning News (GA)
July 11,2018
City: Funding Problems not Over
Savannah May be Facing Tough Budget Process for 2019, Hernandez Warns
Author: Eric Curl
The recent repeal of the controversial fire fee may have been welcomed by property owners
concerned about the additional expense, but ciry officials are not breathing easy as they look
toward Savannah's financial furure. With the elimination of the dedicated fee, which would have
freed up millions in general funds, the city may be facing a difficult budget process for 2019,
according to City Manager Rob Hernandez. Hernandez warned the Savannah City Council last
week that their plan to increase the property tax rate by 0.92 mills, or 7.4 percent, will not
resolve long-standing financial challenges that the fee was meant to help address. Almost a third
of city parcels pay little or no properfy taxes due to being exempt or having low value, and tax
digest growth has not kept pace with expenses, Hernandez said. "I don't want anyone leaving
here today with a rosy picture of 2019's budget process," he said. "We are structurally
imbalanced."
The mayor and aldermen are expected to adopt the tax increase on July 19 to restore almost $ l0
million of the S16.5 million in revenue lost with the elimination of the fire fee. The city also
implemented a hiring freeze and cut expenses, including $ I mitlion Mayor Eddie Deloach had
sought for an early childhood learning center being planned by the Savannah-Chatham School
Board. With the proposed tax increase, the city will be able to preserve funding for some
priorities that included software upgrades, enhanced right of way maintenance, Waters Avenue
streetscape improvements, increased city reserves, and the Savannah Shines neighborhood
revitalization initiative that has already begun in Edgemere/Sackville, said Alderman Julian
Miller. "I'm not sure if everyone understands how deplorable the city's computer system is,"
Miller said. "We're still running programs that most people have abandoned 20 years ago."
Alderman Brian Foster said the city will also maintain the full staffing levels of the police
department after adding more than 120 officers to patrol the city following the department's split
with Chatham County in February. "We are fully staffed and have been for a while in the first
time in over a decade," Foster said. "That's what the public asked for and we have successfully
done that." Savannah's properfy tax rate has been decreased or remained the same every year
since 1994, aside from a six-month half-mill increase in 2010 that was dropped back to the
previous rate the following year. The current rate of 12.48 mills has been in place since 2013.
For the owner of a home with a fair market value of $ I 50,000, the proposed increase amounts to
$55.20 annually or $4.60 per month.
Alderman Tony Thomas said that every effort would be made to reduce the rate in 2019, but
Hernandez responded by casting doubt on that scenario. "I don't know at this point in time
because it's still too early in the process forFYlg to determine, in fact. whetherwe are going to
have a smooth budget process or we're going to have a rocky budget process like we've had thc
last couple years," Hernandez said. "So please do not leave here today thinking that budget
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process for FYl9 is going to be a smooth one because I can't guarantee that." Savannah
Alderman Van Johnson suggested that the city meet with residents before the budgeting process
begins to reconcile what they want and what the city can afford. "We have a region that takes
advantage of many of the services that we provide that they do not pay for," Johnson said. "So I
think part of this discussion is educating individuals that we can give everybody what they want,
but there is a cost to it." Hernandez said that the city's budget director, Melissa Carter, has
already proposed holding several citizen engagement panels to walk residents through the budget
process, "allowing them to see how difficult it is to put together a $400 million budget for an
enterprise the size of the city of Savannah." The council will hold two additional hearings at9.45
a.m. and 2 p.m.July 19 before a making a final vote on the tax rate increase.
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Savannah Morning News (GA)
June 8, 2018
City to Consider $11M in Cuts
Council Approves Adding Sunday 'Brunch Bill' to November Ballot
Author: Eric Curl
With less than six months left to go, City Manager Rob Hernandez has been charged with
cutting more than Sl l million from this year's budget. On Thursday, the Savannah Ciry Council
directed Hernandez to figure out over the next week what cuts can be made to make up for the
anticipated loss in revenue, as the mayor and aldermen prepare to reduce the controversial fire
fee by more than half in the face of widespread opposition. "We're just asking the ciry manager
to go back and modifu the numbers and bring us something forward that people can feel better
about," said Mayor Eddie Deloach. As proposed by the council, a property tax increase is not an
option and the ciry would retain the one mill tax rate decrease that was approved in conjunction
with the fire fee as part of the 2018 budget. The council's vote came after Deloach announced on
Wednesday a proposal to reduce the fee by 53 percent, which would bring the fee to $ 120 for
residential properties. The city is also offering discounts of up to 20 percent until June 15, which
would bring the total to $96. Mayor Pro Tem Carol Bell also suggested that Hernandez present
an alternative option to cover the costs of eliminating the fire fee entirely. "As a council, let us
determine if that's the way we want to go," Bell said. Previous attempts last month by Aldermen
Van Johnson, Estella Shabazz and Tony Thomas to repeal or lower the fee were voted down by
the remaining members of the ciry council during deliberations on how to spend $10 million
surplus from last year. On Thursday, Thomas said he was staunchly opposed to the fire fee, but
was concerned the council was being unfair to Hernandez by not making the $ I I million
reduction request when the surplus was presented. "I don't know if the city manager has truly
analyzed that plan to see if he could reach that number," Thomas said. "And I don't know either
what other options are completely out there." The surplus spending plan, which left the full fire
fee intact, included funding to pay off the purchase of the Coastal Empire Fair site; complete the
Cultural Arts Center; install computer securify upgrades following a malware attack; fund a staff
compensation study; and assist the Savannah-Chatham School Board in establishing an early
learning center touted by Deloach as an anti-poverty initiative.
Hernandez said Thursday he did not recommend using the surplus funds to make up fire fee cuts
because the savings and unexpected revenue fiom 2017 were going toward one-time expenses
and that the fire fee was meant to free up general funds for ongoing operational costs. "lt would
come back to bite us at some point in the future," he said. The proposed budget cuts are
expected to be presented for the council's consideration during a budget workshop June 18. The
tax rate has to be formally adopted by the end of the month and the council is expected to vote on
the revised budget at their meeting June 21. Prior to the regular meeting, the council got a
briefing on a hardship program the city is developing for low-income properfy owners who are
unable to afford the fee. The city is now seeking a nonprofit social service provider to administer
the program so applicants can also have an opporfunity to get assistance with additional needs,
said Tafanye Young, Chief Community Services Officer. "We're hoping that people will take
advantage of this and see rewards beyond just the fire fee being waived," Young said.
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Savannah Morning News (GA)
April 12,2018
The Sense in the City's Spare Cents
Author: Eric Curl
Savannah had a better year, financially, than expected, according to city officials. Now, the city
is planning on providing $2 million in funding needed to complete the new Culrural Ans Center
paying for security upgrades following a recent computer malware attack, and covering the futl
costs of a 3-percent performance-based pay increases for employees, after recently closing out
the 2017 budget with a $ l0 million surplus. The surplus stemmed from a combination of about
$5.2 million in revenue coming in higher than anticipated, in addition to expenses coming in
about $4.7 million below budgeted amounts after the city implemented a hiring freeze last year,
said Ciry Manager Rob Hernandez.
Most of the growth was from elastic revenues, such as lodging and sales taxes, that expand and
contract with strength of economy, Hernandez said. "We have a general idea horv the economy
is going to perform but it's a guess and science at the same time," he said. "So in 2018 our
budgeting numbers are a bit more optimistic than they were when we put together the '17
budget, but something could happen tomorrow." The funding plan going before the Savannah
City Council Thursday will also increase reserve funds, pay a debt owed for purchasing the
Coastal Empire Fairgrounds site, and cover costs associated with converting a section of
Montgomery Street for two-way traffic. In addition, staff is recommending that the revenue go
towards staff relocation costs related to the planned sale of two downtown buildings and a
compensation study to address pay inequities.
"We also did a reorganization this year and created new job titles." Hernandez said. "We think
we slotted them in the right place, but it's time that we do a real in-depth review of our pay and
compensation practices." Almost 100 positions were eliminated as part of the reorganization,
with about 40 of them vacant, but dozens of new positions were added and impacted employees
were given the oppornlnity to apply for the jobs. Seven employees ended up not being placed
either because there was nothing available or they did not accept the position offered, according
to city officials. And after the city council voted to add 24 new positions to the police department
this year, there ended up being a total net reduction of one position.
Hernandez said the surplus does not negate the need for the city's new fire services fee, which
was implemented to correct a structural imbalance the city has faced for years. "lf we didn't have
the hiring freeze and agencies spent every dime we got budgeted, we would have only $5.2
million in extra revenue," he said. "The fire fee provides us an opportuniry to take $21 million of
pressure off of the general fund." The city council recently approved an ordinance that offers up
to a 20 percent discount on the fee for installing safety equipment, developing emergency plans
and participating in fire training programs. Property have between April l5 and June I to apply
for the reduction before bills are sent out in the fall.
Meanwhile, the city also plans to spend about $500,000 on new technology and serv'ices to boost
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securify measures after a malware attack discovered in February impacted some city services.
The malware appears to have been eliminated, but the ciry is still not accepting email
attachments as a precaution, said city spokesperson Michelle Gavin. "We think that we've gotten
it," Gavin said. "We've taken a[ the measures to wipe computers and have taken some extreme
measures, but it's an ongoing thing."
Proposed surplus expenditures
Transfer to Reserves/General Fund Balance: $2.5 million
Performance-based 1-percent employee pay increase: $600,000
Cultural Arts Center Ovemrn: 52 million
Montgomery Street redirection project: $l million
MPO agreement amendment: $200,000
Revenue dept. relocation: $500,000
Fairgrounds - Pay off Debt Service: $ I .4 million
IT/lVlalware Equipment Recovery: $500,000
Relocation Contingency: S 100,000
Compensation study: $300,000
Facility repairs and improvements: $800,000
Rental of backhoe - Cemeteries: $100,000
Total: Sl0 million
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Savannah Morning News (GA)
February 18, 201 8
Savannah Restructures Government Operations
Officials Tout Plan as Way to Make City Operations More Efficient
Author: Eric Curl
New titles and responsibilities, along with salary increases in some cases. have been issued to a
number of Savannah's department heads and top administrators as part of a government
reorganization implemented by Ciry Manager Rob Hernandez. Touted as a way to make city
operations more efficient and achieve the Savannah City Council's priorities in a recently
adopted strategic plan, new departments and positions have also been created, while others have
been eliminated or modified. The restructuring consolidates two assistant city manager positions,
one deputy to the assistant city manager position and five bureau chief positions into three
executive officers. The employees selected for the new positions have the experience and
personality to lead and get things done, Hernandez said. "That's what differentiates managers
from leaders," he said. "I need leaders more than I need managers."
Paying for qualiry
Marry Johnston, formerly a deputy assistant to the city manager, was selected to fill the chief
operating officer position, charged with asset management, customer service, special events
coordination and oversight of the financial and internal service functions of the city. The move
bumps her salary up from $125,827 to $148,000. Heath Lloyd was selected as Chief
Infrastructure and Development Officer, after previously working as the public works and water
resources operations director. Lloyd's responsibilities include ensuring the safety of the ciry's
infiastructure, producing safe drinking water, protecting buildings and streets tiom flooding, and
improving the development process. Lloyd's new salary amounts to $148,000, up from his
previous salary of $109,414. Taffanye Young was hired as the city's Chief Community Services
Officer after previously serving as the Community and Economic Development Bureau chief.
Young is charged with uniffing initiatives and programs focused on improving the lives of
residents and providing them with clean, safe neighborhoods and access to quality housing,
recreational facilities, leisure opportunities and supportive senrices. Her salary increased from
$132,282 to $ 148,000.
The ciry's former budget director, Melissa Carter, also received a pay increase from $89,400 to
$115,000 after being promoted to head the new Office of Management and Budget, which is
responsible for preparing the city's yearly and long-term fiscal plans, as well as taking on an
expanded role in grants development. And David Keating, who previously worked as a real
properry director, had his salary increased from 584,025 to $90,327 after being put in charge of a
revamped Real Estate Services Department that now oversees property acquisitions, facilities
maintenance, cemeteries, and the Civic Center. Pay was only increased for employees who have
taken on additional responsibilities so that they are being fairly compensated, Hernandez said.
"We want to keep the good ones," he said. "And also we have kcy positions we have to fill and
we need to be able to compete and attract a quality workforce." Cutting grass and dysfunction
After years of complaints about property maintenance issues and delays in completing planned
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projects, departments that never talked to one another were merged and new offices were
launched as a way to eliminate government bureaucracy and improve focus, according to
officials. To improve property maintenance, quality of life and tourism impacts, a new Code
Compliance department was created. Previously, code-related activities were handled by
multiple departments, prompting situations in which a property maintenance enforcement officer
could not handle a zoning violation, or vice versa. In addition, property maintenance was only
citing code violations on residential properties and letting violations on commercial properties go
or referring them to the building department, Hernandez said. "So we said time out ... we're
bringing all that in house," he said. "We're going to do cross-training and we're going to have
commonality in how our code enforcement is handled and prosecuted."
Kevin Milton, a new employee with the city, has been hired as director of the department, with a
salary of $l15,000. Former Property Maintenance Director Kimberly Corbin is now working as
Code Compliance Assistant Director, with her salary remaining at $80,368. Similar issues led to
the consolidation of the city's landscape maintenance functions, including squares and
monuments, into a new Greenscapes department. Prior to the consolidation, Hernandez said one
team would cut an overgrown lot and then a different unit would come back a week later and cut
the adjacent canal bank. And in some cases, Hernandez said, small equipment such as weed
wackers would not be brought in until days after the larger mowers had cut down some city
right-of-way. Now, work areas have been divided into grids that are maintained by regional
teams responsible for basically anything that grows, Hernandez said. "They work a grid and
don't leave that grid until everything is finished," he said.
Former Park & Tree Director Gordon Denney now heads the new department. His salary remains
$80,368. The reorganization also included the formation of the Capital Projects Management
office, which Hernandez said put tive full-time positions in charge of overseeing $726 million
in budgeted projects. That move was praised by Alderman Julian Miller recently when the
council was given an update on the projects being funded by the voter-approved special purpose
local option sales tax. Often-repeated concerns were raised about the time it has taken to
complete some projects, and Miller noted that the department was created to address the issue.
"This is one of those things going on behind the scenes that the public won't see that is really
going to make a big difference," Miller said.
Staffing impacts
The restrucruring came after the city imposed a hiring freeze upon Hernandez's arrival in
October 2016, and at his direction only critical positions were filled for more than a year in
anticipation of the changes. Almost 100 positions ended up being eliminated as part of the
process, with about 40 of those vacant. Dozens of new positions were added, however, and
impacted employees were given the oppornrnity to apply for those jobs. "In certain instances wc
were very lean in operations, and I think that was hurting us," Hernandez said. Seven employees
ended up not being placed either because there was nothing available or they did not accept the
position offered, according to city officials. And after the city council voted to add 24 new
positions to the police department this year, there ended up being a total net reduction of one
position, Hernandez said.
Not all employees' pay went up after getting a new position. One former assistant cify manager,
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Peter Shonka, ended up having his pay reduced by $15,624 to $140,619 after he became head of
a new arena development district office - the office focused exclusively on developing the new
arena and stimulating private and public investment in the surrounding redevelopment area. Such
pay reductions were unforfunate, but in some cases could not be avoided, Hernandez said.
"There may have been several, although not widespread, due to reduction in responsibilities," he
said. A number of other staffers retained the same salary, while taking on new roles. Bridget
Lidy, former Tourism and Ambassadorship director, was hired as the new Planning and Urban
Design director after her department was eliminated. Her salary remains $85,703.
And Bret Bell, newly titled assistant to the city manager rather than deputy assistant, is now
charged with handling legislative priorities, preparing the council's agenda, and working to
ensure residents' concerns brought to the attention of aldermen are addressed. His salary remains
$107,205. In addition, former Economic Development Department Director Manuel
Dominguez's salary of $80,368 was left unchanged after he became head of what is now the
Office of Business Opportunify, which is responsible for administering and coordinating the
city's economic and small business development program. After being delayed for about two
months as they attempted to find suitable jobs for all of the impacted employees, the
reorganization became effective Feb. l, said Hernandez, whose salary remains $238,000. "One
thing I want to stress to folks is patience." he said. "We just put this new organizational
alignment into play."
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Savannah Morning News (GA)
December 30, 2017
City Manager Talks 'Funkificationr' Ferris Wheels in Savannah
Opinions Expressed on Preserving Historic Structures Modernizing Others
Author: Eric Curl
A modern looking arena could be in play, but a proposed Ferris wheel on River Street is out of
bounds. City Manager Rob Hernandez recently shared his thoughts on architecture, historic
preservation and development in Savannah, as the guest speaker at the Historic District Board of
Review's recent retreat. During the hour-long discussion earlier this month, Hernandez also took
time to describe one of his architectural "pet peeves." "I hate red brick," Hernandez said. "We
seem to have this tremendous love affair with red brick." He said he would like the new arena the
city plans to build west of the Historic District to have a more modern look, perhaps with
stainless steel and glass, while still paying homage to history. "But it doesn't have to be rooted in
red brick," he said.
The arena site is outside the board's jurisdiction, but Chairrnan Stephen Merriman Jr. later said
he is not necessarily opposed to a more modern looking building being built at the site. "I would
be more opposed to build an arena that appears like it was built in the 1850s," Merriman said. "It
gives a false sense of history." Hernandez also made it clear that he believes City Hall is no
longer an efficient place for himself and other city staffers to work or for the Savannah Ciry
Council to hold their meetings. He talked about his plan to build a modern municipal complex in
order to consolidate the city's workforce, while possibly converting City Hall into a "working
museum" where the mayor and aldermen could have offices. "We're going to preserve City
Hall," Hernandez said. "'We have to preserve it, but the day-to-day stuff can go somewhere
else." The I I I -year-old building is in serious need of repairs, and funds for the strucfure's
restoration will need to be raised, possibly by including the project in the 2019 special purpose
local option sales tax referendum, he said.
Hernandez got some pushback from board members when he said he was considering replacing
City Hall's deteriorating wooden windows with modern faux-wood frames to make them more
efficient and hurricane-resistant. Board members were concerned the move would ruin the
building's historic integrity and lead to private developers also wanting to bypass ordinance
requirements. They suggested the city install exterior wood windows with interior storm
windows to achieve the results he is seeking. Otherwise, the historic protections in place would
crumble, Merriman said. "That's one of the biggest things Savannah has going for it, is our
ordinance," he said. There are some buildings that seem ripe for "funkification," such as the old
East Side Theater on the corner of East Broad and East Gwinnett streets. Hernandez said.
The historic theater with the words "Hungry World" across the old marquee has sat vacant for
decades. "Not to be disrespectful of its character, but you can do cool things with it," Hernandez
said. "That building has a lot of potential." In a similar vein, he would like to "funkiff" Martin
Luther King Jr. Boulevard around the Interstate l6 flyover, which he considers an eyesore. There
have been plans proposed to demolish the ramp into downtown, but Hernandez said he does not
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see the structure going anywhere anytime soon. But the city is too busy trying to put out daily
fires and has little time to be creative, Hernandez said. "You're the folks that need to come up
with those ideas and we'll support it when we can," he said. Hernandez also made it clear that
some proposals will not fly as the ciry tries to balance the demands of tourism with preservation
efforts and residential needs. Board members thanked him after Hernandez said he and the city
council recently rejected a request to install a Ferris wheel on River Street.
The 137-foot-tall observation wheel would have been installed on a city parking lot along the
water between the Abercorn and Lincoln street ramps at an initial rate of $ 17,000 a month, under
the lease agreement proposed by Missouri-based SkyStar Wheel. "When I looked at that request,
I said no way," Hernandez said. Hernandez, who previously worked as the deputy county
administrator of Broward County, Fla., became Savannah's city manager in October 2016.
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Savannah Morning News (GA)
December 1,2017
City Considers Budget Cuts, Fees to Cover its Shortfall
Hernandez: $187 Million Proposal a Starting Point
Author: Eric Curl
Savannah staffers are proposing a variety of revenue generating options and expense cuts for the
2018 budget to determine whether the Savannah City Council wants to implement service
enhancements or reductions in the face of projected funding shortfalls. The preliminary spending
plan presented during the first day of a fwo-day budget retreat on Thursday amounts to a "bare
bones, no frills and somewhat painful" general fund budget of $ I 87 million that includes almost
S l3 million in cuts to personnel, services and capital project investment, said City Manager Rob
Hernandez. "It's not even a recommended budget or a proposed budget," Hernandez said. "It's
just a starting point for our conversation."
The second budget option of almost $200 million would sustain existing services, as well
provide funding for performance-based wage increases and increase reserve funds for untbreseen
expenses. The third spending plan would be an "enhanced budget" of about $21 3 million to
cover expenses related to council prionties, such as additional police officers recommended by a
consultant to improve emergency response times. Among the funding options staff presented was
a proposed fee charged to all properties to cover the cost of fire department services and
eliminate that department's dependence on tax revenue. Implementing a fee to cover the full cost
of fire services would amount to $370 per household and raise an estimated $31.5 million,
according to the budget report.
A consultant, Ecological Planning Group, also presented reduced rates as an option that would
cover between 50 percent and 75 percent of fire service costs and raise about $ 15.7 million to
$23.6 million. Property tax increases and decreases of between half a mill and two mills were
also proposed, with revenue impacts ranging between $2.5 million and $10 million. "Anything
you decide today for this budget is going to play out and have an effect for the next few years,"
said Erick van Malssen, who was working with the fire fee consultant. A hardship fund to assist
low-income property owners is now being considered as part of the fire fee proposal, if it is
adopted.
Savannah Alderman Van Johnson said he is still concerned about the fee's impact since renters
would not be eligible to receive payments from the fund, even if the fee's cost was passed onto
them by landlords. But Alderman Julian Miller said rental rates are established by the market and
he does not expect tenants to be adversely affected as a result of the fee. Alderrnan Tony Thomas
said renters would be impacted, but that the more than 5,800 tax-exempt property owners
benefiting from fire services need to contribute to those costs. "Those folks have got to
participate," Thomas said. "It's going to be tough for some people, but some people have been
riding this system for decades."
The S 12.7 million in spending cuts are being proposed, despite projected increases in property
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tax revenue and other tax revenue streams this year and next. The shortfall is due to a
combination of factors, including an increase of tax exemptions, operating costs and growing
debt payments related to property purchases, infrastructure improvements and public safety
purchases, Hernandez said. "We have a lot of needs in the city that far exceed the revenues
available to us," he said. A surplus of about $3.8 million is actually anticipated for 2017 , due to
higher than projected tax growth and salary savings from a hiring freeze. Those funds are
proposed to be used to offset a budgeted use of reserve funds for 20 17 and help cover expenses
related to hurricane damages and capital project overruns.
The city is also anticipating some employee payouts due to some officers joining the county
police department, following the split of Savannah-Chatham police. Planned civilian staff cuts
stemming from a government restructuring should only result in a "handful" of employees
acfually leaving the organization since those impacted will have the opporfunity to fill other
positions, Hernandez said. The second day of the budget retreat is scheduled to begin at 8:30
a.m. Friday. During the workshop staff will need the council to make a decision on what type of
funding options or cuts they want to move ahead with, Hernandez said. "I have to get some
clarification on what they want to do because I have to put together a final budget," he said.
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Savannah Now - Savannah Morning News (GA)
February ll,2017
Poverty Persists in Savannah, Despite City Programs
Author: Eric Curl
Austin Spell, 20, wants to be a pipe-fitter or EMT. That is why he was recently sitting in a
classroom at the Moses Jackson Advancement Center, where he and six others were registering
for a GED program put on by Savannah Tech. Spell said he was pulled out of school by his
stepfather in eighth grade and he does not have the educational background he needs to meet his
career goals. "I'm planning on getting my bachelor's degree and see what I can make out of
myself," he said. The GED program is one of many programs at the city-supported advancement
center that are meant to help Savannah residents find employment. Still, Savannah's high
poverfy level persists. The percentage of Savannah's population living below the poverty level
was almost 27 percent in 201 5 - up from almost 22 percent in 2000, according to the US
Census Bureau's American Community Survey. The increase occurred as the city invested $2.7
million in general funds in anti-poverty programs between 2011 and 2016, including $642,600 to
support the advancemeut center, according to a recent report presented by city staffers. During
that time, another S I .l million was spent supporting Step Up Savannah's job training and anti-
poverty initiatives, and $981,304 went toward various social service agencies.
About a million dollars in federal funds supported the advancement center and social services
offered by America's Second Harvest of Coastal Georgia, Union Mission and Lutheran Services
of Coastal Georgia. Taffanye Young. Community and Economic Development Bureau chief,
recently attributed the increased poverfy rate to the recession when she presented the report to
the Savannah City Council during an economic mobility workshop. "You had a lot ofjobs that
were lost," Young said. "A lot of people with higher incomes and higher skills ended up taking
some of the lower skilled jobs." And job training is no "magic bullet" when residents have child
care, transportation, substance abuse and criminal background issues to deal with, Young said.
Only l7 percent of the 507 individuals who received job training through the city-funded
programs since 20ll ended up becoming employed, according to the staff report. Those type of
results are not satisfactory, City Manager Rob Hernandez told the council. "We may have to do
something entirely different with some of these populations that have drastic barriers,"
Hernandez said.
Hospitalify programs
Other programs have fared better, however. The US Department of Labor's Workforce
Innovation and Oppornrnity Act only employed 34 percent of the I ,256 Chatham County
participants since 2011, although many of those participants are still engaged in the program,
according to the staff report. And since 201 4,316 adults received job training through the Step
Up's Chatham Apprentice Program, with 59 percent becoming employed. Another 159 jobs have
been created or retained since 20ll tbr low- to moderate-income residents through a city-
supported loan program administered by the Small Business Assistance Corporation. Goodwill
of Southeast Georgia is helping residents find work with the launch this year of a hospitality
training program at the advancement center. Rashena Platt, one of the six-week program's
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participants, said that after three months of being unemployed, the program helped "get her foot
in the door" and find a job as a housekeeper.
Whether hospitality-based jobs will help Savannah reduce the poverty rate has been a matter of
local debate. The growing number of hotels has drawn some criticism from residents, who are
concerned about the city becoming too dependent on what they contend are low paying jobs. But
Borish Jenkins, a Goodwill Career Center assistant who conducts the training course, said the
hospitaliry industry does offer opportunities for advancement and better pay. Hotel employees,
for instance, can start as a housekeeper, go to front desk, then become a supervisor and from
supervisor become a general manager, said Jenkins, a former hotel employee himself. "I know it
can be lucrative," he said. And some hotels, such as developer Richard Kessler's Plant Riverside
$270 million hotel project being built along West River Street, are going to be offering higher
pay, Jenkins said.
The Plant Riverside project is located in a state opportuniry zone, which makes Kessler eligible
for job tax credits for providing employment in an impoverished area. The hotel is supposed to
create 700 full-time perrnanent positions with benefits, including health insurance, and Kessler is
required to pay at least $10.25 as part of the tax credit agreement, but he has said beginning
wages could reach as high as $ l5 an hour . As for Platt's plans, she said she plans on working
her way up to be a manager. "You always have an opportuniry for advancement," she said. "So
just take your time and move up."
'Outside the box'
City staffers said that they plan on improving coordination among service providers, identiff
new revenue sources, aggressively promote programs, and think "outside the box" to reduce the
poverty rate and provide more employment opportunities. Young said that the city may want to
try to re-implement a partnership with a local church that had retirees provide training. such as
brick laying. for residents seeking job skills. Staff is also working on a proposal that will
hopefully address some of the hard to hire issues with respect to city contracts and city
employment, Hernandez said.
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httos : //www. wsav. com/news/savannahs-c itv-manaser-o -his-first-3-weeks/
Nov 9,2016
Savannah's City Manager on His First 3 Weeks
by: Andrew Davis
He was the choice of the council to lead the city of Savannah. In just three weeks on the job, City
Manager Rob Hernandez has already been through a hurricane and multiple murders. But what
does Savannah's City Manager thinks the next three weeks, months, even years may hold.
"Making decisions without having all the appropriate facts or knowing all the different facets of
the community that could be dangerous," said Hernandez. That's why Rob Hernandez says he
is in "listen, learn and observe" mode. Observing the community he now helps shape.
Shaping with a community and a staff he has already seen deal with a hurricane, and thrive under
pressure. 'The reverse would be that i'm here 6 months or a year and we would have a crisis and
what would be going through my mind would be, well i don't know who I would rely on, I don't
know how this team is going to perform, I now know that," explained the City Manager. He also
knows is that crime in Savannah is a problem. "The communiry is very concerned about it, the
community expects us to take proactive measures and we have," said Hernandez.
But the same community also may be too focused on each and every criminal act. "When we
have an instance of crime that happens here its unfortunate," explains Hernandez. "But it stands
out more i think in the community mindset because its out there its closer to them it gets
publicized more in the city of Savannah." But he is not ready to rubber stamp the high cost of
putting more officers on the streets. Stressing Fiscal responsibility, he hopes to find
"progressive" ways to get police what they want in 2017. "My job is to balance all the competing
needs in the community and to try to make a fiscally sound and operationally sound
recommendation to the nine that eventually have to make the decisions," explained the City
Manager.
The decisions about growth of our city is foremost on Hernandez's mind. "'We cant afford to be
as methodical as we have been in the past again because the world is moving at a breakneck
speed, and we have to keep up with the world," said Hernandez. "Are we behind?" "I'm not
saying we are behind. But we have to pick up the pace." Pace of life, and pace of drawing
businesses to Savannah. "Make sure they know Savannah more than just a great place to visit. A
great place to relocate your business," said Hernandez. "Oh and by the way they have a really
great local government as well."
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Sun Sentinel
sEP 2 1., 2016
Deputy Broward administrator leaving for Savannah
By Brittany Wallman
The No. 2 official in Broward County government has resigned, after accepting a job in Georgia.
Roberto "Rob" Hernandez, deputy county administrator, said in a letter to County Administrator
Bertha Henry earlier this month that it was with "great sorrow" he submits his resignation.
Hernandez was responsible for a large portion of county government, and also brokered the deal
with the Florida Panthers that increased the hockey club's public subsidy but helped ensure the
team would stay. In a handwritten note on the resignation letter, he thanked Henry for mentoring
him, and giving him "the tough tasks to take on, like the arena."
Besides the deputy position, Henry has fwo assistant county administrators, Monica Cepero and
Alphonso Jefferson, and two assistants to the county administrator, Gretchen Cassini and Alan
Cohen.
Hernandez has been the deputy in Coral Springs and in Atlanta's Fulton County. But he said his
professional goal was to be in the top position. "I'm not getting any younger and the years are
just flying by, so this was the right time and the right community," the 50-year-old Hernandez
said in an email recently. "l did not want to take any city manager or county manager job just for
the sake of it, unless the community was right. Savannah is a nice town with lots of positive
attributes and challenges, too." Hernandez's resignation is effective Oct. 9.
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wToc l l (GA)
August ll, 2016
City of Savannah Names Roberto Hernandez as Sole Finalist for City Manager
Author: Sean Evans
The City of Savannah held a news conference on Thursday to discuss updates in the search for
the new city manager. After a nationwide search, and in a unanimous consensus and
recommendation, Roberto Hernandez, deputy county administrator of Broward Counfy,
Florida, has been named the sole finalist for the position of City Manager of Savannah. Choosing
Hernandez was a unanimous decision by city council members, and Hernandez has accepted
the offer pending contractual negotiations according to Mayor Eddie Del-oach. Deloach said
Hernandez's hands-on approach, experience in government and energy are some of the qualities
that separated him from the other candidates.
According to the Broward County Government website:
Hernandez is an ICMA-Credentialed Manager with more than twenty years of progressive and
responsible local government management experience. He re-joined Broward County in July
2013 as Deputy County Administrator. Previously, he served as Deputy City Manager for the
City of Coral Springs overseeing various city functions as well as the city's community
redevelopment agency. Prior to Coral Springs, he served as Deputy County Manager for Fulton
County, Ga., where he oversaw public safety agencies, unincorporated area services, the Office
of the Child Attorney, offender reentry program, and coordinated with the County's
constitutional and judicial agencies. He previously served Broward County in a variety of
capacities from 1994 through 2008, including serving as an Assistant to the County
Administrator from November 2003 to June 2008. Rob retired from the U.S. A.-y Reserves in
2008 after aZ3-year career, most recently serving as a senior instructor in civil-military
operations.
Hernandez was a finalist for two other jobs previously. He was a finalist for the El Paso County,
TX County Administrator position earlier this year, and was a finalist for the Delray Beach Cify
Manager position in 2014. Hernandez talked about the advantages the region presents, with the
ports, travel opportunities with Savannah-Hilton Head International Airport and the proximity to
the beach and overall rich history, as well as the military presence. "l was very impressed by the
passion from the city council in terms of what they see happening in the city over time, and their
strong dedication to the community. That really, that really sold me," said Hernandez. While in
Fulton County, Hernandez oversaw multiple departments including police, fire and rescue and
also senred as the county manager's liaison with judicial agencies.
Mayor Deloach says he believes Hernandez could come in and start working right away with
the police department and judicial services in Savannah to address crime. Alderwoman Carol
Bell says she was impressed with how much Mr. Hernandez knew about the city and its
operations already. So WTOC asked the front-runner what he's observed so far and hopes to
achieve as the next city manager. "The need for continued re-investment in certain communities,
a progressive strategy for bringing new investment for the community, for growing jobs. For
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fixing and updating the condition of the infrastructure. Those are the things that everybody goes
through, it's very common. But that's certainly something that I'm going to have to tackle once I
get there," said Hernandez. Savannah City Council members met on Wednesday to hear from
the search committee about where they are on the final candidates up for the position. The
council and search committee then met behind closed doors in an executive session.
Current City Manager Stephanie Cutter announced her retirement at the beginning of the year,
setting into motion a nationwide search for her replacement. So, what exactly was the city
looking for when they put out the posting for a new city manager? It's an important
question given that at least the last two city managers were not what the respective city
councils eventually wanted in the role. First of all, for those who forgot or perhaps never
knew, ours is a Council/City manager form of government. Meaning while the council
appoints a city manager, the city manager runs the city and some might argue, the city
council itself.
First and foremost council was looking for a person who had worked with and understood the
challenges of a diverse community, not just racially but economically. Someone who could bring
new ideas for breaking the cycle of poverty among those living in certain neglected parts of
Savannah. And, of course, someone who bring new ideas to the table when it comes to fighting
violent crime, in particular, gun violence. Here's an interesting role they want this person to filI:
possible ax-man. Council, at least the newest members, want this new city manager to review
cify government top to bottom and start cutting if Savannah's Ciry Hall has gotten too big, and
taxpayers are paying too much for something that could be done with fewer people and
resources.
For filling this role, our new city manager will receive the city's benefits package and a salary
between $210,000 and $300,000. That's yet to be negotiated if Roberto Hernandez is our man.
We mention briefly where this candidate has been and what positions he's held in the past. You
may be thinking of all his deputy roles that this guy has always been the groomsman and never
the groom. And Hernandez anticipated that issue in his actual resume' saying, "...I've resisted
the temptation to 'chase' city manager positions solely for the sake of becoming a city manager at
any cost. Instead, I've judiciously and patiently served in deputy roles in great organizations and
exceptional communities. "
Hernandez considers himself a pretty simply, straight-forward guy. He says his management
style is fluid. It adapts to the specific situation. Not that we're looking yet, but Hernandez will
tell you he is clean. This is what he told recruiters before tossing his hat in the ring: "...There is
'no dirt' on me. I live a clean, simple life, prefer to tell things as I see it, and sleep well at night."
We will continue to follow those negotiations and let you know exactly what the city decides
when it comes to salary, contract length, start time and other allowances.
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Tribune Content Agency News Service (USA)
May 20,2016
Is Broward ready for a hurricane hit? Drill shows how rescue would work
Author: David Fleshler
May 2O--After raking the Florida Keys and Miami-Dade County, Hurricane Kimo reached
Miramar as a lethal Category 3 storm, with sustained winds of 129 mph, and tore a diagonal
corridor to Deerfield Beach. The slow-moving storm bore into the county for seven hours. A
tornado struck Pembroke Pines, Cooper City, Davie and Fort Lauderdale. An eight-foot storm
surge trapped people on barrier islands. With cell towers damaged, many smart phones became
useless. This was the scenario Thursday as Broward County conducted a full-scale hurricane
drill at the Emergency Operations Center in Plantation to prepare for the June I opening of
hurricane season. About 300 people gathered on the operations center's vast open second floor to
practice receiving calls for help, coordinating responses and dealing with the countless
challenges of a natural disaster.
"We've got to get it right the first time," Rob Hernandez, deputy county administrator, told the
group. "The public expects that we'll get it right the first time. We can't offer them excuses.
There are no alibis, there are no mulligans." The scenario began seven hours after the all-clear, as
the county lay damaged, darkened by power outages and full of a untold crises, with fatalities
reported, residents trapped by floodwaters and many situations requiring immediate attention.
Like much of contemporary life, the response to the crisis would be coordinated largely through
a computer software program, in this case WebEOC 8.0, a crisis-management system developed
by Intermedix Corp. of Fort Lauderdale.
As calls for help and reports of problems such as power outages came in, it was up to those in the
room to route them to the right agency or issue the correct orders to deal with them. The group
included representatives of law enforcement agencies, fire departments, the county government,
Florida Power & Light Co., city governments, the Red Cross and many other organizations.
A call to rescue four people trapped on a roof in Oakland Park was routed to the Broward
Sheriffs Office, said Major Kevin Shults, who headed the Sheriffs Office group at the
emergency operations center. But the law enforcement agency's helicopters didn't have the sort
of basket-and-line system required for such an endeavor. They asked the Coast Guard to do it
instead. A call for water came from Pompano Beach, where the storm damaged the treatment
plant, reducing its output by half. Alan Garcia, director of the county's division of water and
wastewater services, ordered emergency interconnects from a county water plant that would
temporarily provide the city with sufficient water.
In the pressroom, public communications specialist Cindy Malin scrawled occasional updates on
a white board: "Flooding and tornado damage throughout counfy. Exact location TBD." "Drones
being used to assess damage." As the various reports, crises and calls for help came in,
evaluators in green vests observed the work in each area. They will prepare written reports. Thc
Red Cross, which operates shelters, faced a crisis when 2,500 people showed up at a Coconut
Creek shelter that was already full. The issue was "escalated" to a high-ranking group of
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decision-makers, who authorized the opening of an additional shelter. "The exercise is to test
our abilities to collaborate, communicate and respond," said Roberto Baltodano, the Red Cross'
regional communications manager. "These are things that could happen during a real hurricane.
We've had these hurricane scenarios." The county has not seen a direct hit from a hurricane since
Wilma in 2005. "It's been 1l years since we had one," County Mayor Marty Kiar said to the
group before the drill began. "Hopefully this will be another year that we're hurricane-free. But
eventually we're going to get hit."
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South Florida Sun Sentinel (FL)
Dec 8, 2015
Deal helps Panthers, helps Broward more
The Broward County Commission should approve a new agreement today with the Florida
Panthers because the deal would better protect the public's investment in the BB&T Center. One
can argue persuasively the county was wrong to make that investment of tourist tax revenue 20
years ago, when the Panthers wanted out of the old Miami Arena. A National Hockey League
team draws fewer tourists than Broward's beaches and the convention center. The county,
however, can't back out of that commitment. With that in mind, county administrators make their
more persuasive case for the front-loaded $86 million deal that would run through 2028.
One argument against the deal is the public shouldn't subsidize the rich owners of the Panthers.
Deputy County Administrator Roberto Hernandez responds that the money -- none of it
property tax revenue -- would go toward the arena, not the Panthers. The team owners also run
the company that manages the BB&T Center. They would have to spend the $86 million on
improving, operating and promoting the arena, of which the team is the main tenant. The county
would have to sign off on the improvements. The team also would continue to pay $5.3 million
per year toward the arena's debt, which will be paid off in 2028. So the county's investment
would go to the county's facility.
The other main argument against the deal is the county should spend the money on projects that
better play to Broward's tourism strengths -- such as beaches. Two other key priorities are an
expanded convention center and a convention center hotel. The arena is far from the county's
major tourism hubs. Hernandez acknowledged, "We are very sensitive to that." He believes,
however, the county can "meet all of our obligations" regarding tourism promotion, especially
beach renourishment. County officials, Hernandez said, routinely have made conservative
estimates of 3 percent for increases in tourist tax revenue. In fact, annual increases have been
more like 5 percent.
The county has put much of that balance in reserve, Hernandez said. A recent study of the
tourist tax questioned the amount of money held in reserve. Doing so, Hernandez said, means
the county can use that money for one-time projects like beach renourishment and still pay the
recurring expenses of the Panthers deal. Part of this story is the coming debate over raising the
tourist tax from 5 percent to 6 percent, even though none of that potential revenue is part of the
Panthers deal. It is generally agreed money from the sixth cent would go toward convention
center expansion.
Hernandez said the county is waiting for bids on the expansion. When administrators have an
idea of the cost, the counfy will start discussions on raising the tax. Miami-Dade and Palm Beach
counties have raised their tourist taxes to 6 percent. +The deal would cut the county in for a share
of profits if the money-losing Panthers became big winners on the ice and financially. Thc arena
would have a better chance of getting an all-star game, and the team would continue to help
youth hockey in Broward. All are nice points, but the focus of the deal, correctly, would remain
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on the BB&T Center. The healthier it is, the better for the county. Losing the Panthers would
mean losing 40 dates, and the BB&T Center has lots of regional competitors. So the arena is
healthier with the Panthers, and with the team having a better chance to succeed.
Having studied the financials, Hernandez said, "We came to the conclusion that it would cost
the county almost as much if the team stayed as if the team left. It's almost an economic wash. So
if we would pay with or without them, it's better to have them." The deal would allow the
Panthers to leave after eight years, but the team would have to repay the $72 million in tourist
tax revenue it had received. If the team left after eight years, the county would have enough
money to repay the arena debt. As long as the Panthers stay, Hernandez said, "We transfer a lot
of the responsibility to the team." The county also would get development rights to land around
the arena. One other point in the deal is worth noting. Two decades ago, the counfy committed to
spending two cents of tourist tax revenue on the arena. The county hasn't met that obligation.
Under the deal, Hernandez said, the Panthers would drop all claims to any unspent money.
There might be emotional reasons to reject the Panthers deal. There are better business reasons to
approve it.
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Capital Gazette (PA)
March 3,2015
Broward Commission Brainstorms Ways to Help Struggling Center Pocket of County
Author: Brittany Wallman
In the heart of Broward Counfy is a zone of economic depression that even the most dramatic
real estate boom didn't lift out of poverry. The unincorporated neighborhoods in the 3331 I zip
code - roughly between Interstate 95 and U.S. 441, north of Broward Boulevard - were left
behind by the cities around them. No city will take them. County commissioners are their only
local government. Commissioners met Tuesday to talk about the central county communiry -four mostly African-American neighborhoods of about 7,000 people - and agree on a host of
small efforts to help. Only $4.8 million is allotted for economic development there - a sliver of
the county's overall $4.1 billion budget. County Commissioner Dale Holness, the area's only
direct local representative, said it's the first economic development money the county has spent
there since the 1980s. About $30 million has been spent on improvements of roadways. bus
shelters, drainage and the like. The moves commissioners endorsed Tuesday are hardly
dramatic: Relocating a Boys and Girls Club to Delevoe Park,, continuing building homes on 144
lots the counfy owns, working with small businesses to improve properties by offering loans or
grants, giving a makeover to some of the roadways, improving parks, and banking land for furure
redevelopment. No one promised an immediate turnaround. "It doesn't happen overnight," county
Economic Development Director Sandy-Michael McDonald warned. But county leaders said
they support a renewed focus. "I'm glad to see we're moving forward with some planning,"
Holness said, "because the community desperately needs it." While the rest of Broward enjoys a
rebound from the Great Recession, with three years now of positive economic growth, the central
county zone remains stagnant. "These communities look to us to guide them along the way to
economic prosperity in their neighborhoods," Deputy Counfy Administrator Rob Hernandez
said.
Joblessness is down to about 5 percent countywide. But in Central Broward, it ranges from 2l
percent in Boulevard Gardens, to 22 percent in Roosevelt Gardens, to 32 percent in Washington
Park, to an astounding44 percent in Franklin Park. Holness said many residents there lack
transportation and job skills, and some have criminal backgrounds - all obstacles to
employment. Countywide, the median household income is $51,251. In the central counry area,
it's significantly lower, at $33.432, Assistant Counfy Administrator Alphonso Jefferson said.
Crime is down there, counfy officials said. Still, the numberof rapes, burglaries, carthefts and
assaults are relatively high in such a small area, county leaders said, and residents complain they
regularly witness drug deals and prostitution, as well as assaults. Broward County Administrator
Bertha Henry said she would begin implementing the economic development ideas discussed
Tuesday. McDonald said he hoped to leverage the money to spark private investment from
business owners. Each project will refurn to a County Commission agenda for approvals. Across
downtown, at the Fort Lauderdale City Commission, Commissioner Robert McKinzie asked that
the ciry take anothcr look at annexing the unincorporated areas. The city will move in that
direction.
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Broward New Times (FL)
March 18,2014
Florida Panthers Asking for Public Money, but Proposal Seems to Benefit Only the Team
Author: Chris Joseph
Looks like the Florida Panthers' latest proposal to Broward County has altered language that
would basically screw over the county while they make the big dough, according to a rundown
of the proposal by the Sun Sentinel. The first proposal the Panthers made at the beginning of the
year had asked the county for something around $70 million, claiming that they had been losing
$20 million and that they need public funds to keep from being dissolved from the NHL. This
latest proposal asks for $80 million or more. The Panthers also want to develop 22 acres north of
the BB&T Center for a casino-hotel that the county is also supposed to pay for. The Panthers
turned over the 57-page proposal to Broward County commissioners and, according to the
Sentinel's findings, it boils down to more money for the team while the county gets the shaft.
Those wishes are not far off from when the team asked for county money originally back in
January. The team's original proposal included taking $4.5 million of its annual payment off the
books and having it picked up by Broward County. The team also asked the county to contribute
$500,000 a year toward maintenance.
The latest proposal says the Panthers need a hotel-tax subsidy package worth $80 million over
the next 14 years to keep them from losing money. But the overall deal would seem to benefit
only the Panthers. "As currently written in their proposal," Deputy County Administrator Rob
Hernandez told the Sun-Sentinel, "it would definitely have an impact on our ability to share in
any of the profits." County officials say they won't support the proposal without a better return
for Broward's taxpayers. Back in September, the Panthers were bought for 5240 million by Cliff
Viner and Sunrise Sports & Entertainment to a group led by New York businessman Vincent
Viola. The Panthers have had an operating loss of $12 million for the 20ll-12 season and were
worth $ 170 million, according to Forbes. As for Panther and hockey fans' reaction to this, they
took to Twitter with the usual vitriol.
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US Fed News (USA)
August I l, 2013
Broward County Names New Deputy County Administrator
Author: Stoff
Broward County has issued the following news release:
Broward County Administrator Bertha Henry has announced the appointment of Roberto
'rRobrr Hernandez as the new Deputy County Administrator. Hernandez is an experienced
public servant who served as depury county manager for Fulton County, Georgia, and most
recently as deputy city manager for Coral Springs in Broward Counfy. He is rerurning to County
Government, where he first began serving the Counfy in 1994 and most recently served as an
assistant to the county administrator from 2003 to 2008. As deputy county administrator,
Hernandez will assist the administrator in managing the day-to-day operations of the County,
and oversee the activities of several large departments, including Public Works, Human Services
and Environmental Protection and Growth Management, as well as the Parks and Recreation,
Libraries and Cultural divisions. Also reporting to Hernandez will be the Office of Economic
and Small Business Development, Office of Public Communications, Office of
Intergovernmental Affairs and Professional Standards, and the Office of the Medical Examiner
and Trauma Services.
Henry said, "We are excited to have Rob back with Broward County. He has dedicated much of
his professional life to public service and has a keen understanding of how county government
programs and services help meet the needs of our residents, businesses and visitors. He will be a
valuable asset to the County and the community." Hernandez has a bachelor's degree in public
administration from Florida International University, and a master's degree in public
administration from Nova Southeastern University. He is a graduate of the Broward Fire
Academy and the U.S. Army John F. Kennedy Special Warfare Center and School. He retired
from the U.S. A.-y Reserves in 2008 after aZ3-year career, most recently serving as a senior
instructor in civil-military operations.
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McClatchy-Tribune Regional News (USA)
February 6,2013
Brieft Coral Springs Offers Incentive to Company
Author: Lisa J. Huriash
Taxpayers will be handing over cash to a new business considering coming to town, although
they don't know yet who is getting the check. City officials said the business, described as a
"pharmaceutical manufacturing, research and development" company, is a coup for the city. The
company is expected to bring 108 jobs and a new source of tax revenue to the city.
Dubbed "Project Rock Solid," the business will receive $540,000 in state, county and city money
in incentives through the state's qualified target industry tax refund program. In addition to the
city's portion of $54,000, city commissioners agreed Tuesday to allow $825,000 in credits that
would normally be paid for fees such as building permits.
"The bottom line is if we don't offer incentives, somebody else will," said Rob Hernandez,
deputy city manager. "lt's the cost of doing business." The company is allowed by state law to
remain unknown to the public while it's in this process of receiving incentive money. Hernandez
said the company asked to remain anonymous for competitive reasons.
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McClatchy-Tribune Regional News (USA)
December 13, 2012
Coral Springs to Consider building New City Hall
Author: Lisa J. Hurtash
City commissioners said Tuesday they were open to the idea of spending millions of dollars to
construct a brand new City Hall. "To me, the short answer is yes," said Commissioner Claudette
Bruck. "We should proceed and we should proceed now." Cify leaders must now decide if they
really want the new building, where it will go and how to pay for the estimated $25 million cost.
It will eventually be a "financial decision," said Vice Mayor Tom Powers. "There's way too
many questions." For about ayear, former Mayor Roy Gold had proposed closing both City Hall
buildings on the north and south sides of Sample Road to construct one large facility.
But while some commissioners had previously said the project could become unwieldy and too
expensive and they doubted there would be public support, the majority now seem open to at
least fuither discussion. Deputy City Manager Rob Hernandez said the 45-year-old building
was "outdated and functionally obsolete." "You can go anywhere and hear conversations in the
next office," he said. And, the current building is "not a source of civic pride." "That's
depressing," Bruck said. Hernandez also said the current building is expensive to keep up, with
$ I million alone needed to retrofit the building to accommodate a new telephone system.
"If we're pouring money into a facility that is no longer worth pouring money into," the
commission should consider a new building, said Commissioner Dan Daley. City Manager Erdal
Donmez said the city staff will come back with "more refined numbers" in late January with the
projected costs to build a new City Hall at various spots, which include the current location,
Mullins Park, and the area envisioned to be built as a downtown.
Several South Florida cities have recently built new City Hall complexes. Doral earlier this year
spent $22 million on its new building and Wellington built its new building last year for S10.5
million. In Coral Springs, officials said municipal bonds would be the best way to cover the
expense Commissioner Lurry Vignola said he has always opposed the plan and still does. "Is it a
top priority to spend more than $20 million on? Not in my opinion, and not in the opinion of the
majority of our residents. I don't why we're still talking about this. I don't think now is the time
for a project like that."
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South Florida Sun Sentinel (FL)
November 24,2011
Springs Gets New Deputy City Manager
Author: Arun Sivasankaran
Roberto Hernandez, who has over 20 years of progressive and responsible local government
management experience, has been appointed Coral Springs Deputy City Manager. "I look
forward to leveraging Rob's operational expertise to continue delivering exceptional services to
our communiry with the best possible level of service," City Manager Erdal Donmez said. Prior
to joining Coral Springs, Hernandez was the Deputy County Manager for Fulton Counfy since
2008. Hernandez also served as an Assistant to the County Administrator for Broward County.
Before that, Hernandez served in a number of key roles with local government.
His professional experience includes key positions in public safefy, housing and community
development, and social services. In addition, his military service includes more than23 years in
the U.S. Army Reserves. He has held several leadership positions and has served on Active Duty
in support of several military operations. Hernandez holds a Master of Public Administration
degree from Nova Southeastern University and a Bachelor of Public Administration from Florida
International Universiry. Hernandez also obtained his certification in firefighting from the
Broward Fire Academy.
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The Atlanta Journal-Constitution (GA)
May 25,2011
Illegal Dumping
Putting the Brakes on Tire Dumping
It's no Easy Task as lllegal Activity Stealthily Spreads Across State
Author: Ernie &rggs
Over 10 days last fall, someone made three trips to the Arts Exchange and dumped more than
1,000 old, dirty tires onto the properfy. The location was ideal. Easy access off I-20 in southeast
Atlanta. A dead-end road. A wide-open space. Across Georgia. there are hundreds of examples
of illegal tire dumping such as this, on public and private lands, creating aproblem that is as
much health hazard as it is eyesore. Of l0 million scrap tires generated in the state annually, an
estimated 1.5 million are discarded illegally, the Georgia Environmental Protection Division
said. And Atlanta finds itself at the center of this rubberized abandonment, with its city council
compelled this week to form a separate tire commission to combat the violators. The city
annually deals with 450,000 scrap tires, nearly 70,000 of them dumped illegally, said Winthrop
Brown, Georgia EPD program manager.
Not surprisingly, money is at the heart of this problem: Tire salvagers get paid to collect tires but
many of them won't pay for recycling. So they dump the tires. Everywhere they can. "It is a very
significant problem in the state, because of the expense and because these tires are breeding spots
fbr mosquitoes and vectors," said Brown, noting that Newton Counfy last year collected 67,000
dumped tires. "Dumping is bad in metro Atlanta because of the population, but dumping is
increasing in rural areas because of the distance they have to travel to get rid of tires."
As part of his job, the EPD's Brown regulates how tires are disposed from car dealerships and
tire shops, among others. Businesses must pay for a carrier to pick up truckloads of old tires.
Otherwise, there is little concentrated enforcement. Tire dumping is a felony, but there are just
five criminal cases currently pursued by the state, though several people previously have served
prison time for this offense, Brown said. "If nobody calls it in, we have a hard time prosecuting,"
Brown said, adding there are only a few localjurisdictions, such as Columbus and Macon, that
have their own laws on the books, though state regulations exist. In April, Atlanta
Councilwoman Joyce Sheperd, who pushed for the tire commission, led a clean-up in District 12
in which 2,000 tossed tires were collected. In southeast Atlanta, she has overseen the retrieval of
4,7 | I tires this year, and more than 10,000 over the past five years.
Fulton County Deputy Manager Rob Hernandez said south Fulton has the same problem as
Atlanta with illegal tire dumping and no ready solution. The county has considered putting a
deposit price on used tires, similar to glass bottles, to encourage residents to take them to a
landfill. "lt's difficult to prosecute offenders unless they're caught in the act," Hernandez said,
"and Fulton lacks the staff to try to trace tires back to suppliers and find out who they were sold
to." Last summer, the Fulton County health department spent S23,000 on a tire drive that netted
2,100 tires. The public works department pays S50,000 per year to dispose of old tires. "This has
been a real problem for us," said Cheryl Odeleye of the Arts Exchange, surveying the endless
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and unwanted black mountain left near the center. "It is a health hazard. And it is a morale
downer for someone to come in and be so disrespectful to us."
Piles of old tires don't necessarily present toxic health issues, rather they serve as nesting places
for rats, snakes and mosquitoes, little consolation to those left with this mess. Across metro
Atlanta, jurisdictions vary in how to deal with dump sites. DeKalb Counfy officials said they
defer to state law in dealing with tire dumping. In Clayton Counfy, illegal dumping can land
someone in jail for six months. Cobb County claimed it hasn't had much of an issue with
discarded tires. outside of a few isolated incidents. "What a lot of people don't understand is that
there are a lot of expenses involved in tire disposal," Dewey Grantham of Liberty Tire Recycling
said.
If operating lawfully, a carrier takes used tires to a recycler, where in Georgia there is a 90
percent chance these tires will be converted to fuel. A carrier typically charges $2 per tire, but
has to pay the recycler $ I for each, cutting into the profit. An illegal carrier might charge $ I .50
per tire on pick-ups, bypass the recycler and leave the tires at an isolated place like the Arts
Exchange. There also have been cases in which people have rented trucks and abandoned them
filled with old tires. Bolder criminals have stocked empfy warehouses with worn tires. The state
lacks funding to properly monitor tire disposal. For every new tire larger than 12 inches and sold
in Georgia, a consumer pays a S I fee, which was supposed to go to a solid waste fund. Yet for
two years, state lawmakers have diverted the funds elsewhere, covering other needs. Limited
state spending also has resulted in fewer inspectors, making it harder to monitor and clean up tire
dump sites.
The Arts Exchange, even with more than 1,000 tires, had what was considered a small clean-up.
Liberty Tire Recycling volunteered to remove the tires, employing tbur workers. The tires were
loaded in less than two hours. Grantham said his company processes 25,000 tires daily. "What is
unforfunate is that illegal tire dumping gives tire recycling a bad name." Grantham said.
Tire disposal
Number of scrap tires generated in Georgia annually: l0 million
Number of those that are disposed of illegally: 1.5 million
Fulton public works department's expense each year for tire disposal: $50,000
State fee charged on each new tire larger than l2 inches that is supposed to fund a solid waste
filnd, but has been diverted for the past two years for other purposes: $1
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The Atlanta Journal-Constitution (GA)
May 16, 201 I
Your Tax Dollars
Grumbling Greets Amphitheater
Supporters See Boon for South Fulton; Opponents Question Use of Funds
Author: Johnny Edwards
South Fulton has a lot to brag about these days. After last week's announcement that Porsche
would leave Sandy Springs to build its North American headquarters near Hapeville, Fulton
Counry officials will open the new 5,200-seat Wolf Creek Amphitheater. Supporters are counting
on the venue becoming another Chastain Park, a regional draw where picnicking music fans take
in classy, intimate concerts. Fulton County Commissioner William "Bill" Edwards, who has
championed the $6.1 million project for the past decade, predicts it will draw the spending power
of concertgoers from throughout the metro area to nearby stores and restaurants, bolstering a
local economy hit hard by the recession.
But the amphitheater is a sore subject for north Fulton residents who say it's another case of the
county government using their tax money for projects that don't benefit them. State Rep. Lynne
Riley, R-Johns Creek, who opposed the amphitheater when she was a Fulton commissioner, said
the $6.1 million shouldn't have come from the county's general fund. "Every citizen of Fulton
County, regardless of where they live, top to bottom, is underwriting the cost of operating that
facility," she said, "whether it's a gain or a loss."
Edwards said south Fulton residents pay county taxes, too. "South Fulton needs to be able to live,
work and play right where they are," he said. Business owners between the amphitheater, which
is off Camp Creek Parkway, and I-285 expect a boost. Anwar Noorali, owner of Camp Creek
World of Beverage, predicts a l5 percent to 20 percent increase in business on concert days from
wine shoppers. "Any economic activity, and concerts that bring in a lot of people, will definitely
be good for the local economy," Noorali said.
But some point to the location -- in the flight path of the world's busiest airport -- as an issue.
Michael Fitzgerald, a Johns Creek resident and member of the Milton County Legislative
Advisory Committee, said he can't fathom making a 45-mile drive to attend a show there, not
with the constant roar ofjet planes overhead. "One of the problems with Fulton County is it's too
big, and that's a long w8/," he said.
The Wolf Creek Amphitheater has stirred tensions along the way. When the construction
contract was approved in 2008, Riley and Commissioner Tom Lowe were outvoted 4-2. Riley
contended that figures from a 2005 feasibiliry study -- which predicted the amphitheater would
be profitable after three years -- needed to be updated. Edwards fired back that she and Lowe
were trying to sabotage a revenue-generating project that south Fulton wanted. Edwards also
brought up that the county spent Sl million on Alpharetta's Verizon Wireless Amphitheatre,
which was privately built. The county's contribution came through a trade-off for north Fulton
not having garbage service at the time. Gary Bongiovanni, editor-in-chief of Pollstar Magazine,
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said a 5,200-seat venue will have a tough time up against the 6,500-seat Chastain Park in
Buckhead, the 12,000-seat Verizon amphitheater, and the 19,000-seat Aaron's Amphitheatre at
Lakewood in southeast Atlanta. The proximiry to Hartsfield-Jackson International Airport won't
help, Bongiovanni said. "Especially if you're talking about doing any acoustic acts," he said.
Fulton County Arts Council interim Director Michael Simanga, whose department will run the
amphitheater, said he isn't worried about planes. Before construction began, the county held free
concerts at the site, including Atlanta Symphony Orchestra performances. "You can't really hear
it, once the music is playing," Simanga said. Grammy-winning soul/R&B singer India Arie will
perform a free concert June 4 for the grand opening. No shows have been booked after that, he
said, though he's in negotiations for some. Riley questions whether Wolf Creek will cover its
operating costs.
The county doesn't have a detailed operating budget yet. Deputy County Manager Rob
Hernandez said planners didn't expect the facility to be finished this soon, so the upcoming
concert season will be something of a trial run, with 10 shows at the most. The plan is to recoup
costs through concert bookings, and the County Commission has approved a fee schedule.
Expenses should be limited to electricity, water, janitorial maintenance and groundskeeping, like
any public park, Hernandez said.
Wolf Creek was the shooting venue for the 1996 Olympics, and it currently houses a police
training center. A new library is in the works, and other plans include a sports complex, walking
trails, horse trails, and an arts, cultural and events center, which also could generate revenue
through bookings, Edwards said. Alre Alston, owner of the Ultimate Bar and Grille in Camp
Creek Pointe shopping center, expects the amphitheater to bring him customers before and after
shows. "I think it will be a good thing, as long as they bring in the quality clientele, not the rough
clientele," he said.
Edwards said the county won't allow hard-core rap acts. He's looking for shows that appeal to
south Fulton residents, citing performers that played free concerts -- R&B groups such as the
Manhattans, the Spinners, the Dells and the O'Jays. However, he said, north Fulton residents are
welcome to book shows, too. The amphitheater also can be uscd for church functions and
graduations. On a recent visit, Edwards showed off the massive stage, the pristine dressing
rooms for stars and the 4 feet of legroom between the rows of seats. He said he has no doubt the
project will pay for itself. "It isn't about being sustaining," Edwards said. "Let me tell you what
we want to pay: lights and water. This is for the people, for people to come out here and have a
good time."
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The Atlanta Journal-Constitution (GA)
January 22,2011
Fulton Hikes Club Fees Despite Suit
Judge Declared Adult Ordinance Invalid after Free Speech Dispute
Strip Joints' Attorneys Debating Next Step
Author: Johnny Edwards
Fulton County will raise fees on strip clubs by hundreds of dollars this year and double them for
nude dancers, even though the county remains locked in litigation over the fees after a federal
judge recently declared the adult entertainment ordinance unconstitutional. With no discussion,
the commission voted 5-l this week to raise a list of fees on businesses and residents in
unincorporated south Fulton expected to generate an extra $303,601 per year. Amid new and
increased rates for false alarms, fire safety inspections, escort services and door-to-door salesmen
were several license and permit hikes on the county's three nude bars off Fulton Industrial
Boulevard.
Attorneys for the clubs say they are considering what to do: whether to seek an injunction or pay
the fees and hope to recoup them as damages. "I don't know what right they have to increase
them when the case is still being litigated," said Jim Cline, who represents Riley's Showbar. "I
guess they can do whatever they want. I guess we can argue about it when we get to the end."
Rob Hernandez, the deputy county manager for the South Fulton Special Services District, said
the county attorney advised officials that since the lawsuit is still pending, Fulton is justified in
raising the fees. If a club refuses to pay, it could have its license revoked and would face closure
he said. "There was an injunction ordered on certain aspects of the ordinance, but not all aspects
of the ordinance," Hernandez said.
County Attorney R. David Ware did not return messages from The Atlanta Journal-Constitution
inquiring about the issue. The judge's ruling arose from a First Amendment lawsuit filed by a
group of clubs in 2001 that challenged the counf's rewed-up regulation of nude dancing as a
prior restraint on free speech, part of a larger battle being waged throughout metro in both state
and federal courts. The clubs won the 2001 case in U.S. District Court. It was reversed on appeal,
and then it was sent back to District Court. In November 2010, Senior U.S. District Judge Robert
Vining ruled that the code illegally put the clubs through a bureaucratic wringer, making them
wait indefinitely for approval from police, fire and building departments. While Vining withheld
judgment on whether the fees were too high, he did say that if sections of the ordinance don't
hold up, none of it can stand. "Judge Vining has said that we don't have an ordinance," Cline
said. "Unless they appeal, then there's no ordinance unless they go back and pass one."
But starting Feb. l, the county will raise the cost of an adult entertainment license from 56,000 to
$6,400 and annual license renewal from $4,000 to $4,300. Employee permits will rise from $300
to $325, permit renewals from $50 to $100, employee background checks from $50 to $55 and
fire inspections from $30 to $75. The increases are expected to generate an additional $l1,590
per year. Cary Wiggins, an attorney for Fannie's Cabaret, said that since nude dancing is
protected speech, a county's licensing fees can be no more than the cost of regulation. He said
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there is no evidence that nude bars cause any more problems for police than regular bars, and he
doesn't see how Fulton can charge $4,000 to renew a license, much less $4,300. "I'm just
unaware of any evidence justiffingarate hike," Wiggins said.
The third club off Fulton Industrial, Club Babe's, isn't taking part in the lawsuit. Managers at all
three declined interview requests. Wiggins also represents two Sandy Springs clubs that, while
no longer in unincorporated Fulton, are seeking back compensation from the period before Sandy
Springs became a city. As with the state government and other local jurisdictions, the Fulton fee
hikes are part of a strategy to make up for declining revenue without burdening property-tax
payers. Hernandez said he is also trying to recover costs and adjust an array of charges, many of
which haven't changed in five years, for inflation. North Fulton Commissioner Liz Hausmann
cast the sole dissenting vote Wednesday. She told the AJC that she opposes raising any fees or
taxes in this economy without reducing spending. She said she wasn't aware of the strip club
issue.
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The Atlanta Journal-Constitution (GA)
May 17,2010
County Targets Image Change
Campaign is to Clean up Fulton Industrial
Code Enforcers, Police Start out Cracking Down on Boulevard's Motels
Author: Steve Visse
Fulton County has an image problem with its huge warehouse district: Its legitimate economic
opportunities sometimes have been overshadowed by its undesirable qualities. This has caused
companies to bypass it and take their business across the Chattahoochee River to Cobb and
Douglas counties, or get out of Fulton and relocate. "We have had tenants who have been there
for years and years and who decided to move across the river," said Tom Flanigan, ING Clarion
asset manager. "I don't think it was taxes." To attract new business and keep what it has, Fulton
is pushing a campaign designed to clean up what it says is the l0 percent of Fulton Industrial
Boulevard that gives the rest of it a bad name. For starters, code enforcers and police have
targeted motels that allegedly were centers for sex and drug trades; three were closed for health
and safety violations, and a fourth was sold to a new owner, who refurbished the property and
secured a Days Inn franchise.
The new motel has posted rules in the lobby banning unregistered guests from rooms and
requiring identification to reserve a room as a customer. "We got rid of a hub of criminal
activity," said Tom Phillips, county code enforcement administrator. "You can walk in there now
and say, 'I can stay here.' Two years ago you wouldn't have said that. You might not even have
walked in there." At its last meeting, the County Commission banned truck drivers from parking
their big rigs in vacant lots off the boulevard and using them as unofficial truck stops. "Truck
stops, as you know, have a link to prostitution," Phillips said. Even strip clubs such as Fannies'
Cabaret are seeking a more orderly boulevard. Fannies' is trying to distance itself from
prostitution, specifically the hookers who regularly have solicited the club's clientele when
arriving and leaving. The club hired security to run them off. "It didn't used to be this way l5
years 89o," said Thomas Madden, Fannies'Cabaret general manager.
Police have cracked down, making 107 prostitution arrests in the past two years compared to 41
in the three previous years, according to county statistics. The county is committed to restoring a
clean-cut image to the boulevard's seven-mile roadway that runs from Fulton County Airport at
Charlie Brown Field to Campbellton Road in south Fulton, according to Deputy County Manager
Rob Hernandez.
The area has 89 million square feet of warehouse and commercial space but a county study
released in March showed that several buildings and warehouses, developed in the 1960s and
1970s, are practically unusable. Seven properties are listed on the Georgia Hazardous Site
Inventory, including five for the presence of cancer-causing vinyl chloride. Noting its potential,
the study described the boulevard as potentially one of the largest and most prestigious
warehousing and transportation hubs east of the Mississippi River. "Today it may still be the
largest, but it has lost much of its prestige," the report concluded. Last month, the county used
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the area blight and vacant warehouses to have the district reclassified as an opportunity zone
urban redevelopment area. That allows it to borrow $26 million from a federal bond program and
give employers a $3,500 tax credit for each new job for l0 years. Hernandez said the county
wants to use the bond money to install crime surveillance cameras in the area. A $100,000
federal grant already was secured to increase police patrols and hire seven officers specific for
south Fulton. "We're serious about this," Hernandez said. "We have put together everything we
have available in our tool box to assist Fulton Industrial."
Satellite offices for county services and commissioners Emma Darnell and Bill Edwards have
been set up to show the county is committed to improving the area. People have noticed.
Companies recently either bought or leased separate industrial properties that cover a combined
260,000 square feet. With upgrades, the area should be able to sell itself. It is located in the
center of a metro area that promotes itself as a national transportation hub. Fulton Industrial
offers a regional airport and is close to Hartsfield-Jackson Intemational Airport. I-20 is located
nearby, as is the Norfolk Southern Intermodal container shipping yard in Austell, an industrial
area crisscrossed by railroad tracks.
A next step would be to develop a Community Improvement District, which has happened
elsewhere in Fulton and in Cobb, DeKalb and Gwinnett counties. CIDs require commercial
property owners to tax themselves to pay for development plans, transportation alternatives and
security. Boulevard activists so far have been unable to obtain 5 I percent approval of the
properfy owners to install a CID, which increases tax bills by 3 or 4 mills. Yet one man on board
with this idea is Madden, the strip club manager, who recognizes that even the adult
entertainment business needs better security. "We have to keep it clean here," he said.
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The Atlanta Journal-Constitution (GA)
October 9, 2008
Fulton Begins Taking Steps to Aid 911 Center
Author: D. L. Bennett
Fulton County has begun making changes that officials hope will improve a 9l I center beset by
chronic understaffing and dangerous operator errors. By filling 12 vacancies and promising
reforms to reduce job-related stress, county officials say they should be able to boost both work
quality and employee retention. "We are adamant when we say we are going to solve the
problems in the center," said Roberto Hernandez, deputy county manager. "Once we know all
the facts, we will address it immediately. We will fix it."
Problems at the center that takes emergency calls and dispatches aid were discovered in August
when an operator mistakenly sent help to the wrong location for a Johns Creek woman who later
died. An Atlanta Journal-Constitution investigation found more than 1,000 write-ups of
employees during the past five years for everything from fighting, dispatching mistakes and
chronic tardiness to falling asleep on the job. Current and former employees complained that
understaffing leads to workers being routinely forced to work l2- and l6-hour days, straining
family life and causing conflicts in the center, dispatching and call-taking errors. The inquiry
found mistakes that endangered not only callers seeking help but the emergency crews sent to
provide aid.
Fulton also has launched three of its own investigations -- one by an outside consultant
reviewing center operations, another by police of the incident on Aug. 2 and a third by
Hernandez and others looking at employee satisfaction issues. Rather than wait for those all to
be complete, Counfy Manager Zachary Williams has filled 12 of 33 openings for
communications officers and supervisors by reassigning operators who previously provided
service for the ciry of Milton under contract. Milton dispatching is now handled by Alpharetta.
"This definitely should add value and reduce stress on the staff," said Commissioner Lynne
Riley, who represents the city of Johns Creek, where Darlene Dukes died Aug. 2. Fulton also has
in process two classes of trainees who should be able to fill all the remaining spots, a move he
hopes will cut down on stress at the center and reduce conflict and mistakes. Everyone should be
on the job within six months, Hernandez said.
"We remain committed to excellence in all public safety services, and recognize that 9l I
operators are the first link in the chain of emergency response," said Williams. "These men and
women save lives each day." The auditor's report is now due Nov. 10. The internal probe by
police should wrap up this week. Hernandez said the committee's work on employee issues is
ongoing and its plans address issues like child care for employees who work odd hours and stress
management.
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The Atlanta Journal-Constitution (GA)
October 5, 2008
Not Enough Workers and a lot of Slack
Author: Heather Vogell & D. L. Bennett
A supervisor told 9l I worker Jolynn Griffin she didn't have any days left for vacation. The
Fulton County emergency center had barely enough workers to cover shifts. But Griffin went on
a cruise anyway. She returned to find her job waiting, her personnel file shows, just as it had
been when she'd missed work before. Chronic absenteeism and tardiness are among the center's
most vexing problems, records and interviews suggest, accounting for roughly a quarter of all
personnel infractions and aggravating a staffing shortage that can mean marathon shifts for the
dispatchers who do show up. Griffin is one of scores of Fulton 9l I employees who racked up
roughly 280 sanctions for arriving late or not at all -- often on multiple days -- a database of
personnel actions since January 2004 reveals. The problem is likely worse; officials say their
data is not comprehensive.
No-shows were counseled, warned and occasionally suspended. But they were rarely fired, data
show. Some workers accumulated long disciplinary histories that included 9l I call errors as well
as absences, and they weren't terminated, according to personnel files. "It appears that certain
violations of perforrnance were tolerated or forgiven, for lack of a better word, in order to
maintain the staffing required to operate the center," said Lynne Riley, a Fulton commissioner.
Losing trained employees wasn't an attractive option for the 9l I center. In recent weeks, as many
as a third of the center's total positions have sat vacant. Deputy Counry Manager Rob
Hernandez said staffing shortages are common at 911 centers, but Fulton's center needs to train
more new workers and improve retention. A county consultant should address discipline
problems such as absenteeism, he said. "In general, discipline was used like a tool -- a
management tool -- rather than as a last resort," he said. "It may have lost its intended effect."
Data show at least eight 9l I workers have been sanctioned l0 or more times for playing hooky
or walking in late since 2004. Migraines, oversleeping and not feeling well were regular excuses,
files say. Employees also blamed a pet illness, panic attack, traffic, getting back in town late,
driving a child to school, car problems and a broken toilet. Even current center director Crystal
Williams has filed her share of tardy slips, records show, citing late starts, trouble finding
parking, feeling ill and, on at least three days, alarm clock malfunctions. Reached by phone, she
declined to comment. Former 9l I center employees said chronic tardiness and absenteeism led
to feuding among staffers. Cassandra Eloi said that during her year at the center it was common
to be held over for extra work because others failed to show. Those who did come in often
worked 12 to l6 hours straight, she said. "You are running a 9l I center on minimal staffing
every duy," said Eloi, who was fired for being rude to callers. "You have calls holding. You have
calls dropping, every day."
Griffin left without permission for the cruise and two othcr short vacations befween September
2003 and March 2004 -- in addition to taking dozens of sick days and showing up late at least l4
times, records show. Alfred "Rocky" Moore, the center's director at the time, wrote in a March
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2004letter that he was considering dismissing her. "Your personal vacation [cruise] did not
justifu an emergency vacation," he wrote. But Griffin hung on, volunteering for a demotion
instead. Her tardiness continued. One night in January 2006, the call center sent a Fulton sheriffs
car to pick her up for work because she had car trouble, records show. Later that year, she was
suspended after supervisors said an error she made delayed response to a fire call. She took
disability retirement in mid-2007 .
Griffin, aZ3-year center veteran who was called "an excellent supervisor" in a 1995 job review,
said in an interview she disputes that she caused a delay on the fire call, or that her unpaid leave
resulted in a staffing shortage that couldn't be covered. She said she was singled out for
infractions that others -- including supervisors -- also committed. She felt Moore had a grudge
against her. "There was no reason to deny ffie," Griffin said of her vacation requests. "It's not like
I didn't do my share of covering for people, either."
Other workers also complained discipline was not handed out evenly. "There are subjects who
manage to be sick every payday weekend and never receive any type of discipline from your
same staff," communications officer Francesca Pearson wrote in an April memo to Moore.
Pearson could not be reached for comment for this article. Morale was low. After a supervisor
threatened one employee with suspension for tardiness, she responded: "go ahead and suspend
me that's one less day that I have to work here," a note in her personnel file said. Moore, who
was reassigned, did not refurn three phone messages seeking comment.
The 9l I center hasn't lacked the money to fill vacancies. For the past three years, the center --
funded by fees tacked onto phone bills -- has ended the year with excess cash in its salary
account, records show. In 2007 , it finished nearly $ 1 million richer than it started. Instead,
Hernandez said the center appears unable to keep up with attrition. Some d.op out during the
intense six-month training period. Others start but find the pressure and night shifts unworkable.
Child care and worries about job security as some cities encroach on Fulton's call territory are
also factors, he said. He said he does not want to second-guess center managers on their handling
of absent employees. But it is a serious problem. "l know my boss would consider that to be job
abandonment," he said.
Data analysts John Perry and Megan Clarke and staff writer Cameron McWhirter contributed to
this article. 32 emergency calls delayed. Six of those calls were delayed more than 20 minutes.* 23 instances of employees being orally abusive, fighting, being unprofessional or disruptive in
the call center. 34 write-ups for poor customer service. 9 instances of dispatchers sleeping on
duty. 280 write-ups of not showing up to work or showing up late. 147 write-ups for not meeting
monthly standards for speed and safety by the department.* Numbers based on a review of the incomplete database of disciplinary actions against
employees at Fulton County's 91 1 center.
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Sun Sentinel - Fort Lauderdale (FL)
April 29,1997
Conditions for Planned Shelter don's Allay Fears
Author: Robin Benedick
No matter how many conditions the cify puts on the proposed homeless shelter on West Sunrise
Boulevard, they won't appease nearby property owners who worry about transients congregating
near their homes, businesses and public parks. "Those conditions won't keep vagrants from
wandering around the neighborhoods," said Fort Lauderdale Vice Mayor Tim Smith, who is
among the shelter's harshest critics. "Unless there are incredibly stringent rules that you can only
go in by vehicle and leave by bus, that neighborhood is going to be ovemln."
Smith and neighborhood leaders are hoping to derail Broward County's plans for a $7.7 million
shelter at 600 W. Sunrise Blvd. Their first chance comes at a special meeting of the city Planning
andZoning Board at 6:30 p.m. Wednesday at City Hall, 100 N. Andrews Ave. The board's
recommendation goes to city commissioners for hearings, One of the conditions the city wants to
put on the proposed 200-bed homeless assistance center is that it accept no walk-ins - only
tenants who are referred there by an agency or police. That means homeless people now
accustomed to staying the night at Tent City, the dingy open-air camp in a downtown parking lot,
won't get into the new shelter without referrals.
Opponents are pushing the planning board to delay approval until Broward hires a not-for-profit
group to run the center and community leaders raise $3 million in private donations for the
project. The shelter is expected to be completed in 18 months once city approvals are granted.
Broward County's architect, Edward Seymour, has designed a two-story shelter patterned after
one in Miami. The building would face Sunrise Boulevard, but entrances and parking would be
at Northwest Sixth and Seventh avenues. The fenced campus would have separate men's and
women's dormitories with room for families, classrooms, a medical clinic, day-care center,
dining hall and courtyard.
City planners are recommending approval with these conditions:
o Availability: Center must give priority to Fort Lauderdale's homeless who are within two
miles of the center.
o Security: Center must pay for 24-hour security inside and outside the campus.o Curfew: Center must require tenants to be inside from 8 p.m. to 7 a.m. daily. Exceptions
would be made for school or work.
o No walk-ins: Center must not accept people without a referral. Center also must establish
a no-loitering policy on the property and post signs.
o Citizen board: Center must set up a neighborhood advisory board.
County officials said they were designing a shelter that wouldn't be a magnet for uninvited
homeless people. "The word will quickly get out among the homeless that this facility does not
accept walk-ins," said Rob Hernandez, Broward County's assistant director of Human Services.
With more than 5,000 homeless people in Broward, the shelter is billed as the first of several to
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address a growing problem that could get worse under new federal and state welfare reforms.
Homeless advocates worry that police will enforce trespassing and other city laws too eagerly to
chase transients from public places. "Being homeless is not a crime and it shouldn't be that they
go to jail for that," said Dianne Sepielli, a member of the county's homeless advisory board.
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Sun Sentinel - Fort Lauderdale (FL)
March 13, 1994
New Refugees like Broward Cuban Immigrants Find more Opportunities, Less Congestion
Author: Lyda Longa
When Geovanny Montes de Oca and I I of his friends set sail from Havana for the United States
aboard a rubber raft in October, Montes de Oca's friends couldn't stop talking about Miami. But
after the men were rescued by the U.S. Coast Guard and taken to Key West, Montes de Oca set
his sights on a different place: Broward County. His relatives had described Broward as an area
where plenty of opportunities could be found. "I like Miami, but up here, there's less congestion
and life is more relaxed," Montes de Oca said in Spanish. "I love it here because I'm learning
English, I have a job and I even got a car," he said. Montes de Oca works at the Fort Lauderdale-
Hollywood International Airport's catering service. Montes de Oca, who lives with friends in
west Hollywood, is not alone. In the past six months, a colony of about 50 or 60 Cuban rafters
has taken root in Hollywood and Fort Lauderdale.
The reason is simple: The rafters believe that employment and housing are easier to get in
Broward than in Dade County. Historically, rafters have flocked to Dade County because they
felt more comfortable among their Cuban countrymen, said Roberto Hernandez, executive
director of Hispanic Unity of Florida. But that's changing. "Lately, the rafters have learned that
in Broward there is less congestion and a better chance of finding a job," Hernandez said.
"Many of them also have friends and family in the area who have told them that Broward County
has less Hispanics and less competition for work."
According to the 1990 U.S. Census, there were roughly 109,000 Hispanics in Broward County
compared to almost I million in Dade. Of those, there were 24,000 Cubans in Broward and
almost 570,000 Cubans in Dade. HectorNodarse, 2g,heardabout Broward County when he was
still in Havana earlier this year. Nodarse was a sound technician with El Ballet Nacional de Cuba
- the Cuban National Ballet. "l like the hustle and bustle of Miami because it reminds me of
Havana, but I already have a job here {in Broward)," Nodarse said. "Broward is a little too quiet
for me, but I'll get used to it."
Brothers Roberto and Raydel Rivera of Dania are two more Cuban rafters who ended up in
Broward. The Riveras arrived in Miami aboard a rubber raft in December; they came from the
Cuban port town of Mariel. Both are learning English at a night school in Hollywood. "I lived in
Miami for about a month before I came to Dania, and I tell you life is better here," Roberto
Rivera, 22, said in Spanish. "I'm learning English, I just got my driver's license and soon, I know
I'll have a job. Once I get that I'll get my own apartment. Life is good here."
Page 90 of91
Internet - Newspaper Archives Searches
Roberto Hernandez
(Articles are in reyerse chronological order)
Sun Sentinel - Fort Lauderdale (FL)
February 22, 1994
Planned Center may Help Elderly Hispanics
Author: Lyda Longa
lnez Canascillo is an elderly Hispanic woman who wants somebody to talk to.
When you're 76 and the only language you speak is Spanish, it's hard to make friends in a
neighborhood filled mostly with young working Anglos. Soon, Carrascillo, who is Cuban, and
other elderly Hispanics in Broward County could have a place to spend time together, working
on arts and crafts and chatting in Spanish.
Roberto Hernandez, director of Hispanic Unity of Broward, said he hopes to open the county's
first senior center for Hispanics in the next few months. The proposed center, which would be in
Hollywood, would provide activities, meals, transportation and companionship for Broward
Hispanics over 60. The 1990 U.S. Census estimated there were I1,891 elderly Hispanics in the
county. "There is no single place in Broward Counfy where elderly Hispanic people can go just
to talk and relax with their peers," Hernandez said. "When you reach a certain age, you want to
be with other people who share a similar culfure and can understand you."
Hernand ez, 2'7 , has applied for a $ 100,000 county grant that would pay for four full-time
employees for the planned center. Last year he purchased a 7,000-square-foot building at 5840
Johnson St. for the center with the help of a grant from the city of Hollywood. Edith Lederberg,
executive director of the Area Agency on Aging, said she has promised Hernandez that her
organization would provide meals for the center once it opens.
Although there are a handful of senior centers scattered throughout the county, Lederberg and
other social service officials agree that none cater specifically to Broward's Hispanic elderly.
"We have several senior centers throughout the county, but elderly Hispanic people won't go
there because they feel uncomfonable and out of place," Lederberg said.
That feeling is not limited to elderly Hispanic people. Gema Hernandez, a sociologist and
associate professor at Nova University's School of Business, said the sentiment is shared by most
elderly people of varying ethnic backgrounds. "As we age, most of us have a need to return to
our ethnic roots," Hernandez said. Carrascillo, who stays alone during the day in her west
Hollywood home while her daughter and grandchildren go to work and school, said she needs
someone to interact with during those long hours.
Research Compilcd by:Amanda Dillabough
Colin Baenziger & Associates
Page 9l of91
Appendix I)
Sample Survey
Suvonnah CiA Manoger Quality Survey
Sample City Munager Quolity Survey
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Sample City Manuger Quulity Survey (continued)
Savannah City Managrr Adiry Sunrcy SurwyMonkey
O5 ls there anything else you want to share
about what'"t;il"HJ[;t "ee in our next
*16 samples responses from the 230 received.
D-7
Put the NEEDS of residents of the City of Savannah FIRST! Before the tourists, the business
developers, etc.
A dedication to addressing the gun violence in our city.
More visibility to the community as a whole including the unincorporated areas, not just to
qpecific groups.
Interest in building a bike and pedestrian friendly city.
A major interest in the environment and sustainability of it.
A familiarity with and support for Complete Streets.
Good working relationship with citizens and police. Ability to work to preserve
neighborhoods. Savannah is not just for tourists!
Highly ethical business practices. High moral values and integrity. Verifiable track record of
previous accomplishments in government or business.
Increasing mobility using plans like "Complete Streets". Making public transportation
available for all in getting around the city (shuttles); making it safe for biking; better recycling
agenda (they're composting in San Francisco these days).
I'd like to see the City Manager riding his bike to work or walking to work and incorporate a
plan to always include sidewalks and bike paths in infrastructure for existing and especially
for new development.
Someone who will place traffic calming and safe streets as a top priority. We have virnrally
no traffic enforcement (60 mph on E 52nd, my street, is not uncommon and there is NO
police enforcement).
We need to start making Savannah A Bike City friendly and make better changes for cyclists
safety , so that we won't have another horrible accident like on BRAG again.
Commitment to transportation issues in traffic calming through downtown for pedestrians,
bicycles, cars (speeding) and public transportation. Too many accidents, by any of these
modes of transportation, are completely avoidable or at least able to be lessened by
enforcement of existing laws or the development of prevention measures.
Focus on the planning, development and maintenance of complete streets.
Previous experience in a city with similar challenges would be ideal, along with a
demonstrated ability to manage large public projects from start to finish.
He or she must be someone the city staff will respect and find good to work for. I guess this is
having the skills that most employees like to see in their employer. The new City Manager
should also have skills in delegating responsibility and giving credit to others for their
SUCCCSSCS.
Appendix E
S/. Johns Count!, tL Resolution Thanking
CB&A for lts Outstunding Service
E-1
Rf,SOLUTIO:{ tio. rm7--l j/
A R,ESOLLTIOIII OF THf, COUNTY CO.UMSSIOI\-
OF ST. JOHI\S COUNTY, TLORIDA, THAITKING
COLIN BAT,NAGER & ASSOCIATES FOR ITS
OUTSTANDTITIG EFFORTS l:T C{}I{DUCTING TTIE
EXf,CUTIVU SEAR,CII }OR 'I'IIf, COUNTY'S NEW
ADIIINISTRATOR; ArD ?ROvlDlNG AIti
IFFECTI}'E DA'[E.
WHEREA$ St Jolms Conty raainod Colin Bacnzigr & Associatcs (CB&A) to
idcntiry rnd rocmmcnd strong crndidetcs to bc tbc County Adminisrrror;
WHEREAS CB&A'r strft uo*od diligcrtly to lind ad produce excellent cmdiddcs.
ad thrm providd thc Couuly Comni$ion witr coop*enrive mrtsials oorceming the
candidates' a$inde, experiance, h*groun{ complae md thorwgh intervirys, rcferwc*
cxtcnsivc chets of crimiral civil md finmiel higory, vcrificaitm of crryloymant urd
cducrtion md cxhntgivc revrcws of Intcma md ncnrpopcr rchivcs of thcsc candiducs; ud
WHERf,A$ CB&A'I proccts was cocpk:tcly opar, frirund unbirscd urd was
extrancly wcllroccivd by t!rc County Commissior\ county $r(f. thc prtas, ard tlrc prblic; md
WHEREAS. the Cornty Commiskm widrca to erprcss its gptituds to Colin Burziga
& Asssido for its efforts on bdratf of the oountyt
NOW BE TT THER,f,FORE Rf,S'OLVEI' BY THE COUNTY COMNflSSION OF
ST. JOIINS COI'NTY, III)RII}A AS FOLLOWS:
Sectior t: Rcdttb. The praodiag rmitds ue rrrc md conect rnd uc imorporatca
hoein by 0ris rsfcrcrrc.
E-l
$octlor t: Acftowhfrcclt Thc County Conurirrinn wirbe* to Gf,Prcsc ia ainccre
apprecirthn ild grlrrindc r Colin B*nzigrr ll. Asscislct for iu out*rndiry wsrt rad cffort in
ucining ttc corurty in finding its C@lty Adninidncor'
S.!do.3: Effectivc Drtc. Thir recolution shell telc cffcct irnmodiately upon rdoprron
PASSED AI{D AIX)PTED by tlc Borrd of Couty Coaufiri,oren of SL Jolrr
Courly, fforS& Oi! i I dey of Augrrt. 200?.
ATTESI': Clcrlt Srrlclilrod. Clcrt
B):
Deprtv Clcrt
80ARD OF Coulir\', ('oM llllsslo:i E Rs
s"t'. JoHNS COUr\T}" F',l.ORlDA
p"-.. Jtlt.^-Bt':3,
Bcn Rich.Cbrlrarn
Rcuditlor tlete: f f,rfo7
E-2
Appendix F
Comments from Dale Martin on
CB&A's Vetting Process
&rnurilinu @hxffutr*
A JOURNAL OF NEWS AND OPINION
Weekly comments from Dale Martin
By Dale Martin, City Manager, City of Fernandina Beach
March IE, 2016 I:00 a.m.
The vetting process employed by Mr. Colin Baenziger following my application to the City of
Fernandina Beach was the most thorough review of my career, credentials, and references that I
have ever experienced. [n the months leading to my appointment here, I was interviewed in several
other communities for similar City Manager positions. Despite getting to the interview stage in
those communities, none of my references ever indicated to me that they had been contacted. As
part of the selection process here, I was required to provide an exhaustive list of references, some
very specific, such as my current Town Attorney, auditor, Chamberof Commerce, etc. To the best
of my knowledge, every single reference provided was contacted.
The historic information provided to the City Commission for each candidate was extensive.
Reading through the older newspaper articles rekindled so many memories- the personalities and
issues from earlier days illustrate some peaks and valleys over the past twenty years. It has been a
wonderful ride.
Note: Mr. Martin reminisces about his career for the remainder of the article. The full article can
be found at:
F-l
http://fernandinaobserver.com/20 I 6/03/ I S/weekly-comments-from-dale-martin-5/#more-6521 8
fA[x#rf.*"
October 20,2020
Mayor Dan Gelber
and Members of the City Commission
City of Miami Beach
1700 Convention Center Drive
Miami Beach, Florida 33139
Via Email: kristvbada@miamibeachfl .qov
RE: Recruitment for Cig Manager
Dear Mayor Gelber and Members of the City Commission:
Ralph Andersen & Associates is pleased to submit our proposal to provide executive search services for the position
of City Manager for the City of Miami Beach. We would look fonrard to the opportunity to conduct this search and assist
the City in this search endeavor.
During these extraordinary times, the firm has leveraged technological solutions to the maximum extent possible to
keep our search processes moving fonrard and, at the same time, adhere to mandates related to COVID-19. lf selected
to conduct this search engagement, kick-off activities, client review meetings, as well as all candidate interviews will
be enabled using Zoom video technology to address a quick start on any search engagements. No on-site visits or
meetings will be conducted during the pandemic.
lf our firm is selected, Mr. Robert Burg, Executive Vice President of Ralph Andersen & Associates, will undertake this
search and be the lead recruiter on this engagement. Mr. Burg is located in the Sarasota, Florida area and focuses on
representing the Eastem United States.
We are proud of how we market and represent our clients; all of the design, graphics, and printing of our marketing
material is done in-house so we can control the quality and production timing. To see samples of our recruitment
brochures, as well as the way in which we market our clients digitally, please visit the Career Opportunities page of our
website at www. ralphandersen.com.
About the Firm
Ralph Andersen & Associates has been providing practical, responsive executive search and management consulting
services to the local public sector and related industries on a national scale since 1972. With each new assignment,
we eam our reputation as the nation's premier local govemment consulting organization.
Ralph Andersen & Associates is a Califomia corporation and is not a subsidiary, nor does it have any subsidiaries.
Contact information for the corporate office is 5800 Stanford Ranch Road, Suite 410, Rocklin, Califomia 95765;
telephone: (916) 6304900; fax: (916) 6304911;website: www.ralphandersen.com; email: info@ralphandersen.com.
Ralph Andersen & Associates has more than 48 years of experience conducting executive recruitments for a variety
of public sector agencies. The firm cunently has 17 employees.
Ms. Heaher Renschler, PresidenUCEO, and Mr. Robert Burg, Executive Vice President, are both stockholders in the
firm and, as such, are able to bind the firm. Ms. Renschler and Mr. Burg can be reached at (916) 6304900.
Ralph Andersen & Associates serves a nationwide clientele through its corporate office in the area of Sacramento
(Rocklin), California. Through its network of professionals associated with the firm, Ralph Andersen & Associates also
provides services to municipal clients throughout the United States.
Our staff of professionals and support staff include acknowledged leaders in their respective fields. Supplementing
their extensive consulting backgrounds, our senior executives all have personal, handson executive experience in the
operation of public agencies and private businesses.
Serving Public Sector Clients Since 1972
5800 Stanford Ranch Road. Suite 410. Rocklin. Calilomia 95765 Phone: 916/6304900 Fax, 916/6304911 Website: wwtr.rallhandersen.com
City of MiamiBeach
Page 2
Range of Services Offered
Ralph Andersen & Associates specializes in the following primary service areas: executive search, management
consulting, and human resources consulting.
. Executive Search - At Ralph Andersen & Associates, there's always an entire team behind every recruitment
assignment that we undertake. Our multi{isciplinary approach takes the best ideas in executive recruiting
and creates innovative ways to get the right candidates for clients. When you retain Ralph Andersen &
Associates, you get our team's collective support and expertise working together to achieve your
organization's objectives. The firm has conducted executive searches for large and small organizations
throughout the nation. ln addition to conducting searches for city manager and other chief executive officer
positions, Ralph Andersen & Associates has successfully completed searches in every area of municipal
service. Ralph Andersen & Associates believes the most important element of a successful executive search
is to listen carefully to what our clients are looking for in terms of candidate experience and qualifications.
Using these client-focused guidelines, candidate identification is undertaken through marketing and personal
outreach.
. Management Consulting - Ralph Andersen & Associates helps organizations improve their performance
potential with a range of management consulting services. The types of services provided by the firm include
management and performance audits, organizational analyses, productivity improvement analyses, agency
and service consolidation assessments, specialized financial management, including debt restructunng and
organizational problem solving. ln addition to providing these services to entire organizations, the firm often
conducts management consulting engagements that are focused in a specific service area such as public
safety, city management, finance, public works, community development and oher major service areas. Ralph
Andersen & Associates heats every management consulting engagement as unique. This approach means
we will assemble a consulting team comprised of consultants with the specific talents and experiences needed
to successfully achieve the client's objectives. Our team of experienced consultants perform complex
analyses and recommend solutions that are practical and most importantly, are capable of being implemented
by our clients.
. Human Resources Consulting - The firm provides a full range of contemporary human resources consulting
including classification studies, compensation studies, benefits analysis, pay plan development, executive
pay, and pay for performance. Key staff have proven success in working with labor groups and elected officials
in identifying solutions and solving challenging problems. Services also include expert witness services for
mediation and arbitration hearings. Our approach to consulting services is characterized by proven methods,
extensive data collection, accurate analysis, and effective communication and messaging.
Project Staffing
The reputation of the search firm and personal commitment of the recruiters define the difference between the success
and failure of any given recruitment. Ralph Andersen & Associates' search professionals are acknowledged leaders in
the field and possess a broad range of skills and experience in the areas of public entity management, executive
search, and related disciplines. Only senior members of Ralph Andersen & Associates are assigned to lead search
assignments, ensuring that their broad experience and knowledge of the industry is brought to bear on our clients'
behalf. The City of Miami Beach will have Mr. Robert Burg as the Project Director on this search engagement.
Mr. Burg will have all the resources and full support of our firm fully dedicated to ensuring the highest quality outcome
during this important recruitment process.
Primary Contact
Mr. Robert Burg, Executive Vice President of Ralph Andersen & Associates, will be the Project Director and primary
contact for this RFLI. Mr. Burg can be reached at (916) 6304900, on his cel! at (805) 264-2663, or via emai! at
robert@ralphanderen.com.
City of MiamiBeach
Page 3
Mr. Robert Burg, Executive Vice President
Mr. Burg is the Executive Vice President of Ralph Andensen & Associates and is based in the
Sarasota, Florida area. As a senior executive, his area of concentration is on executive
search and management consulting. His client base, as a retained consultant and high-level
advisor, is focused on all facets of govemment, non-profit, and private enterprise. Mr. Burg
has a total of 41 years of experience in the area of govemment. Mr. Burg has successfully
completed some of the most challenging, complex recruitments in the United States. Mr. Burg
has extensive leadership and consulting experience in both the public and private sectors.
He has held senior administrative positions in organizations ranging in size from less than
100 employees to over 1,000. Mr. Burg has a Bachelor of Arts degree in Economics and a
Master of Business Administration with a specialty in Healthcare both from the University of Miami, Coral Gables,
Florida. He has taught business management courses and lectured at several prestigious organizations.
Paraprofessional and Support Staff
Other paraprofessional, graphics, and support staff will provide administrative support to the Search Team on
recruitment assignments. These may include Ms. Diana Haussmann, Ms. Christen Sanchez, Ms. Hannah Jones, Ms.
Teresa Heple, Ms. Karen AllGood, and Ms. Tina Keller.
Experience
Previous Similar Experience
Ralph Andersen & Associates has recently conducted the following city manager related searches in the last five years
(2015 to Present):
Citv Manaoerlcountv Manaqer Recruitments :
o Allen, IX - City Manager (2019)
. Apple Valley, CA - Town Manager (2018)
. Aubum, CA - City Manager (2017)
. Belvedere, CA - City Manager (2017)
. Beverly Hills, CA - City Manager (2015)
. Bishop, CA - City Administrator (2018 & 2020)
. Brownsville, TX - City Manager (2018)
.G..\
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City of MiamiBeach
Page 4
o Buellton, CA - City Manager (2019)
. Calabasas, CA - City Manager (2018 & Current Search)
. Carmel-by-the-Sea, CA - City Administrator (Backgrounds) (2010)
. Charlotte, NC - City Manager (2016)
. Colma, CA - City Manager (20171
. Corona, CA - City Manager (2019)
. Costa Mesa, CA - City Manager (2019)
. Cupertino, CA - City Manager (2019)
. Delray Beach, FL - City Manager (2019)
. El Dorado County, CA - Chief Administrative Officer (2016)
. Encinitas, CA - City Manager (20201
o Fountain Valley, CA - City Manager (2017)
. Green Valley Recreation, lnc. - Chief Executive Officer (Cunent Search)
. Henderson, NV - City Manager (2015)
. lrvine, CA - City Manager (2018)
. La Palma, CA - City Manager (2020)
. La Quinta, CA - City Manager (2019)
. Laguna Niguel, CA - City Manager (2017)
. Lake Forest, CA - City Manager (2017)
. Lathrop, CA - City Manager (2012)
. Lawrence, KS - City Manager (2016 & 2019)
. Loomis, CA - Town Manager (2017)
. Los Banos, CA - City Manager (2016)
. McKinney, TX - City Manager (2016)
. Mill Valley, CA - City Manager (2020)
. Mono County, CA - County Administrative Officer (2015)
. Monterey, CA - City Manager (2018)
. Moorpark, CA - City Manager (2018)
. Mono Bay, CA - City Manager (2017')
. Norfolk, VA - City Manager (2017)
. Ocean Reef Community Association, FL - President (2019)
. Oakland, CA - City Administrator (2020)
' Pacific Grove, CA - City Manager (2016)
. Palm Desert, CA - City Manager (2016)
. Pomona, CA - City Manager (2019)
Ctty of MiamiBeach
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. Powell, OH - City Manager (2020)
. Redlands, CA - City Manager (2019)
. Reno, NV - City Manager (2017)
. Rialto, CA - City Administrator (2019)
. Riverside, CA - City Manager (2015)
. Sacramento, CA - City Manager (2017)
. San Bruno, CA - City Manager (2018)
. San Juan Capistrano, CA - City Manager (2015)
. Sanger, CA - City Manager (2015)
. Santa Barbara, CA - City Administrator (2015)
. Savannah, GA - City Manager (Cunent Search)
. Solana Beach, CA - City Manager (2015)
. South Padre lsland, TX - City Manager (2017 & 2019)
. Sugar Land, TX - City Manager (2019)
. Suisun City, CA - City Manager (2019)
. Sun City West, AZ - General Manager (2019)
. The Woodlands Township, TX - President and General Manager (2020)
. Tiburon, CA - Town Manager (2015)
. Union County, NC - County Manager (2018)
. Upper Arlington, OH - City Manager (2019)
. Washoe County, NV - County Manager (2019)
. Watsonville, CA - City Manager (2015)
. Waxhaw, NC - Town Manager (2015 & 2017)
. Westlake Village, CA - City Manager (2019)
Florida Citv Manaqer and Chief Executive fficer Recruitments:
. Broward County, FL
, Director of Greater Fort Lauderdale Convention & Visitors Bureau (2016)
. Delray Beach, FL - City Manager (2019)
. Ocean Reef Community Association, FL - President (2019)
Other Chief Executive Officer or Comparable Recruitments:
Alameda County, CA
, Executive Director, East Bay Economic Development Alliance (2019)
Antelope Valley East Kem Water Agency (AVEK)
, General Manager (2016)
Association of Regional Center Agencies, CA
, Executive Director (2017)
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City of Miami Beach
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Austin Travis County Sobriety Center Local Government Corporation, TX
' Executive Director (2017)
Berkeley Housing Authority, CA
, Executive Director (2016)
Big Bear Area Regional Wastewater Agency, CA
' General Manager (2017)
Big Bear City Community Services District, CA
, General Manager (2017)
Bremerton Housing Authority, WA
, Executive Director (Current Search)
Califomia Mid-State Fair
, Chief Executive Officer (2016)
California Municipal Utilities Association
, Executive Director (2016)
Califomia WaterFix Project (Delta Conveyance and Construction Authority), CA
, Executive Director (2019)
Child Support Directors Association of California
' Executive Director (2016)
Contra Costa Mosquito & Vector Control District, CA
' General Manager (2017)
DERWA, CA
, Authority Manager (2019)
Dublin San Ramon Services District
' General Manager (2016)
El Dorado Hills Fire Department, CA
, Fire Chief (2018)
Elsinore Valley Municipal Water District
' General Manager (2019)
Fort Worth Housing Solutions, TX
' President (2017)
Georgetown Divide Public Utility District
, General Manager (2017 & Cunent Search on Hold until after Election)
Green Valley Recreation, Inc.
' Chief Executive Officer (Current Search)
Housing Authority of the County of Santa Clara, CA
, Executive Director (2016)
City of MiamiBeach
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McKinney Economic Development Corporation, TX
, President (2018)
Nevada County Fair, CA
, Chief Executive Officer (2015)
Northwest Mosquito and Vector Control District, CA
, District Manager (2020)
Orange County Fire Authority, CA
' Fire Chief (2018)
Orange Coung Mosquito and Vector Control District, CA
, District Manager (2015)
Pasadena Area Community College District, CA
, SuperintendenUPresident(2015)
Phoenix Sky Harbor lnternational Airport, ItZ
' Aviation Director (2015)
Placer County Air Pollution Control District, CA
, Director (2015)
Placer County Transportation Planning Agency, CA
' Executive Director (2018)
Redwood Coast Regional Center (RCRC), CA
, Executive Director (Cunent Search)
Renton Regional Fire Authority, WA
' Fire Chief (Current Search)
Sacramento Metropolitan Air Quality Management District, CA
, Executive Director/Air Pollution Control Officer (2017)
San Antonio Housing Authority, TX
' President and Chief Executive Officer (2016)
San Francisco lntemational Airport
, Airport Director (2016)
San Mateo County Mosquito and Vector Control District, CA
, District Manager (2015)
Santa Monica Community College District (Santa Monica College)
, SuperintendenUPresident(2015)
Sausalito-Marin City Sanitary Dishict, CA
' General Manager (2015)
Schools lnsurance Group, CA
, Executive Director (2017)
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Cr$ of Miami Beach
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Sewerage and Water Board of New Orleans, LA
, Executive Director (2018)
Silicon Valley Regional lnteroperability Authority, CA
' Executive Director (2015)
Stanislaus Regional 91 1
, Executive Director (2016)
Sunnyslope County Water District, CA
, Genera! Manager (2019)
Superstition Fire & Medical District, AZ
, Fire Chief (Cunent Search)
Tahoe-Truckee Sanitation Agency
, General Manager (2015)
Valley Sanitary District, CA
, General Manager (2019)
Ventura Regional Sanitation District
, General Manager (2016)
Westem Fairs Association
, Executive Director (2017)
Westside Water Authority, CA
, Executive Director/General Manager (2020)
Wildlife Heritage Foundation
, Executive Director (2016)
ZoneT Water Agency, CA
, General Manager (2018)
References
At Ralph Andersen & Associates, we feel strongly that our past client relationships will attest to the professionalism of
our services. We would be pleased to provide references upon the City's request once Ralph Andersen & Associates
is determined to be either the selected vendor or short-listed.
Proposed Work Plan
We approach every search with a sense of excitement and urgency and we always "hit the ground running.' That
means that when the City gives us notice to proceed, we kickoff the process immediately - working closely with the
City Commission and others, as requested, to identity the key characteristics and professional experience desired in
the candidate pool. We believe strongly in providing timely client communications and while we will deliver regular
status reports at each stage of the search, our consultants pride themselves in being highly accessible and responsive
to all client requests and inquiries.
Given the uncertaintv reoardino in-person meetinos due to the COVID-l9 pandemic, meetinqs will be
conducted via videoconference if travel or in-oerson qathertnos are not advised.
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City of MiamiBeach
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Iask 1 - Review Project Management Approach
The Project Director, Mr. Burg, will begin work on this prolect within 10 days (or sooner) after the City provides a
contract or, altematively, an official notice to proceed. The lirst task will include established individual and/or group
video meetings (done via the Zoom Video Technologies application) with the City Commission and othens, as
appropriate, to finalize the recruiting and selection process. This will include discussion of the project management for
this search, review of the work plan, confirmation of timing, and communication methods. Working collaboratively with
the City Commission and key City staff, this task will result in a more definitive timetable.
Iask 2 - Develop Position Profile
The position profile for the City Manager is the guide for the entire search process. The development of the profile
includes the collection of technical information and recruitment criteria.
Technical lnformation
Mr. Burg will conduct video meetings with the City Commission and other appropriate individuals as may be
necessary, to gain an understanding of the experience and professional background requirements desired in
the City Manager. These discussions, all done via video conferencing, will also help the Project Director gain
an understanding of the work environment and the opportunities and challenges facing the City.
Job Description
Ralph Andersen & Associates will review the cunent City Manager job description and make suggested edits.
These edits will be reviewed by the Commission before finalization.
Recruitment Criteria
The recruitment criteria are those personal and professional characteristics and experiences desired in the
City Manager. The criteria should reflect the goals and priorities of the City. Mr. Burg will meet via
videoconference with key staff in the City and others, as appropriate, to facilitate the identification and
articulation of that criteria.
Optional Services - The City Commission may desire obtaining input from the community on the qualities
they would like to see in the new City Manager. To facilitate community input, the search team is available to
conduct an online survey instrument. Additionally, our process can allow for email comments to Ralph
Andersen & Associates relative to the desired qualities in the next City Manager. See the Project Cost section
for more details on pricing.
Subsequent to the development and adoption of the candidate profile, the technical information and
recruitment criteria will be documented in an electronic recruitment brochure prepared by the search
consultant. The electronic recruitment brochure will be reviewed by the City in draft format, revised as
appropriate, and published for use throughout the search.
Iask 3 - Outreach and Recruiting
This task is among the most important of the entire search. lt is the focus of the activities of the search consultant and
includes specific outreach and recruiting activities briefly described below.
Outreach
An outreach and advertising campaign will be developed. This will include the placement of ads in publications
specifically targeted to the position of City Manager, including the National League of Cities, lntemational
City/County Management Association (ICMA), Florida City/County Management Association, Florida League
of Cities, and other professional associations. Other lntemet sites related to govemment will be used as a
method of extending the specific outreach in a short period of time.
Additionally, the advertisement and the full text of the position profile (the recruitment brochure) will be placed
on Ralph Andersen & Associates' website, which is accessed by a large number of qualified candidates. This
method of outreach to potential applicants provides a conftdential source that is monitored by many key
levelexecutives on an ongoing basis.
City of MiamiBeach
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C andidate ldentificatio n
Ralph Andersen & Associates will use their extensive contacts to focus the recruiting effort. In making these
contacts, the search consultant will target those individuals who meet the criteria established. Each of the
candidates identified through the recruiting efforts will be sent an electronic recruitment brochure. Candidates
will also be contacted directly to discuss the position and to solicit their interest in being considered.
Both the outreach and recruiting activities will result in applications and resumes from interested candidates.
As they are received, resumes will be acknowledged and candidates will be advised of the general timing of
the search process. The following tasks involve the actual selection process, once all resumes have been
received.
Iask 4 - Candidate Evaluation
This task will be conducted following the application closing date. lt includes tre following specific activities
Screening
All of the applications will be carefully reviewed. Those that meet the recruitment criteria and minimum
qualilications will be identified and subject to a more detailed evaluation. This evaluation will include
consideration of such factors as professional experience, and size and complexity of the candidate's cunent
organization as compared to the candidate profile.
Preliminary Research and lnternet Review
The research staff of Ralph Andersen & Associates, under tre direction of the Project Director, wil! conduct
preliminary research and intemet review for those candidates identified as the most qualified as a result of
the screening process. This level of research will be done on a limited number of candidates to leam more
about each candidate's public profile and related information that is available on the intemet.
Preliminary lnterviews via Video Technology
Mr. Burg will conduct preliminary interviews with the top group of candidates identified through the screening
and preliminary research processes. The interviews are extensive and designed to gain additional information
about the candidates' experience, management style, and 'fit'with the recruitment criteria. lnterviews will be
done using video technology. No consultant travel for preliminary in-person interviews has been included in
this proposal.
The screening portion of the candidate evaluation process typically reduces a field of applicants to
approximately five (5) to six (6) individuals. Those individuals will be reviewed with the City prior to proceeding
with the individual (video) interviews conducted for finalist candidates.
Iask5-SearchReport
After completing Task 4, all documentation will be supplied to the City electronically. No hard copies will be supplied to
the City for any phase of this search engagement. Mr. Burg will prepare detailed information for review including
resumes uploaded to a file sharing system (i.e., DropBox or ShareFile). Mr. Burg will facilitate a review meeting (using
Zoom) with the City Commission or other designated representative to discuss the top candidates. The report divides
all of the candidates into four groups including 1) the top group of candidates recommended to be interviewed via
video; and 2) a backup group to the first group. The search report will include candidate resumes. The results of the
preliminary research and interviews will be provided in writing to the City. This video meeting will result in a confirmed
group of top candidates for the City to further consider.
lmportant to note, we do not conduct references on finalist candidates but rather on the selected top candidate.
Periodically, we may recommend conducting references on the top two candidates.
The results of the Search Report will be a confirmed group of finalist candidates (typically 4 to 5) that the City
Commission will interview using video technology.
Iask 6 - Selection
The final selection process and the timing of the final selection will vary depending upon the desires of the City. The
typical services provided by Ralph Andersen & Associates in the selection process are described briefly below. Mr.
City of MiamiBeach
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Burg will coordinate the selection process for the finalist group of candidates. This includes handling the logistical
matters with candidates and with the City.
Mr. Burg will coordinate the video selection process for the finalist group of candidates. All finalist interviews will be
done via video using Zoom. This includes handling the logistical matters with candidates and with the City.
Ralph Andersen & Associates will prepare an electronic interview booklet (uploaded to a file sharing program such as
DropBox or ShareFile)that includes the resumes and candidate report (with interview comments, preliminary research,
and other relevant information about the candidates). ln addition, this electronic information will contain suggested
questions and areas for discussion based upon the recruitment criteria. Electronic copies of the interview booklet will
be provided in advance of the candidate interviews. No hard copies of materialwill be provided. Should the City desire
hard copies, that will be the responsibility of the City to produce and distribute.
Mr. Burg willfacilitate the Zoom Video lnterviews to assist the City through the selection process. lmportant to note, all
parties will be using this video technology. This includes all candidates, panel members, and the City. This assistance
will include an initial orientation, candidate introductions, and facilitation of discussion of candidates after al! interviews
have been completed.
Additionally, verifications will be made on the top two candidates and will include education verifications, Department
of Motor Vehicle check, wants and wanants, civil and criminal litigation search, and credit check. The results of these
verifications will be discussed with the City at the appropriate time.
Reference checks will be conducted on the top candidate. Former co-workers and supervisors will be identified and
contacted. The results of these reference checks will be discussed with the City at the appropriate time.
As needed, Mr. Burg is available to provide assistance to the City in the final selection as may be desired. This
assistance may include providing or obtaining any additional information desired to assist in making the final selection
decision. Mr. Burg's participation will be done using video technology or telephonically.
Iask 7 - Negotiation
Mr. Burg is available to assist the City in negotiating a compensation package with the selected candidate. This may
include recommendations on setting compensation levels.
Additionally, working with the City's legal counsel, Ralph Andersen & Associates will assist in the preparation of a draft
employment agreement and work with the City Commission on the finalization of this document.
IaskS-CloseOut
After the City has reached agreement with the individual selected for the position, the Prolect Director will close out the
search. These activities will include advising all of the finalist candidates of the status of the search. Candidates that
were not interviewed willalso be updated electronically.
Schedule
We anticipate an extended time frame for this entire recruitment process due to the uncommon circumstances of the
COVID-19 Pandemic. lmportantly, there is the ability to begin this process effectively with the use of video technology
and file sharing methods that supports a very strategic approach. Candidate outreach may certainly be elongated
during the upcoming weeks/months of dealing with this situation, but rest assured that the guidance and support offered
by the firm, under Mr. Burg's direction, will better position the City going fonruard.
An extended application process is recommended during the upcoming weeks/months. lnstead of a 30 to 45{ay
period, we may suggest 60 days with the ability to close sooner if sufficient candidates apply.
The firm of Ralph Andersen & Associates is functioning in a full state of virtualization and able to contribute and address
key steps of this engagement.
City of MiamiBeach
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Price Proposal
The recruitment effort for a new City Manager will be national in scope with a focus in Virginia and the Eastern Region.
The review of resumes and qualifications will be conducted on all candidates that submit giving the City the ability to
select from a broad field of qualified candidates. The professional services fee to perform this search will be a fixed
fee of $48,500* for recruitment services and all related expenses.
rNote - Expenses included in this fixed fee include such items as advertising, consultant interaction (anticipated to be
done 100% through videoconferencing), clerical, graphic design, research, and longdistance telephone charges. On
top candidates, lntemet and Lexis/Nexis searches will be conducted. Additionally, education verifications, DMV check,
wants and warrants, civil and criminal litigation search, and credit check will be conducted on the top two candidates.
Reference checks will be conducted on the top candidate. Should the City desire to conduct references calls on more
than one candidate, a background fee of $1,800 per candidate will be billed in addition to the above stated fees.
As previously stated, Ralph Andersen & Associates is leveraging cloud-based applications to operate in a
total virtual environment. All meetings and interviews will be conducted by video (Zoom Technologies), all
work products provided to the client will be electronically transmitted (properly organized and tabbed) using
either DropBox or ShareFile.
lnvoicinq for Services - Ralph Andersen & Associates will bill the City in four installments as follows.
. Following kick-off and finalization of recruitment brochure - $14,550
. After the closing date - $14,550
. After finalist interviews - $14,550
. Upon placement - $4,850
Progress payments will be due upon receipt.
Brochure - A full color electronic brochure will be developed for the City Manager recruitment. All pictures will be the
responsibility of the City.
Optional Services (Oroanizational and Communitv Survevl - Should the City choose to conduct an Organizational
and Community Survey with summarized results, this would be conducted for an additional $3,500.
Exception - Based on the recommendation for all video interviews (at least during the COVID-19 Pandemic), any
candidate travel is the full responsibility of the City.
Ralph Andersen & Associates' Guarantee
Ralph Andersen & Associates offers the industry-standard guarantee on our search services. lf within a one-year period
after appointment, the City Manager resigns or is dismissed for cause, we will conduct another search free of all charges
for professional services. The City would be expected to pay for the reimbursement of all incuned expenses.
Should the initial outreach efforts not result in a successful placement, Ralph Andersen & Associates will continue the
outreach efforts until the ideal candidate is found. The City will be responsible for expenses based on actual receipts.
00t
We look fonruard to your favorable consideration and the opportunity to, once again, work with the City of Miami Beach
on this critical search effort. Mr. Burg can be reached at (916) 6304900 or more directly on his cell phone (805) 264-
2663.
Respectfu lly Submitted,fu4'l^-w
Ralph Andersen & Associates
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CITY
of
MIAMI BEACH, FLORIDA
Executive
Search & Recruitment Services
for
CITY MANAGER
THE MERCER GROUP, INC.
Dona Higginbotham
Senior Vice President
3245 S. Atlantic Ave., Suite 607
Daytona Beach Shores, Florida 32118
wWW.mercerqrou pincflorida.com
AAIAAAIBEACH
Mercer Group Florida LLC
Consulta nts To Mo nageme nt
October 21,2020
City of Miami Beach
1755 Meridian Ave., 3'd Floor
Miami Beach, Florida 33139
The Mercer Group, [nc. understands the City of Miami Beach wishes to engage the services of an
executive search firm to conduct executive search and recruitment services for a City Manager.
The Mercer Group, Inc. dba Mercer Group Florida is pleased to assist the City to recruit
exceptionally well-qualified candidates for the position of City Manager. If selected to conduct
the search and recruitment process for this position, we will have no difficulty beginning
immediately to ensure a smooth process. It is our understanding that the scope of work, minimum
responsibilities, and search and recruitment services shall include, but not be limited to, the
following:
. Development of Candidate Profile and Recruitment.. Production of Recruihnent materials. Strategy Outreach to best-fit candidates and Advertising Campaign.. Candidate Screening.
. Candidate selection, background and offer.
. Appointment and follow-up.
The objectives that we will meet to find the best qualified candidates for the City Manager
position are as follows:
. To conduct needs assessment for the new City Manager.. To develop a comprehensive position profile.
o To encourage top level people to apply who would otherwise be reluctant to respond to an
advertisement.
. To save a considerable amount ofthe City's time in establishing a position profile and reviewing
applicants.
. To comply with appropriate personnel regulations and state laws (i.e., EEO, Affirmative
Action and ADA).
. To assess the qrnlifications and suitability ofcandidates independently and objectivety for the position.
City of Miami Beach
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September 30, 2020
. To respond to all candidate inquiries and produce all correspondence during the search.. To mail an information packet supplied by the Ciry to all qualified applicants.. To recommend a pool of finalist candidates.o To assist staff with coordinating finalist candidate interviews.o To preserve the confidentiality of inquiries to the degree possible under Florida law.. To assist the City in reaching a final decision.. To assist in negotiating a compensation package with the successful candidate.. To keep the liaison closely involved in key decisions and informed of our progress.
The purpose for engaging the services of an executive search firm is to seek out and recruit
experienced candidates and to assist the City in selecting highly qualified individuals who meet
the profile and needs of the City and who might not otherwise apply. The Mercer Group, Inc. is
well-qualified to assist with this project. Most recently we have successfully completed and/or
currently engaged in searches for the Cities of Largo, Deltona, Port Orange, DeBary, St.
Petersburg, Temple Terrace, St. Pete Beach, Cocoa, Gainesville, Dunedin, Deerfield Beach,
Hallandale Beach, Hollywood, Key Biscayne, Mary Esther, Orange Park, Palatka, Palm Beach,
Palmetto Buy, Plant City, Pompano Beach, St. Cloud as well as Hernando County, Hillsborough
Counfy, Citrus Counfy, Polk County, Pinellas Suncoast Transit Authority and TBARTA. These
are just the Florida recruitments; there are many more in the Southeast and nation-wide.
The Mercer Group, Inc. has been in operation for over thirry years with corporate headquarters in
Atlanta and branch offices in thirteen ( 13) states, including Volusia County Florida. The Mercer
Group, Inc. has the resources available to conduct this search and avoid untimely delays in the
process. A list of City and County Administrator searches is attached for your reference. Mercer
Group Florida LLC, a minority owned LLC, has been in operation since June 2010.
If selected, I will personally lead this recruitment from our Daytona Beach Shores office; with
over 20 years of recruiting experience, I am uniquely qualified to lead this search for The City of
Miami Beach's City Manager.
The Mercer Group Florida fees for the Executive Search/Recruitment Services are:
$17.750.00 plus exoenses not to exceed $2.250.00
Thank you for the opportunity to assist the City with this important assignment. Please contact
me directly at 954-559-8865 if you have any questions.
Sincerely yours,
Dona Higginbotham
THE MERCER GROUP FLORIDA
An Executive Summarv of what The Nlercer Group offers
lVliami Beach, Florida
u0 cations and Stu u,
The Mercer Group, Inc. has been in operation for twenty-eight years with offices in thirteen (13)
States, including Volusia County, Florida.
Mercer Group Florida, a minority owned company, has been in operation since June 2010.
Dona Higginbotham will be the assisting the City of Miami Beach for the City Manager Search
and Recruitment Services and will serve the City from our Daytona Beach Shores location. More
information about current and previous searches is available at:
htto:ll orida.com/about-us
Llnderstanding the Proiect & Our Annroach
Services provided include, but are not limited to position analysis and preparation of a position
profile, recruitment for the position, inviting potential candidates to apply, reviewing and screening
applications, conducting interviews, reference checks and background checks of selected
candidates, recorrunending a list of final candidates, coordinating final interviews, contract
negotiating as required, and following up.
Our 7-Step Search Process
We recommend a seven (7)-step search process as follows:
l. Position Analvsis - Define work relationships, job qualifications and requirements for
the position - the "Position Profile".
Recruitment Process - Recruit State-wide, regionally, and nationally for the position
and network to locate qualified candidates.
Resume Review - Identiff qualified candidates.
Candidate Screenine - Thoroughly screen prospective candidates.
Background Investieation - Thoroughly evaluate prospective candidates.
Interview Process - Make recommendations and assist in selection.
Nesotiation and Follow-up - Facilitate employment and follow-up to ensure complete
integrity of the process.
The Candidate Screenine will be handled personally and thoroughly by Ms. Higginbotham of the
Mercer Group Florida.
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Schedule
While the schedule and timeline will be determined by the City of Miami Beach following our
consultations, the schedule we recommend provides for the successful candidate to be selected
within 12 weeks from start to finish or a schedule to be determined by the Commission.
PROJECTED TIMELINE
One week following execution of agreement
Week One
Week Three
Week Three - Search Officially Opens
Weeks Three through Seven
Weeks Three through Seven
As received
Week Seven
Ongoing through Week Seven
Week Eight
Weeks Nine & Ten
Week Ten
Week Eleven/Twelve
Week Eleven/Twelve
Week Eleven/Twelve
At close of search process
DELI\TERABLE
Kickoff Meeting with designated individual(s)
Interviews/Consultation (as desired) to:*Develop Characteristics &
Attributes of a Successful Candidate.*Develop Compensation Package and Job Description
Approve Recruitment Materials
Recruitment of Qualifred Individuals
Ads Placed
Send Recruitment Materials
Invitation Letter
Outreach Telephone Calls/Email
Acknowledge Receipt of Application Materials
Closing Date for Receipt of Applications
Screen Applications Against Selection Criteria
Consultant Interviews of Top Candidates
Meet with the designated liaison to Review Top
Candidates and assist in the selection of Finalists.
Conduct Reference and Background Checks
(conditional offer may be made to candidate)
Send Interview Guide of Selected Finalists
Conduct Interviews of Selected Finalists
Selection of Candidate
Negotiate Agreement
Notiff Candidates Not Selected
Reason able Fees
The Mercer Group. proposes a fee of $171750.00, plus expenses not to exceed $21250.00, for the
Executive Search/Recruitment Services for the City of Miami Beach.
SERVICES FEE
Position Analysis 2,7 50
Outreach Campaign 2,750
Resume Review 2,875
Candidate Screening 2,975
Background Investi gation 3,250
Interview Process 2,750
Negotiation and Follow-up s00
TOTAL FEE $17,750
The onlv additional cost to the City, will be the costs related to bringing candidates to the City of
Miami Beach for in-person interviews. Transportation, hotel, meals, etc.
Guarantees
We make ten (10) guarantees of our search and recruitment work for City of Miami Beach.
Client Organization: The client is defined as the entire entity, including all deparunents,
divisions, sections and groups. This assures that all our guarantees apply to the entire client
organization.
Two-Year Off Limits: We will not recruit candidates from a client organization for two
years after completion of a search assignment without the full agreement of the client.
Placement Off Limits Forever: We will never recruit a candidate whom we have placed
in a client organization as long as he/she is employed by that organization without the full
agreement of the client.
Continue the Search: If, for any reason, the client does not feel comfortable selecting a
candidate from our original recommended group of candidates, we will continue the search
until the client can make a selection.
Replacement of Successful Candidate: If the candidate we place with the client leaves
the client organization for any reason during the l2-month period following the date of
placement with the client, we will replace the candidate for out-of-pocket expenses only
and there will be no professional fees charged by The Mercer Group Florida to make the
new placement.
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6.Parallel Candidate Presentation: We will not present a candidate simultaneously to more
than one client. This permits our firm to represent one client organization without any
conflicts of interest.
7 Client Conflicts: If asked, we will disclose to our clients the names of the organizations
which are "Off Limits" that logically would be target organizations on the new search
assignment.
E.Deceptive/Misleading Search Techniques: We commit to our clients and to our
prospective candidates that we will not use any search techniques which may be considered
as deceptive or misleading.
9 Resume Floating: We will not float resumes to organizations in the hopes that we can
collect a fee if that individual is hired.
10.Not Represent Individuals: We assure our clients and individuals who may become
candidates that we will not collect a fee from candidates whom we may recommend for a
position.
We look forward to being of service to the City of Miami Beach.
THE MERCER GROUP, INC.
Dona Higginbotham
Senior Vice President
3245 S. Atlentic Ave., Suite 607
Daytona Beach Shores, Florida 32118
Cell: 954-559-tt65
rn$'w. m ercerq rou oin cfl ori da. com
Mercer Group Inc. City and County Administrator Searches 201 5 - 2020
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Response to
Crv oF MtAMt BEACH, Ftoane
Executive Search Firm For
City Manager
RFL'r 2021-036-KB
Prepared by Robert E S/avrn on October 23, 2020
SIAVIN EIvtEt{T
CONSULTANTS
3040 Holcomb Bridge Rd. Suite A-l o f1e7s7oss, Georgia 30071 o (770) 449{656 o FAX (770)'[16-0848 o E-mail: slavin@bellsouth.net
www.slavin.com
With affiliatcs in Burlington (NC),Cincinnati, Louisville, Manteca (CA) and Meea
TABLE OF CONTEA'TS
Cover Page
RESPON DENT INFORMATION
FIRM'S PREVIOUS SIMILAR EXPERIENCE
Recent Chief Executive Searches
PROPOSED WORK PLAN
Develop the Recruitment Profile
ldentify Qualified Candidates . . . .
Eva luate Prospective Cand idates
Prelim inary Screening and
Selection and Employment
ln-depth Screening and Final Report
Establish Evaluation Criteria
Follow-up . . .
Reporting . . .
Deliverables .
Guarantees
Project Schedule
Staffing
David Krings
Why Slavin Management Consultants
PRICE PROPOSAL
Professional Fees
Expenses . .
Progress Report
5
5
5
6
6
6
6
7
7
7
7
7I
8
8
I
10
11
12
12
12
Robert E. Slavin, President
Barbara W. Lipscomb,
EXHIBITS
Pro Forma lnvoice
Clients
EEO Statement
SMC Sexual Harassment Policy
Minority and Female Placements
2
2
1
RESPO N DENT !N FORMATION
October 23,2020 SI.AVIN
A(:
City of Miami Beach
Procurem ent Departm ent
1755 Meridian Avenue, 3'd Floor
Miami Beach, FL 33139
Via Email: kristybada@miamibeachfl.qov
Re.' Erecutive Search for City Manager - RFLE 2021-036-KB
Slavin Management Consultants (SMC) is pleased to submit this Letter of lnterest to conduct an executive
search forthe next City Managerof Miami Beach. The purpose of this project is to help the City
Commission develop and agree to a comprehensive position profile for City Manager and then to identify,
recruit and present outstanding candidates who meet these criteria. Once the profile has been developed
and approved by the City Commission, we will have no difficulty identifying quality prospective candidates
and becoming immediately productive. lt is normal for a City Manager search to take between sixty and
ninety days to complete.
SMC was in a Georgia corporation formed in 1991. As a high quality, independentmanagementconsulting
firm, Slavin Management Consultants is most capable and interested in providing these services to the City.
This Letter of lnterest commits the highest level of our firm's resources. lwill manage and serve as the
primary consultant for this critical project. I am the owner and president of SMC and am among the
most experienced recruiters of governmental managers in the nation. lhave a strong and proven
commitmentto providing exceptional recruitmentservices to public agencies and have received many
accolades supporting this work. lhave the authority to bind the corporation. Ms. Barbara Lipscomb and Mr.
David Krings will assist with this work. Both are highly experienced former local government executives
and management consultants.
Public sector and not-for-profit executive search work accounts for more than g5% of SMC's recruitment
activities. SMC has recruited many executives for the Florida public agencies and for others in al! regions of
the nation. We are very familiar with Florida's public meetings and open records laws. We are able to
recruit well-qualified candidates for our Florida clients who would otherwise not have applied for fear of
premature publicity. We also comply with both the letter and intent of Florida's laws. Our proposed process
includes a minimum of three presentations to the City Commission and up to three meetings with individual
Commission members.
SMC is a national firm, strategically based in Norcross, Georgia for easy access to Atlanta's Hartsfield -
Jackson lnternational Airport - the world's busiest airport. We have affiliates in Burlington, NC; Cincinnati,
OH; Louisville, KY; Manteca, CA; and Mesa, AZ.
SffC Co ntact lnform atio n
Robert E. Slavin, President
Slavin Management Consultants
3040 Holcomb Bridge Road, Suite #A-1
Norcross, Georgia 30071
Phone:
Fax:
email:
web site
(770) 449-46s6
(77 0) 41 6-0848
S avin bellsouth.net
www.slavinweb.com
Prepared lor THE City OF tllAMt BEACH, FLORIDA by Slavin Management Consultants
F,R[',S PREVIOUS S,,I,,LA R EXPERIENCE
Slavin Management Consultants (SMC) has completed many city/county manager searches over the years.
We have significant local government recruitment experience in Florida and all regions of the United States.
This experience includes extensive experience working for Florida local governments. The best prospects
are typically happily employed and not responding to advertisements. Our Florida local government search
clients include the following jurisdictions:
Atlantic Beach
Broward County
Boca Raton
Boynton Beach
Charlotte County
Cleanrtrater
Clermont
Coral Springs
Davie
Deerfield Beach
Delray Beach
Destin
Dunedin
Escambia County
Fort Lauderdale
Fort Myers
Gainesville
Holly,vood
Recent Chief Executive Searches
Homestead
Jacksonville Beach
Jupiter
Lake County
Lake Worth
Lee County
Miami
Miami-Dade County
Manatee County
Martin County
Miramar
Mount Dora
Neptune Beach
North Miami Beach
Okeechobee County
Orange County
Orlando
Ormond Beach
Panama City
Parkland
Palm Beach County
Palm Beach Gardens
Pinellas County
Pensacola
Plantation
Pompano Beach
Polk County
Santa Rosa County
Sarasota
Seminole County
Sunrise
Titusville
Volusia County
West Palm Beach
Winter Park
CLIENT POP SEARCH
FOR
START'
FINISH
DATES
PLACETENT FEE
(s)
Gontact lnformation
Alleghany
County, VA
13,000 County
Adm inistrator
1218t15
4t8116
Jonathan
Lanford
'14,915 Stephen Bennett
Board Member
(s40) 862-76-70
m illwork2002@aol.com
Bothell, WA 46,000 City Manager 8124116
11t7 t16
Jennifer
Phillips
15,565 Mayor Andy Rheaume
(206) 999-883s
andy.rheaume@ bothellwa.gov
B roo kfie ld ,
IL
1 8.9 Village
Manager
6120t18
8/8/18
Timothy
W iberg
14,980 Kit P. Ketchmark, Village Pres
(708) 48s-7344
kketch mark@ brookfie ld il.gov
B u ncom be
County, NC
261.2 County
Manager
10129118
119t19
Avril Pender 15,065 Brownie Newman, Board Chair
(828) 243-01 07
newman@ bu ncom becounty.org
Cherry Hill
Village, CO
6,300 City Manager 1217115
3t12t16
James
Thorsen
15,135 Mayor - Laura Christman
303-758-6058
lchristman @ cherryhillsvillage.com
Corpus
Christi, TX
285,000 City Manager 12t13t18
4110119
Peter Zanoni 15,740 Mayor Joe McComb
(361 ) 826-31 00
ioemccom b@ cctexas-com
Corinth, TX 20,600 City Manager 8/1 5/1 61
213tl6
Bob Hart 1 4 ,660 Guadalupe Ruiz
Human Resources Director
(940) 498-3277
gru iz@ cityofcorinth.com
Danville, KY 16,700 City Manager 6t22t20
10120120
Earl Coffey 15,855 Mayor Mike Perros
(8s9) 238-1 200
mike perros@gmail.com
Prepared tor THE City OF ilAn, BEACH, FLORIDA by Slavin Management Consultants 2
CLIENT POP SEARCH
FOR
START/
FIN !SH
DATES
PLACEMENT FEE
($)
Contact lnformation
Daytona
Beach, FL
61 ,000 City Manager 10121120
Cu rrent
Current
Project
15,475 James Sexton
Human Resources Director
(386) 671-8200
sextonj@ codb.us
Dothan, AL 68,500 City Manager 9112t18
2t18119
Kevin Cowper 1 5,51 5 Mayor Mark Saliba
(843) s4s-4002
mayor@dothan.org
Du rango,
CO
16,887 City Manager 216120
8125120
Jose Madrigal Mayor Dean Brookie
(970) 749-3189
daen brookie@ d u ra ngogov.org
Evans, CO 21,400 City Manager 1014t16
1t20t17
Jim
B eckle nbe rg
1 5,1 35 M ayor John Morris
(970) 47s-2209
im orris@ evanscolorado.gov
F iresto n e,
co
14,524 City Manager 10112118
11t3tl8
A.J. Krieger 15,135 Frank Jimenez, Trustee
(303) 833-3291 Ext. 5502
fjim e nez@ firesto n e.gov
F ra n kfo rt,
KY
27,000 City Manager 1111t16
1122117
Cynthia
Steinhauser
15,135 Kathy Fields
Human Resources Dir
(502) 87s-8s00
kfie ld s@ fra n kfort.ky.g ov
Fort Myers,
FL
69,413 Police Chief 1t15t16
412't 116
Derrrck Diggs 15,210 Saeed Kazemi, City Manager
(2391321-7022
kazem i@ cityftm ye rs .co m
Georgetown,
SC
10,000 CitY
Ad m in istrator
3t141'.19
5/31/1 I
Sandra
Yudice
15,135 Mayor Brendon Barber
(843) 545-4175
bbarber@ cogsc.com
Georgetown
County, SC
61 ,000 County
Adm in istrator
11122t19
3111120
Angela
Christian
15,135 Board Chair John Thomas
(843) 327-371 I
johnthomas@ gtcou nty.org
Glendale,
AZ
226,721 City Manager 5/6/15
8/'t6/15
Kevin Phelps 14,020 James Brown
Dir, Human Resources
(623) e30-2870
jwbrown @ glendaleaz.com
Great Bend,
KS
16,000 City
Adm in istrator
3/5/18
7 t3118
Kendal
Francis
15,135 Randy Keasling
Dir of Human Resources
(620) 793-4111
rkeaslin g @ g reatbe ndks.n et
G reenville,
NC
84,500 City Manager 3115117
6t11117
Ann Wall 1 5,1 35 Mayor PJ Connelly
(2s2l,329-4419
pjconne lly@ greenvillenc.gov
H a rdeeville,
SC
5,000 City Manager 4t13115
8110115
M ichael
Czymbor
't4,000 Ms. Lori Pomarico, City Clerk
Phone: (843)784-2231
lpom arico@ cityofha rdeeville.com
Joliet, lL 't 48,049 City Manager 8t30t20
Current
Cu rrent
Search
15,420 Kathy Franson
Dir Human Resources
(815) 724-4020
kfranson@ joliet.gov
Laredo, TX 229,573 City Manager 7 t31t19
2t18t20
Robert Eads 15,420 Carolina Thurkettle
H uman Resources Officer
(956) 7 94-7 412
cth u rkettl@ ci.laredo.tx.u s
Lubbock, TX 34 0,0 00 City Manager 7 t18t16
10128116
Jarett
Atkinson
't5,000 Mayor Dan Pope
(806)77s-2010
dpope@ mylubbock.us
Prepared lor THE City OF tl,AMl BEACH, FLORIDA by Slavin Management Consultants 3
15,855
CLIENT POP SEARCH
FOR
START'
FIN!SH
DATES
PLACETENT FEE
(t)
Contect Information
Maplewood
MO
8,1 00 City Manager 5126t20
Current
Current
Sea rch
15,855 Anth ony Traxler
Assistant City Manager
(31 4 ) 646-3635
Menominee,
MI
8,600 City Manager Anton
Graff
I 5,21 5 Mr. Robb Jamo, City Attorney
(906) 8ss-0102
rja m o@ cityofmenom inee.net
MetroPlan
Orlando
Three
County
MPO
Executive
D irecto r
3t12118
5122118
Gary
Hutlmann
15,160 Jason Loschiavo
Dir- Finance and admin
(407) 481-5672 Ext. 31 0
jloschiavo@ metroplan orlando.org
Mounl Dora,
FL
12,500 4120116
7t29116
7129116 14,540 Ms. Gwen Johns
City Clerk
Ph: (352) 735-7126
joh nsg @ cityofm ou ntdora.com
Myrtle
Beach, SC
30,000
to
350,000
Seasonally
8t12120 Current 16,1 1 5 Mayor Brenda Bethune
(843)918-1000
bbeth u ne@ cityofm yrtlebeach.com
N orth Port,
FL
68,628 Fire Chief 12112t17
2115118
Scott Titus 15,21 0 Christine McDade
Director, H uman Resources
(941 ) 429-71 36
cm cd ade@ cityofnorth po rt.co m
7,1 00 to
335,000
Seasonally
City Manager 9t14t15
12110t15
Douglas Miller 14,950 Wayne Evans
Human Resources Director
(410) 289-8778
weva ns@ ocean citym d.gov
Orlando, FL 285,713 Fire Chief 4117 t19
911t19
Benjamin
Barksdale
16,510 Ana Palenzuela
H uman Resources Director
(4071 246-2057
ana.palenzuela@ cityoforland o.net
Parkland, FL 33,000 City Manager 7 t9t19
10128119
Nancy
Morando
15,135 Jackie Wehmeyer
Director of Human Resources
(954) 757-4143
jweh meyer@ cityofparkland.org
Panama
City, FL
36,908 City Clerk/
Treasurer
9t14120
Cu rrent
Cu rrent
Search
15,885 Jared Jones
Assistant City Manager
(850) 872-3010
jjones@ pcgov.org
Plantation,
FL
85,000 Chief Adm
Officer
1124tl5
3/16/15
H orace
M cH ugh
14,690 Mayor Diane Veltri Bendekovic
City of Plantation
(954) 797-2200
dbend ekovic@ plantation.org
4 7,000 City Manager 6125119
8/30/19
Joseph La
Margo
15,650 Mr. Joesph La Margo
City Manager
(269) 329-4400
lam a rgoj@ portag em i.gov
Powder
Springs, GA
1 5,000 City Manager 10t2ar4
3/9/15
Pam Conner 13,825 Mayor Al Thurman
(770) 943-1666 Ext 309
ath u rm an@ cityofpowdersp rings.org
Shelton, WA 9,980 City Manager 8/16/18
1 1/1 6/18
Jeff Niten 15,565 Mayor Bob Rogers
(360) 490-6394
bo b ro g ers@ s h elto nwa.gov
St. Croix
County, Wl
90,000 County
Ad m in istrator
10t14 t20
Currenl
Current
Search
15,855
Prepared lor THE City OF nAH, BEACH, FLOR,DA by Slavin Management Consultants 4
6/'t 3/16
1017116
City Manager
City Manager
Ocean City,
MD
Portage, M I
Tarra Davis-Fox
(71s) 377-5816
tarra.davis.fox@ sccwi.gov
CLIENT POP SEARCH
FOR
START/
F!NISH
DATES
PLACEl{ENT FEE
(s)
Gontact lnformation
Steamboat
Springs, CO
12,100 City Manager 1114t16
619t16
Gary Suiter 15,135 Gary Suiter
City Manager
(e70) 871-8240
gsuiter@ steamboatsprings.net
Stockbridge,
GA
29,638 City Manager Randi
Knighton
15,215 Mayor Anthony Ford
(770) 389-7910
asford @ stockbrid g e-ga.gov
Urbana, lL 42,046 City
Ad m in istrator
10127117 Carol Mitten 15,215 Mayor Diane Martin
(217) 384-24s6
dm artin@ u rbana.illinois.us
Valdez, AK 4,000 City Manager 6123t15
10t9t15
Elke Doom 16,525 Ms. Sheri Pierce, MMC
City Clerk
907-834-3408
spierce@ ci.valdez.ak.us
Volusia
County, FL
553,284 Asst. County
Manager
3/18/19
61154119
Sa lly
Sherman
16,065 George Recktenwald
County Manager
(386) 736-ss20
greckte nwa ld @ volusia.org
PROPOSED WORK PLAN
We recommend a five-step process as follows:
. Develop job qualifications and requirements for the City Manager position
. ldentify and recruit qualified candidates.
. Evaluate prospective candidates.
o Make recommendations, help in selection and facilitate employment.
o Establish evaluation criteria and follow-up.
Each step of this process is described below.
A. Develop the Recruitment Profile
- the Recruitment Profile
We will meet with the City Commission members individually and collectively and with staff (if the City
Commission wishes) to learn the City's needs, focus and requirements such as experience, education and
training as well as preferred management style and personal traits. ln developing the recruitment profile, we
will spend a considerable amountof time atthe beginning of the process in MiamiBeach to gather
additional information about the City and to ascertain, the unique challenges of the job and the general
environment within which the position functions.
Once we have gained the necessary information, we will prepare a draft recruitment profile and review it
with the City Commission to arrive at a general agreement regarding the specifications forthe position. The
final profile will include information about the region, the City of Miami Beach, the City government, major
issues to be faced, the position and the selection criteria established by the City Commission.
B. ldentifv Qualified Candidates
We will first review our database to find those candidates whom we may already know and/or already have
on file who may meet your specifications. Although the above process is valuable, we will rely most heavily
on ourown contacts in related fields and on ourown experience. ln otherwords, through "networking," we
will conduct a professional search for the best-qualified candidates and invite them to apply for the position.
ln this effort, we utilize appropriate professional organizations, social media, our established contacts and
5Prepared tor THE City OF tlllAMl BEACH, FLORIDA by Slavin Management Consultants
3t10117
7126117
our knowledge of quality jurisdictions and their employees
We will prepare classified advertisements and develop a targeted advertising program utilizing professional
publications. We will acknowledge all resumes received and thoroughlyscreen all potential candidates.
C. Evaluate Pro ective Candidates
Preliminary Screening and Progress Report
Criteria forthe preliminary screening will be contained in the approved recruitment profile. They may
include such items as education, technical knowledge, experience, accomplishments, management style,
personal traits, etc. Screening of candidates against those criteria will be based on data contained in the
resume and other data provided by the candidates and on our knowledge of the organizations in which they
work. At this stage, each must meet the minimum qualifications specified in the recruitment profile.
We request that all candidates provide us, in writing, substantial information about their accomplishments
and their management style and philosophy. This information is verified and, at the City's option, may be
further tested by having the finalists respond to a supplemental questionnaire and/or complete management
and leadership style inventories. We interpret these instruments for the City as well.
Wewill meetwith the CityCommission to provide a progress reporton a numberof sernifinalistcandidates.
These individuals will be top prospects who clearly meet the City's specifications for the position. With
guidance from the City Commission, we will narrow the semifinalist candidate group on the basis of refined
criteria. During this meeting we will determine City's expectations relative to interview questions thatwe will
write as well as the candidate rating and scoring processes which will be included in our final report.
D. Selecfion and Employment
ln-depth Screening and Final Report
At this point, we will interview those semifinalist candidates whom the City has the greatest interest in.
Proper "fit" is as important as technical ability. We assess both. ln order to better assess candidates'
management style and interpersonal characteristics, we personally interview each in his or her present work
environment. We will closely examine each candidate's experience, qualifications, achievements,
management style and interpersonal skills in view of the selection criteria and our professional expertise in
evaluating the quality of such qualifications, skills and achievements.
We conduct in-depth background checks on those individuals who continue to demonstrate their overall
suitabilityforthe position. lncluded are detailed and extensive reference checks which covera minimum
period of ten years. ln conducting these, it is our practice to speak directly to individuals who are now or
have been in positions to evaluate the candidate's job performance. We ask each candidate to provide us
with a large number of references. We then network these references to other persons who know the
candidate. ln this way, we thoroughly evaluate each candidate. These references and evaluations are
combined to provide frank and objective appraisals of the top candidates.
As part of our evaluation process we conduct credit checks and verify undergraduate and graduate college
degrees. We also conduct criminal history, civil court records and driving record checks. At the City's
option, we can arrange for assessment centers and/or psychological (or similar) testing of the candidates.
(These optional items will result in extra cost.)
We will then meet with the City Commission to present a group of well-qualified finalist candidates for
interviews in MiamiBeach. These final candidates will not be ranked because, atthis point, theywill all be
qualified and itwill then be a matterof chemistry between the candidates and the City Commission that
should produce the final selection decision.
Our final report will be presented in a meeting with the City Commission. This written report is a
comprehensive document. lt contains our candidate recommendations, details about the search, interview
tips, interview questions, candidate evaluation forms and information about legal vs. illegal inquiries. The
report also includes the candidate interview schedule as well as our recommendations relative to timing,
sequencing, location, setting, format, and conduct of interviews. The report contains comprehensive
information about each recommended candidate. This includes educational and experience information, an
6Prepared for THE City OF MIAMt BEACH, FLORIDA by Slavin Management Consultants
evaluation of the candidate's experience relative to the criteria established bythe City, a summary of
reference comments and a statement of accomplishments and management style prepared by the
candidate. Present compensation is also provided for each recommended candidate.
We will provide information about trends in employment, employment contracts and agreements, relocation
expenses, perquisites, appropriate roles for spouses, receptions, etc. We arrange schedules for top
candidate interviews with the City and we will coordinate the entire process.
We will properly handle any and all media relations. Unless otherwise directed, it is ourstandard practice to
tell all media that we are working on behalf of Miami Beach and that any public statement should come from
the City directly. Under no conditions will we release information to the media unless specifically directed by
the City to do so.
We will notify all unsuccessful candidates of the final decision reached. Finally, will continue to work for the
City until a suitable candidate is recruited and hired by the City.
E. Establish Evaluation Criteria
Once the new City Manager has been on board for 30 days or so, we will conduct a session with the City
Commission and with the new City Managerto establish mutual performance criteria and goals forthe
position.
F. Follow-up
We will follow-up with the City and the new City Manager during the first year and assist in making any
adjustments that may be necessary.
G. Reporting
We will keep the City informed, involved in decisions and involved in the search process. We will provide
frequent progress reports to the City Commission.
H. Deliverables
Deliverables include the recruitment profile (draft and final), the advertisement (draft and final), the progress
report (presented in person), the final report with interview tips, interview schedule, interview questions,
candidate resumes, candidate evaluations, candidate writing samples, rating sheets, ranking forms,
tabulation forms and appropriate/inappropriate question list and negotiated employment agreement between
the City and the selected candidate.
l. Guarantees
We provide a comprehensive setof assurances and guarantees to outexecutive recruitmentclients that
include:
We are committed to excellence. We guarantee the highest quality of work and its success in your
environment. To accomplish this, we will continue to work with the City until the City Commission is
satisfied with the candidates and a satisfactory candidate is selected and accepts employment.
We guarantee our work and will redo the search if the position is vacated, for any reason, within two
years of the employment date of a candidate selected by the Citythrough our efforts.
We will never actively recruit any candidate who we have placed nor will we actively recruit any
employee from a clientorganization forat leasttwo years from the completion date of an
assignm ent.
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Prepared for THE City OF ttlAMl BEACH, FLORIDA by Slavin Management Consultants 7
J. Proiect Schedule
The search process normallytakes between sixty (60) and ninety (90) days to complete and typicallyfollows
the following pattern:
DAYS
STEPS 1-30 30-45 45-60 60-360
1 Develop Search Process, Recruitment Profile and
Advertising Program for City Commission Approva!,/
2 ldentify Qualified Candidates, Review Data Base,
Network, Receive and Review Resumes //
3 Screen & Evaluate Prospective Candidates /
4 Progress Meeting and Report
5. lnterview and Evaluate Prospective Candidates
6 Submit Final Report and Recommendations, Assist
in Selection, Facilitate Employment
7 Establish Evaluation Criteria and Follow-up
Approximately twelve to fifteen semifinalist candidates are presented to the City Commission at the
progress meetings (45 - 50 days afterthe Commission approves the recruitment profile). Generally, about
five finalist candidates are presented for interviews with the City Commission.
SMC is an equal opportunity employer and recruiter, and will not discriminate against any employee or
applicant for employment because of race, religion, creed, color, sex, disability or national origin.
Staffing
This section presents our qualifications to conduct projects of this type and describes the staff to be
assigned to the search.
This important engagement will be personally conducted by Mr. Robert E. Slavin. Mr. Slavin has conducted
or assisted in the conduct of more than 900 successful executive searches throughout his career. Members
of the proposed search team have conducted executive searches for Slavin Management Consultants as
well as for others before joining the firm. All are professional public human resources practitioners with
significant direct management experience. All are long-term, active members of a variety of professional
organizations and stay abreast of new and changing laws, developments and trends by regularly attending
specialized workshops, seminars and annual conferences.
Robert E. Slavin, President
Mr. Slavin will manage and serve as the lead consultant for this project. He is a pioneer in public sector and
nonprofit executive search. He is among the best known and respected professional recruiters in the
business. He is a frequent speaker before professional groups and he has written several articles for
professionaljournals concerning governmental management. By special invitation, Mr. Slavin assisted the
United States Office of Personnel Management to define and set up the Senior Executive Service for the
Federal Government.
Mr. Slavin began his local government career in 1967. His experience includes twelve years working
directly for local governments and it includes seven years as a principal consultant with the government
search practice of Korn/Ferry lnternational, the largest private sector search firm in the world. He headed
the local government search practices for Mercer/Slavin, lncorporated, Mercer, Slavin & Nevins and Slavin,
Nevins and Associates, lnc. Mr. Slavin now heads the executive search practice for Slavin Management
Consultants. Clients include state and local governments, nonprofit and private sector businesses all over
the United States. His experience includes search assignments forthe 1984 Los Angeles Olympic's
8Prepared tor THE City OF MIAMI BEACH, FLORIDA by Slavin Management Consultants
Organizing Committee.
Mr. Slavin's experience and qualifications include organizational analysis, classification and compensation
studies, and assessment centers and human resource's systems studies.
Before being invited to join Korn/Ferry lnternational, Mr. Slavin served as Assistant City Manager/Director of
Human Resources for the City of Beverly Hills, California.
While at Beverly Hills, Mr. Slavin conducted manyexecutive level recruitmentassignments involving
nationwide search and placement. Before joining the City of Beverly Hills, Mr. Slavin was the Assistant
Personnel Director for the City of San Leandro, California.
Before San Leandro, Mr. Slavin was on the personnel staff of Santa Clara County, California. His
assignments included recruitment, classification and selection forthe County's Health Department, Medical
Center, Transportation Agency, Sheriffs Office, Superintendent of Schools, Fire Marshall, Assessor's Office,
Library System and County Recorder's Office.
Mr. Slavin received his Bachelorof Science degree in Political Sciencefrom the Universityof Santa Clara,
and has completed the graduate course work for a Master's degree in Public Administration at California
State University at Hayward. He is a Certified Professional Consultant to Management by the National
Bureau of Certified Consultants.
Organizations
lnternation al C ity/Cou nty M a nagem ent Association
lnternational Personnel Management Association
Government Finance Officers Association
IPMA - Human Relations Commission
IPMA - Publications Review Committee
Society for Human Resources Management
Certified Management Consultant (National Bureau of Certified Consultants)
National Forum for Black Public Administrators
Southern California Public Labor Relations Council
Southern California Municipal Assistants
Bay Area Salary Survey Committee
Barbara W. Lipscomb, ICMA-CM, CPM, MRP - S,ttC Managing Consultant
Professional Summary
Achievement oriented Certified Public Manager (Florida State University), possessing more than
thirty-five years of progressively responsible experience in municipal administration at the city
manager, deputy city manager and assistant city manager levels, primarily in the State of Florida
Extensive experience with state-level leadership and mentoring of other public managers through
the Florida City and County Managers Association
Extensive experience and success with state and federal intergovernmental relations and special
appropriations
Proven track record for local government and community project development/ redevelopment
projects
Strong financial background, including organization downsizing, and profitability assurance
Professional Experience
City of Greenville, North Carolina
City Manager August 2012 - August 2017 (Retirement)
Greenville, North Carolina,90,000+ population, $131.2 M total budget, including $g2.6 million General Fund
Budget, 750 full-time employees.
City of Casselberry, Florida
City Manager January 20Ol - January 2012
Prepared f or THE City OF ,llAMt BEACH, FLORIDA by Slavin Management Consultants I
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Casselberry, Florida,26,000 population (approx), $40.5 million General Government Budget, including $18
million General Fund Budget
City of Gainesville, Florida
Assistant City Manager February 2004 - January 2007
Gainesville, Florida, 120,000 population,$212 million General Government Budget, including $92 million
General Fund Budget
lnterim City Manager October 2004 - September 2005
Directed all City of Gainesville general government operations and departments
Assistant City Manager February 2004 - October 2004
City of Lakeland, Florida
Assistant City Manager
Deputy City Manager, Assistant to the City Manager
May 1986 - February 2004
Lakeland, Florida, 86,000 population, $250 million total budget
City of Grand Rapids, Michigan
Management Analyst 1982 - 1986
Grand Rapids, Ml, 200,000 population, $200 million total budget
Adm inistrative Assistant, Com m unity Enrichment Services Group
Education
University of North Carolina, Chapel Hill, N.C
Master of Regional Planning
University of Georgia, Athens, GA
BA (Geography and Political Science)
Professional Certifications
lnternational City/County Managers'Association (ICMA), Credentialed Manager -2004
Florida State University, Certified Public Manager - 2003
Florida Public Labor Relations Association, Certificate in Labor Relations - 2003
National Forum for Black Public Administrators Executive Leadership lnstitute - 1988-89
Florida Redevelopment Association Certified Redevelopment Administrator - 2011
David Krings, ,CMA-CM (Retired), S,ftC Regional Manager
Mr. Krings has over 45 years of experience at the top levels of State, County, and Municipal Governments. ln
more recent years he has served local governments throughout the United States in a consulting capacity. He
is internationally recognized as a state and local government management practitioner and consultant. Dave
has been on the professional staff of governors in both Wisconsin and Arkansas. He served as the County
Administrator in Peoria County (Peoria) lllinois and Hamilton County (Cincinnati) Ohio. Both Hamilton County
and Peoria County received national recognition for innovative, quality management during Dave's tenure. He
also served as the Assistant Executive Directorfor Ramsey County (St.Paul) Minnesota.
ln 2005 Mr. Krings began his encore career, still in public service, but in a much broader capacity than in prior
years. He is the Midwest Regional Director of Slavin Management Consultants, specializing in localgovernment
management searches.
He has served as an adjunct Public Administration instructorforthe University of Cincinnati and on the faculty
of the University of lllinois, Community lnformation and Education Service.
His peers recognized his leadership by selecting him as the first person to be both the President of the
lnternational City-County Management Association (ICMA) and the President of the National Association of
Prepared tor THE City OF ltlAMl BEACH, FLORIDA by Slavin Management Consultants 10
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County Administrators (NACA). He continues to serve both organizations as an advocate for professional
trainingandethicalbehavior. Healsoisaformerpresidentof CountyAdministratorsAssociationsin lllinoisand
Ohio.
Dave has a M.A. in public policy and administration from the University of Wisconsin-Madison and a BA from
Carroll College (Waukesha, Wisconsin). He has also studied at schools in Denmark and Mexico.
He is a recipient of an American Society for Public Administration chapter Good Government Award and is
recognized by lnternational City/County Management Association (ICMA) as a retired credentialed manager.
Why Slavin Management Consultants
SMC uses our success proven "critical path" search process which allows ourclients to focus attention on the
selection process ratherthan on identifying, recruiting, screening and evaluating candidates. We understand
that each client's need for key executives is different and that there is no "best" person for all situations. The
best prospects are typically happily employed and not responding to advertisements. These people need to
befound and encouraged to become candidates. Theyare understandablyreluctantto applyforpositionswhen
their interest could become a matter of public information prior to being assured that Miami Beach is interested
in their candidacy. Our approach to this assignment will reflect the unique qualities of Miami Beach. lt will
honor the interests of candidates to the extent possible under Florida law.
Florida's strong public disclosure laws have a direct im pact on governmental recruitment in the State. We work
within the letter and the intent of these laws and still are able to recruit exceptional candidates for our Florida
clients who would not apply directly for fear of premature public disclosure of their interest.
ln considering our Letter of lnterest we point out several factors about our firm and our approach that will be of
significant benefit to the City:
We are results oriented. Once the recruitment profile is approved, we "lock" into the criteria established
and carefully identify, recruit and evaluate candidates who meet your criterla. We do not simply bring
forurard candidates whom we may already know.
Our key staff members have extensive experience in conducting executive searches for the public
sector throughout the nation.
We are committed to complete client satisfaction. Our successful placement-oriented approach will
ensure that the project work is practical, realistic, timely and that it has the full commitment and support
of the City Commission so that a successful placement will be facilitated.
We use discountairfares and leverage trips between clients whenever possible to reduce expenses
to our clients.
We are leaders in the field of executive search in the public sector and our methodologies are state-of-
the-art. We can address all aspects of your assignment.
Every search that we have conducted has resulted in a selection from our recommended group of
candidates. Our experience includes large and small organizations, and chief executives and
subordinate level positions. More than 95% of our placements have remained in our client's positions
for more than five years.
Our style is interactive, that is, we strive to build a partnership with our clients
We are experts in EEO/AA recruitment
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Prepared for THE City OF MlAtll BEACH, FLORIDA by Slavin Management Consultants 11
PRICE PROPOSAT
Professio nal Fees
Our fees are based on a rate schedule that reflects the experience of the individual assigned. We use a flat fee
rate schedule. Therefore, there are no project limitations based on annual salary. For this assignment we are
proposing to use only consultants who have specific experience on similar assignments for other clients. We
will use senior consultants where appropriate and to reduce the overall cost. We will use staff consultants when
feasible. The following tables show the level of involvement by project step and cost.
PROJECT COSTS
STEPS
ASSIGNED HOURS
(Approximate)
Project
Manager
Consultant Total RATE
(Hr)
FEES
1 Project Planning/Develop Position
Profi le/Prepare Advertisi ng
34 34 75 $2,s50
2.ldentify & Recruit Candidate/
Acknowledge Resumes
34 34 75 $2,5s0
35 35 35 $1,225
3. Preliminary Candidate Screening 16 16 75 $1,200
4 4 35 $1 40
4.Progress Report to City
Commission/ Reduce Candidate
Pool
12 12 75 $900
10 10 35 $3s0
5.ln{epth Candidate Evaluation
(lncludes on-site consultant
interviews with semifi nalist
candidates)
38 38 75 $2,850
18 18 35 $630
b Anange for & Schedule Final
lnterviews
4 4 75 $soo
7 Prepare Final Report with lnterview
Questions and Selection Criteria
10 10 75 $7s0
16 16 35 $560
8 Present Final Report and Attend
lnterviews
12 12 75 $900
9. Assist in Employee Selection 2 2 75 $1 50
10. NegotiateEmploymentAgreement 6 6 75 $450
11. Establish Performance Goals 6 6 No
Charge
$o
12. Follow-up 4 4 No
Charge
$o
TOTAL HOURS 178 83 252
TOTAL PROFESSIONAL FEE $15,505
Expenses
Consultant Travel Costs: The client pays direct cost for all necessary consultant travel using coach or, when
Prepared tor THE City OF lllAMl BEACH, FLORIDA by Slavin Management Consultants 12
available, lower air rates, corporate hotel rates at moderately priced properties (Holiday lnn or equivalent), rental
cars,usingthecorporatediscountandnormalmeals. Clientcontrolsthesecostsinthefollowingways:(1)when
appropriate, consultants will accomplish multiple purposes when traveling and will allocate costs to multiple
clients; (2) the client pre-approves all work plans including all consultant (and candidate) travel.
Office Costs lnclude: Telephone ($gSO flat fee, billed in two installments), FAX, postage, messenger, copier,
and clerical costs.
Office Costs lnclude: Telephone ($gSO flat fee, billed in two installments), FAX, postage, messenger, copier,
and clerical costs.
Average Advertising Costs: Normally about $2,000. Client controls these costs because the advertising
program will be approved by the City prior to implementation.
Expenses for the executive search project described in this Letter of lnterest will not exceed 557o of the
professional fee ($8,527.75). Therefore, the total not-to-exceed cost to the City for the proposed work will be
no more than $24,032.75. The cost for fina! candidates to travel to Miami Beach for interviews is not covered
by this Letter of Interest. Such costs are typically paid by the City on a reimbursement basis, directly to the
candidates, and controlled through the City's prior approval of the finalist candidates. These costs vary
depending on candidate location, espousal involvement, time required for candidates to be in Miami Beach, etc.
For budgeting purposes, an average cost of between $450.00 and $650.00 per candidate would be appropriate.
About five candidates are normally recommended for interviews.
Should the City's needs result in additional project scope that significantly increases costs, it may be necessary
to increase the expense budget for the project.
Your liability to Slavin Management Consultants for services rendered under this agreement will not exceed
the agreed upon price unless an increase is authorized by you in writing.
We willsubmit monthly invoices forfees and expenses. lt is our practice to bill 30% at the start of the searches,
30% atthe end of thirtydays,30% atthe end of sixtydays, and the remaining 10% shortlyafterthe time the
newCityManageracceptsemploymentwiththeCity. Eachinvoicewillbepayableuponreceiptforprofessional
services.
Expenses will be billed in addition and shown as a separate figure.
We will complywith all applicable laws, rules, and regulations of federal, state, and local government entities.
Our ability to carry out the work required will be heavily dependent upon our experience in providing similar
services to others, and we expect to continue such work in the future. We wil!, to the degree possible, preserve
the confidential nature of any information received from you or developed during the work in accordance with
our professional standards.
We assure you that we will devote our best efforts to carrying out the engagements. The results obtained, our
recommendations, and any written material provided by us will represent our best judgment based on the
information available to us. Our liability, if any, will not be greater than the amount paid to us for the services
rendered.
Thank you for the opportunity to submit this Letter of lnterest. We look fonrard to working with Miami Beach
on this highly challenging and very important assignment. !f you have questions concerning this Letter of
lnterest, please contact me at (770) 449-4656.
Very truly yours,
SLAVIN MANAGEM ENT CONSULTANTS-.-)
/(-/-
Robert E. Slavin, President
Prepared tor THE City OF MIANI BEACH, FLORTDA by Slavin Management Consultants 13
EXHIBITS
PRO FORMA INVOICE
INVOICE DATE
CLIENT
ADDRESS
CITY, STATE
Progress billing for professional services
rendered in connection with our agreement
(lnvoice _ of _)
Reimbursable expenses at cost:
$xxxx.xx
$ XXX.XX
XX.XX
XX.XX
XX.XX
XX.XX
XXX.XX
XXX.XX
XX.XX
XX.XX
XX.XX
XX.XX
XX.XX
$XXXX.XX
$xxxx.xx
Airfare
Hotel
Ground Transportation
Meals
Tips
Telephone
Clerical Support
FAX
Messenger Service
Copies
Postage
Misc. Direct Costs
Total Expenses
TOTAL TNVOICE
CLIENT UST BY CATEGORY
The following list of clients represent organizations for which our principal Consultants performed
significant project work. This client list spans thirty years of experience of SMC consultants. Please
contact SMC if you desire to speak with the individuals who were project contacts.
M UN ICIPALITIES
Aiken, South Carolina
Albany, Georgia
Alpharetta, Georgia
Anaheim, California
Ann Arbor, Michigan
Arlington, Texas
Arlington Heights, lllinois
Arvada, Colorado
Atlanta, Georgia
Atlantic Beach, Florida
Asheville, North Carolina
Auburn, Maine
Aurora, Colorado
Austin, Texas
Bartlesville, Oklahom a
Bentonville, Arkansas
Bergenfield, New Jersey
Berkeley, California
Beverly Hills, California
Birmingham, Alabama
Bisbee, Arizona
Blacksburg, Virginia
Bloomington, lllinois
Bothell, WA
Boynton Beach, Florida
Branson, Missouri
Brea, California
Bridgeport, Connecticut
Broken Arrow, Oklahoma
Brownsville, Texas
Bryan, Texas
Burbank, California
Camarillo, California
Carson, California
Cary, North Carolina
Casper, Wyoming
Chapel Hill, North Carolina
Charlotte, North Carolina
Cherry Hills Village, Colorado
Chesapeake, Virginia
Clearwater, Florida
Cleveland, OH
Columbia, Missouri
Columbus, Georgia
Concord, New Hampshire
Coral Springs, Florida
Corpus Christi, Texas
Corta Madera, California
Corinth, TX
Creedmoor, North Carolina
Culver City, California
Dallas, Texas
Davenport, lowa
Davie, Florida
Decatur, Georgia
Decatur, lllinois
Delray Beach, Florida
Del Rio, Texas
Denton, Texas
Destin, Florida
Dothan, Alabama
Dubuque, lowa
Duluth, Georgia
Dunedin, Florida
Durham, North Carolina
Eagle Pass, Texas
East Brunswick Township, New Jersey
Edmond, Oklahoma
Elgin, lllinois
Enfield, Connecticut
Englewood, Colorado
Escondido, California
Evanston, lllinois
Fort Collins, Colorado
Fort Lauderdale, Florida
Fort Smath, AR
Fort Worth, Texas
Frankfort, Kentucky
Franklin, Tennessee
Frisco, Colorado
Gainesville, Florida
Gainesville, Georgia
Galesburg, lllinois
Garden City, New York
G laston bu ry, Con necticut
Glendale, Arizona
Glen Ellyn, lllinois
Golden, Colorado
Grand Rapids, Michigan
Greensboro, North Carolina
Gulfport, Florida
Hardeeville, SC
Hemet, California
Hercules, California
Highland Park, lllinois
Hollywood, Florida
Homestead, Florida
H untington Beach, California
lndependence, Missouri
lndependence, Kansas
lowa City, lowa
Jacksonville Beach, Florid
Jupiter, Florida
Kalamazoo, Michigan
Kansas City, Missouri
Lake Worth, Florida
Lakewood, Colorado
Lapeer, Michigan
Laramie, Wyoming
Laredo, Texas
Lenexa, Kansas
Liberty, Missouri
Lillburn, Georgia
Little Rock, Arkansas
Long Beach, California
Longmont, Colorado
Manassas, Virginia
Mansfield, Massachusetts
Maplewood, Missouri
Marshfield, Missouri
Miami Beach, Florida
Milwaukie, Oregon
Minneapolis, M innesota
Miramar, Florida
Modesto, California
Muscatine, lowa
Neptune Beach, Florida
Newark, Delaware
New Smyrna Beach, Florida
Norfolk, Virginia
Norman, Oklahoma
North Las Vegas, Nevada
North Miami Beach, Florida
Northglenn, Colorado
North Port, Florida
Noruich, Connecticut
Oberlin, Ohio
Ocean City, Maryland
Oceanside, California
Olathe, Kansas
Oklahoma City, Oklahoma
Orlando, Florida
Oxnard, California
Palm Bay, Florida
Palm Beach Gardens, Florida
Palo Alto, California
Panama City, Florida
Park Ridge, lllinois
Pasadena, California
Peoria, lllinois
Phoenix, Arizona
Pittsburg, Kansas
Pompano Beach, Florida
Portage, Michigan
Pueblo, Colorado
Richmond, California
Richmond, Virginia
Riverside, California
Riverview, Michigan
Roanoke, Virginia
Rock Hill, South Carolina
Rockville, Maryland
Sacram ento, California
St. Louis Park, Minnesota
Salem, Oregon
San Diego, California
San Fernando, California
San Francisco, California
San Jose, California
San Juan Capistrano, California
Sandersville, Georgia
Santa Ana, California
Santa Monica, California
Sarasota, Florida
Shaker Heights, Ohio
Simi Valley, California
Sioux City, lowa
Snellville, Georgia
South Brunswick Township, New Jersey
Springfield, Missouri
Steamboat Springs, Colorado
Stratford, Con necticut
Storm Lake, lowa
Sunnyvale, California
Sunrise, Florida
Takoma Park, Maryland
Topeka, Kansas
Titusville, Florida
Thornton, Colorado
Traverse City, Michigan
Topeka, Kansas
Turlock, California
Upper Arlington, Ohio
Urbana, lL
Urbandale, lowa
Valdez, Alaska
Venice, FL
Virginia Beach, Virginia
Waco, Texas
Warrensburg, Missouri
Washington, lllinois
West Des Moines, lowa
West Hartford, Connecticut
W est Hollywood, California
West Palm Beach, Florida
Wichita, Kansas
Windham, Connecticut
W inston-Salem, North Carolina
Winter Park, Florida
W orthington, M innesota
Ypsilanti, Michigan
Adams County, Colorado
Alameda County, California
Albemarle County, Virginia
Arapahoe County, Colorado
Beaufort County, South Carolina
Broward County, Florida
Brown County, Wisconsin
Buffalo County, Nebraska
Buncombe County, North Carolina
Chaffee County, Colorado
Cass County, Michigan
Chesterfield County, Virginia
Clark County, Nevada
Cobb County, Georgia
Dade County, Florida
Dunn County, Wisconsin
Eagle County, Colorado
Escambia County, Florida
Fairfax County, Virgin ia
Forsyth County, Georgia
Fremont County, Colorado
Fresno County, California
Fulton County, Georgia
Georgetown County, South Carolina
Glynn County, Georgia
Gunnison County, Colorado
Hall County, Georgia
Hamilton County, Ohio
Johnson County, Kansas
Ketchikan-Gateway Borou g h, Alaska
Lake County, Florida
Lake County, lllinois
La Plata County, Colorado
Leon County, Florida
Lincoln County, North Carolina
Livingston County, lllinois
Los Angeles County, California
COUNTlES
OTHER ORGANIZATIONS
Martin County, Florida
McHenry County, lllinois
Mecklenburg County, North Carolina
Mendocino County, California
Mesa County, Colorado
Moffat County, Colorado
Monterey County, California
Muscatine County, lowa
New Kent County, Virginia
Orange County, New York
Orange County, North Carolina
Palm Beach County, Florida
Peoria County, lllinois
Pinellas County, Florida
Polk County, Florida
Prince William County, Virginia
Ramsey County, Minnesota
St. Louis County, Minnesota
Saline County, Kansas
San Diego County, California
San Luis Obispo County, California
San Mateo County, California
Sarasota County, Florida
Sedgwick County, Kansas
Sem inole County, Florida
Sonoma County, California
Springettsbury Township, Pennsylvania
Spotsylvania County, Virginia
Tazewell County, lL
Volusia County, Florida
Wake County, North Carolina
Washtenaw County, Michigan
Whiteside County, lllinois
W hitfield County, Georgia
Yolo County, California
Development Groups
Arrowhead Regional Development, Duluth,
Minnesota
Columbia Development Corporation, South
Carolina
Fresno Economic Development Commission,
California
Fresno Redevelopm ent Authority, Californ ia
GoTopeka, lnc., Kansas
Lincoln Road Development Corporation, Miami
Beach, FL
Los Angeles, California, Com m unity
Redevelopment Agency
Mid-American Regional Council, Kansas City,
M issouri
West Palm Beach Downtown Development
Authority, Florida
Housing Authorities
California Housing Finance Agency
Jefferson County Housing Authority, Alabama
Las Vegas Housing Authority
Memphis Housing Authority, Tennessee
Ocala Housing Authority, Florida
Peoria Housing Authority, lllinois
Libraries
Birmingham, Alabama Public Library
Central Arkansas Library System
Lexington, Kentucky Library System
Metropolitan Library System of Oklahoma
Moline Public Library
Non-Profits and Other Governmental
Jurisdictions
California State Government
CDC Federal Credit Union, Atlanta, Georgia
District of Columbia
Fresno Employment and Training Commission,
California
Jefferson County Personnel Board, Alabama
Local Government lnsurance Trust, Maryland
Los Angeles, California Department of
Community Public Health Los Angeles,
California Music Center Operating Company
Los Angeles Olympics Organizing Committee
Metropolitan Nashville, Tennessee Arts
Commission
Parkland Hospital, Texas
Southwest Florida Regional Planning Council
Professional Associations
American Public Works Association
Association of County Commissioners, Georgia
Georgia Municipal Association
lnternationa I City/County M anagem ent
Association
lowa League of Cities
Missouri Municipal League
School Districts
Adams County School District #14, Commerce
City, Colorado
Lake Sumpter Community College, Florida
Dallas lndependent School District, Texas
Transportation Agen cies
Alameda-Contra Costa Transit District, Oakland,
California
Bay Area Rapid Transit District, Oakland,
California
Dallas Area Rapid Transit District, Dallas, Texas
Greater Dayton Regional Transportation
Authority
Kalamazoo County Transportation Authority
Lee County Port Authority, Florida
Metra (Chicago Commuter Rail System)
MetroPlan Orlando (M PA)
Port Everglades Authority, Fort Lauderdale,
Florida
Orlando - Orange County Expressway Authority
Port of Sacramento, California
Riverside Transit Agency, California
San Francisco Bay Area Rapid Transit District,
California
Sarasota/M anatee Airport Authority, Florida
Southern California Rapid Transit District
Utilities
Columbus Water Works, Georgia
Greater Peoria Sanitation District
Gulf Shores Utilities
Metropolitan Sewer District of Greater Cincinnati,
Ohio
Orange Water and Sewer Authority (North
Carolina)
Public Works Commission of Fayetteville, North
Carolina
Rivanna Solid Waste Authority, Virginia
Rivanna Water and Sewer Authority, Virginia
Sacramento Municipal Utility District, California
South Florida Water Management District
Spartanburg Utility District, South Carolina
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EEO STATEMENT
Slavin Management Consultants (SMC) is committed to building a diverse workforce which reflects the face
of the community we serve, honors and respects the differences and abilities of all our employees and
residents, and provides employees with the necessary opportunities, tools, and support to achieve their
maximum potential.
Equitably managing a diverse workforce is at the heart of equalopportunity. Valuing diversity is the basis for
a policy of inclusion. Diversity recognizes and respects the multitude of differences which employees bringto the workplace. Diversity complements organizational values that stress teamwork, leadership,
empowerment, and quality service. Diversity means striving to maintain an environment in which managers
value the differences in their em ployees and take steps to ensure that all em ployees know they are welcom e.
To achieve workplace equityand inclusion, SMC will observe the practices outlined below
W e will ensure that we do not discrim inate in em ploym ent on the basis of race, color, religion, national
origin, sex, age, disability, marital status, sexual orientation, creed, ancestry, medical condition, or
political ideology.
Our recruiting efforts will ensure that applicant pools are both capable and diverse
We will make employment decisions based on job-related criteria and will provide opportunities for
entry and promotion into non-traditional jobs.
We will ensure a workplace free of all forms of harassment
We will develop a procedure for prompt, thorough and impartial investigations of discrimination or
harassment com plaints and will act on appropriate measures to provide remedy or relief to individuals
who have been victims of illegal discrimination or harassment.
Measures to ensure accountability for managing diversity will be incorporated into the performance
managementsystem forsupervisors and managers. The chief executive officerwillevaluate the effectiveness
of our diversity policies and programs.
By creating a workplace where everyone can work towards their maximum potential, SMC will retain quality,
productive employees who will provide excellent services to our clients.
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SMC SEXUAL HARASSMENT POLICY
Slavin Management Consultants (SMC) is committed to providing a workplace that is free from sexual
harassment. Sexual harassment in the workplace is against the law and will not be tolerated. Should the
company determine that an allegation of sexual harassment is credible, it will take prompt and appropriate
corrective action.
What Is Sexual Harassment?
Unwelcome sexual advances, requests for sexualfavors, and other verbal or physical conduct of a sexual
nature constitutes sexual harassment when:
An employment decision affecting that individual is made because the individual submitted to or
rejected the unwelcome conduct; or
The unwelcome conduct unreasonably interferes with an individual's work performance or creates
an intimidating, hostile, or abusive work environment.
Certain behaviors, such as conditioning promotions, awards, training or other job benefits upon
acceptance of unwelcome actions of a sexual nature, are always wrong.
Unwelcome actions such as the following are inappropriate and, depending on the circumstances, may in
and of themselves meet the definition of sexual harassment or contribute to a hostile work environment:
Sexual pranks, or repeated sexual teasing, jokes, or innuendo, in person or via e-mail;
Verbal abuse of a sexual nature;
Touching or grabbing of a sexual nature;
Repeatedly standing too close to or brushing up against a person;
Repeatedly asking a person to socialize during off-duty hours when the person has said no or has
indicated he or she is not interested (supervisors in particular should be careful not to pressure their
employees to socialize);
Giving gifts or leaving objects that are sexually suggestive;
Repeatedly making sexually suggestive gestures;
Making or posting sexually demeaning or offensive pictures, cartoons or other materials in the
workplace;
Off{uty, unwelcome conduct of a sexual nature that affects the work environment. A victim of
sexual harassment can be a man or a woman.
The victim can be of the same sex as the harasser.
The harasser can be a supervisor, co-worker, other company employee, or a non-employee who
has a business relationship with the Slavin Management Consultants.
SMC's Responsibilities Under This Policy:
lf SMC receives an allegation of sexual harassment, or has reason to believe sexual harassment is
occurring, it will take the necessary steps to ensure that the matter is promptly investigated and addressed.
lf the allegation is determined to be credible, SMC will take immediate and effective measures to end the
unwelcome behavior. SMC is committed to take action if it learns of possible sexual harassment, even if the
individual does not wish to file a formal complaint.
SMC will seek to protect the identities of the alleged victim and harasser, except as reasonably necessary
(for example, to complete an investigation successfully). SMC will also take the necessary steps to protect
from retaliation those employees who in good faith report incidents of potential sexual harassment. lt is a
violation of both federal law and this policy to retaliate against someone who has reported possible sexual
harassment. Violators may be subject to discipline.
Employees who have been found by SMC to have subjected another employee to unwelcome conduct of
a sexual nature, whether such behavior meets the legal definition of sexual harassment or not, will be
subject to discipline or other appropriate management action. Discipline will be appropriate to the
circumstances, ranging from a letter of reprimand through suspensions without pay of varying lengths to
a
separation for cause. A verbal or written admonishment, while not considered formal discipline, may also
be considered.
Employees' Rights and Responsibilities Under This Policy
Any employee who believes he or she has been the target of sexual harassment is encouraged to inform
the offending person orally or in writing that such conduct is unwelcome and offensive and must stop.
lf the employee does not wish to communicate directly with the offending person, or if such communication
has been ineffective, the employee has multiple avenues for reporting allegations of sexual harassment
and/or pursuing resolution.
Employees are encouraged to report the unwelcome conduct as soon as possible to his or her supervisor
or to the President of SMC.
ln addition to reporting sexual harassment concerns to a responsible SMC official, employees who believe
they have been subjected to sexual harassment may elect to pursue resolution in several ways, including:
Mediation: Mediation is an informal way to resolve office problems using a trained mediator who facilitates
communication between the parties to the dispute. lf an employee chooses to attempt resolution through
mediation, management is obligated by Company policy to send a representative to the table. !f a resolution
is not reached, the parties may continue to pursue their rights in any other appropriate forum.
EEO processes: All SMC employees can file an Equal Employment Opportunity (EEO) complaint with the
United States Equal Employment Commission (EEOC). An employee who wishes to file a complaint under
EEO procedures must consult an EEO counselor within 45 days of the alleged incident. lt is not necessary
for an employee to complain to his/her supervisor before approaching an EEO counselor, nor to attempt
informal resolution through mediation or other means. EEOC contact lnformation:
https://eeoc.com. Phone 1 (800) 6694000
All SMC employees are required to comply with this policy. Employees are also expected to behave
professionally and to exercise good judgment in work-related relationships, whetherwith fellow employees,
business colleagues, or members of the public with whom they come into contact in the course of official
duties. Further, all employees are expected to take appropriate measures to prevent sexual harassment.
Unwelcome behaviorof a sexual nature should be stopped before it becomes severe or pervasive and rises
to a violation of law.
MINORITY AND WOMEN PLACEMENTS
CLIENT
ALACHUA COUNTY, FL
ALBANY, GA
ASPE'V, CO
AUSTIN, TX
BERKELEY, CA
BEVERLY HILLS, CA
BOCA RATON, FL
BOTHELL, WA
BOISE,ID
BROWARD COUNTY, FL
BOISE,
'D
BRYAN, TX
BUNCOMBE COUNTY, NC
CAMAR'LLO, CA
CARSOAT, CA
CHAPEL HILL, NC
CHARLOTTE COUNTY, FL
CENTRAL C'TYASSN. OF THE
ctTY oF tos A^TGELES (cA)
CHARLOTTE, NC
COLUMBIA, MO
POSITION
County Administrator
City Manager
Police Chief
Assistant City Manager
Human Resources Director
City Manager
City Auditor
City Manager
Police Chief
City Manager
Public Works Director
Sanitation Director
Library Director
City Manager
Asst. City Manager
City Manager
Chief Financial Officer
Assistant Director of Equal
Employment
Director of Budget
Chief Financial Officer
Municipal Court Judge
City Manager
County Manager
City Clerk
Planning Director
Transportation Di rector
Human Resources Director
County Attomey
Director of Security
Neig hborhood Services Director
Police Chief
AFRICAN AMERICAN WOMAN LATINO
X
x
x
x
x
x
X
X
X
x
X
X
X
x
x
x
x
X
x
x
X
X
x
x
x
x
X
X
X
X
X
x
x
CLIENT
CORINTH, TX
CORPUS CHRIST4 TX
CULVER CITY, CA
DATLAS INDEPENDENT
scHooL DtsTRtcT ffx)
DALLAS, TX
DECATUR, GA
D'STR'CT OF COLUTTBIA
DURHAM, NC
ESCAMBIA COUNW, FL
ESCOA'D'DO, CA
FRANKFORT, KY
EVANSTON,IL
FRESATO, CA (P'C)
FORT COLLINS, CO
FORT LAUDERDALE, FL
FORT MYERS, FL
FORT WORTH, TX
FRANKLIN, TN
FRESATO, CA (PtC)
GAINESVILLE, FL
GEORGETOWIV, SC
GEORGETOWN COUNTY, SC
GTASTO'V8URY, CT
GLENWOOD SPR'A'GS, CO
GREEA'BEIT HOMES,INC.
0TARYLAND)
GREE'VSBORO, NC
GREENVILLE, NC
HAMILTON COUNTY, OH
Hn[sBoRouGH couNw (FL)
CHILDREN'S EOARD
POSITION
Director of Economic
Development
City Manager
Finance Director
Chief Financial Officer
City Attomey
Chief of Police
Executive Director
Alcoholic Beverage Regulations
Commission
City Manager
City Manager
Police Chief
Public Works Director
Assistant County Administrator
Civic Center Construction Mgr
City Manager
City Manager
Executive Director
City Attomey
Fire Chief
City Manager
Police Chief
Auditor General
Police Chief
Director of Community
Development
Executive Director
Equal Employment Director
City Administrator
County Manager
Human Resources Director
City Manager
Executive Director
Assistant City Manager
City Manager
Jobs and Family Services Director
Executive Director
AFRICAN AMERICAN WOMAN LATINO
X
X
x
X
x
X
X
x
x
x
X
x
X
X
x
x
X
x
x
X
X
x
x
x
x
X
x
X
x
X
x
x
X
x
X
x
x X
x
X
CLIENT
HOLLYWOOD, FL
JUPITER, FL
KALAMAZOO, TII
LAKE COUNTY, FL
LAKE COUNTY,IL
LAKE COUNTY,
'L
HEALTH
DEPARTNENT
LAKE WORTH, FL
LA PLATA COUNTY, CO
LAREDO, TX
LEE COUNTY, FL
LINCOLN ROAD
DEVELOPMENT CORP.
LO,VG BEACH, CA
LONGMONT, CO
LONGVIEW, CO
tOS ANGELES, COMMUNITY
REDEVELOPMENT AGENCY
ros AArGEIES COUNTY (CA)
HEALTH SYSTEMS AGENCY
tOS AA'GELES COUNTY
DEPARTMENT OF PUBLIC
HEALTH
LOS AA'GEIES OTYMP'CS
ORGANIZING COMMITTEE
METROZOO (MtAril FL)
ilEMPHiS (TN) HOUSiNo
AUTHOR'W
,ilAnt (FL) OFF-STREET
PARKING SYSTEI,,
POSITION
City Manager
Assistant to the City Manager
Public Works Director
City Manager
Assistant City Manager
County Attomey
Purchasing Director
Human Resources Director
Assistant County Administrator
Executive Director
Utilities Customer Services
Manager
Human Services Director
City Manager
County Administrator
Human Resources Director
Executive Director
Police Chief
Executive Director, Civil Service
Commission
City Manager
Assistant City Manger
Sr. Prolect Manager
Project Manager
Project Manager
Executive Director
Deputy Exec. Dir.
Public Health Director
Human Resources Director
Director of Venues
Director of Marketing
Executive Director
AFRICAN AMERICAN WOMAN LATINO
X
x
x
x
x
x
x
x
X
X
x
X
X
x
X
X
x
X
X
X
X
X
X
x
X
XX
X
X
x
x
X
X
XFinance Director
CLIENT
HIATII VALLEY REGIONAL
rRAirsrr A uTH. (DAYTON,
oH)
MIRAMAR, FL
TIONTEREY COUNTY, CA
TIONTGOMERY COUNTY
BOARD OF DEVELOPMENTAL
D'SAB'T'T'ES
MOUNT DORA, FL
NOAH DEVELOPTIENT
CORPORATION
NEWARK, DE
NORFOLK, VA
NORFOLK, VA
OAK PARK, IL
ocALA (FL) PUBLTC HOUSTNG
AUTHORITY
OBERLIN, OH
ORLANDO, FL
ORMOND BEACH, FL
OKLAHOMA CITY, OK
PALM BAY, FL
PALM BEACH COUNTY, FL
PALM BEACH COUNTY (FL)
CHILDREN'S SERY'CES
BOARD
PALM BEACH COUNTY (FL)
HEALTH CARE DISTRICT
PAL'T BEACH GARDEA'S, FL
PALO ALTO, CA
PARKLAND, FLORIDA
PEORTA (tL) PUBLTC HOUST TG
AUTHORITY
PHOENIX, AZ
PRINCE WILLIAM COUNTY, VA
RICH'IOND, CA
RICHMOND, VA
POSITION
Executive Director
City Manager
Hospital Administrator
Executive Director
City Manager
Executive Director
City Manager
Human Resources Director
Senior Engineer
Social Services Director
Village Manager
Executive Director
City Manager
Fire Chief
City Manager
City Manager
Human Resources Director
Assistant County Administrator
Executive Director
Executive Director
City Manager (1992)
City Manager (1999)
City Attomey
City Manager
Executive Director
Chief of Police
County Executive
Human Resources Director
Fire Chief
City Manager
Director of Public Health
AFRICAN AMERICAN WOMAN LATINO
X X
x
X
X
X
x
X
X
X
X
x
X
X
X
X
x
X
X
X
X
X
x
X
x
X
X
x
x
x
X
X
X
X
X
CLIENT
ROANOKE, VA
ROCI<IIILLE, MD
SACRATIENTO, CA
SAGINAW, MI
SA'V D'EGO, CA
SAN FRAA'C'SCO, CA
SANJOSE, CA
SAA'IA TTONICA, CA
SARASOTA, F[
SARASOTA COUNTY, FL
SELMA, AL
SHAKER HEIGHTS, OH
SOUTH DAKOTA STAIE
LEG'SLATURE
SUNNWALE, CA
STRATFORD, CT
TAKOMA PARK, TID
THORNTON, CO
TOPEKA, KS
VALDEZ, AK
VENICE, FL
V,RGrum BEACH, VA
VIRGINIA BEACH PARK
rRUST (FL)
VOLUSIA COUNTY, FL
POSITION
Police Chief
Economic Development Director
Assistant City Manager
Director of Human Services
Assistant City Manager
Human Resources Director
Police Chief
City Manager
Assistant City Administrator
Police Chief
Deputy City Manager
Human Resources Director
Deputy County Administrator
Chief of Police
City Administrator
Chief Legislative Analyst
Public lnformation Officer
City Clerk
Human Resources Director
City Manager
Recreation Director
Housing and Community
Development Director
Public Works Director
Public lnformation Officer
City Attomey
City Manager
Police Chief
City Manager
Police Chief
Human Resources Director
Executive Director
County Manager
Budget Director
Human Resources Director
Deputy County Manager
AFRICAN AMERICAN
x
X
WOMAN LATINO
X
x
Xx
x
XX
x
X
x
x
X
x
x
x
X
x
x
x
x
x
x
X
x
x
x
x
X
x
X
X
x
x
x
X
x
CLIENT
wAco, Tx
WAKE COUNTY, NC
THE WEINGART CENTER(ros ATVGELES)
WEST COVINA, CA
WEST MIFFLIN, PA
WEST PALM BEACH, FL
WCHITA, KS
YPSILANTI,IUII
zooLoctcAL soctEw oF
FLORTDA (DADE COUNTY)
POSITION
Deputy City Manager
Exec. Dir. - Support Services
Assistant City Manager
Director of Facilities
Human Services Director
Executive Director
Planning Director
Town Administrator
Assistant City Admin istrator
Human Resources Dir
Community Services Dir
Communications Director
Director of Libraries
Housing and Development
Director
City Manager
City Manager
Executive Director
AFRICAN AMERICAN WOMAN LATINO
x
x
X
X
x
X
x
x
x
x
x
x
x
x
X
x
x
x
X
X
X
x
After Action October 28,2020
Virtual Commission Meeting
City of Miami Beach
6:44:26 p.m.
SUPPLEiTENTAL MATERIAL 1: MEMORANDUM & ATTACHMENTS
R9 F DISCUSSION REGARDING THE SELECTION PROCESS FOR THE NEW CITY MANAGER.
Ofiice of the City Attorney/Office of the City Clerk
Supplemental updated on 1O12612020
ACTION: Discussion held. Motion by Commission Richardson to short list the two top ranked firms,
#1 Colin Baenziger & Associates and #2 Ralph Andersen & Associates, and instruct the search team
to get references as described by Commissioner Arriola and bring back a report to the Commission
on November 18,2020; Seconded by Commissioner Meiner. Vote: 7-0. Raul J. Aguila and Rafael
E. Granado to handle.
OBTAIN REFERENCE FROM SHORT LISTED FIRMS:. Obtain references, speak to individuals that have hired the firms in the past, and speak to the
people that they have placed.. Find out what are the pros and cons of each firm.. Make recommendation based on the feedback.. Staff to put together a report for the City Commission regarding at least five firms that hired them
and at least five people they placed.
Raul J. Aguila, Caty Attomey, explained a motion was made at the October 14,2020 City Commission
Meeting, for the City Clerk and himself to send out a call for Letters of lnterest. On October 15, 2020
they prepared a Request for Letters of lnterest (RFLI) that went out to about 61 firms, containing all
criteria that City Commission discussed. Most notably, that the City Commission wanted to ensure
comprehensive search; while the proposed timelines ending through February 1, they were willing to
consider a different timeline. Not only would the search firm include executive search firm activities,
but activities suggested with headhunting, and equal chances would be given to internal candidates
at City Hall. Eight proposals were received. Of those eight, the City Clerk, Procurement Director, and
himself reviewed them to narrow it down further with rankings. They are ranked as: #1 Colin Baenziger
& Associates, #2 Ralph Andersen & Associates, and they included The Mercer Group per Michael
Smith, Human Resource Director. There was another firm that dropped out due to timeline restrictions.
They have three proposals today and these firms will each be making a five-minute presentation to
the City Commission. He requested that the Commission authorize them, if a firm is selected, to begin
negotiations and work on a contract.
Mayor Gelber wanted to know the order of choice of the presentations.
City Attorney Aguila stated that they are ranked from 1 to 3 and wi!! give presentations based on their
ranking. He requested the Commission ask questions after the presentations are provided.
Discussion held.
Colin Baenziger started his presentation at 6:50:27 p.m., click here to view.
Commissioner Gongora asked who he has successfully placed in South Florida.
Mr. Baenziger stated that they have been doing work in South Florida for a while and named several
high-level positions throughout Miami-Dade. His last recruitment in Miami-Dade was Maria Lasday,
City Manager of Bay Harbour lsland and that was in July 2020.
Page 1 of 5
After Action October 28,2020
Virtual Commission Meeting
City of Miami Beach
Commissioner Richardson stated that they have some qualified candidates inhouse and asked how
the process would work for inhouse candidates.
Mr. Baenziger treats internal candidates the same manner as external candidates; it is a balancing
act. The only difference is that they do not do references checks on them if they have been with the
City for a long time since it is likely they will be contacting City staff.
Commissioner Richardson asked if the fees differ if the candidate is internal.
Mr. Baenziger stated there is no difference in fees; it is a flat rate fee. They will do the same amount
of work and provide the most qualified candidates.
At 7:00:00 p.m. Mayor Gelber advised they need to take a break for computer updates.
At 7:10:02 the Commission Meeting resumed.
Vice-Mayor Samuelian asked what they would like them to know to make the best process possible?
Mr. Baenziger stated that their process is turnkey and there is not much they need from staff, but they
need to communicate regularly with the elected officials and provide updates regularly.
Vice-Mayor Samuelian asked what are the things that distinguish their firm?
Mr. Baenziger stated they find the best candidates, they conduct the most thorough background
checks, they are always on time, never ask for more money, and their quality of the work if unmatched.
Commissioner Meiner asked if they have a poo! of existing candidates or will they actively reach out
to candidates.
Mr. Baenziger stated there will be some candidates that could be a left over from a previous search
and if they are the right fit then they will be given an opportunity. They would want to limit their search
for cities with at least a population of 50,000; it is a small field to use.
Commissioner Meiner asked if it is more than looking at current city employees throughout their
search.
Mr. Baenziger added that it is rare for a private sector employee to want to come into the government
sector, but if they are qualified and interested then they will recruit them.
City Clerk Granado announced Robert Burg.
Robert Burg, Executive Vice President, Ralph, Anderson & Associates, started his presentation at
7:16:56 p.m., click here to view.
Commissioner Arriola wants to know about a recent search like the search the Miami Beach
Commission is requesting now. Miami Beach is a small City with a great deal of tourists, a larger
budget than most small cities, and considered a global brand. !t is like looking for a City Manager at
the level of New York or Chicago.
Mr. Burg stated that they just completed the search for the Port Authority of New York, which is the
largest in the world. When they talk about iconic, Miami Beach is unique because anyrruhere in the
world people have either been to Miami Beach or heard of it. Some of the iconic cities that they have
represented are Beverly Hills, Carmel, ad Santa Barbara. They placed the first African American City
Manager in Charlotte. The have placed Managers in Cincinnati, Arlington, and Ohio. They are not a
Page 2 of 5
After Action October 28,2020
Virtual Commission Meeting
City of Miami Beach
Florida firm, but they just placed the CEO for Florida Ocean Reef Club. He placed another African
American in a City in Virginia that went off to work in Washington D.C. and now is a top executive for
Howard University.
Vice-Mayor Samuelian asked Mr. Burg to speak on what are his expectations to make this a positive
process.
Mr. Burg stated that candidates will watch videos, voting pattern, and personality of the elected
officials. The way they conduct their business is very professional and requested they stay that way.
Candidates will review the City's annual reports and budgets; he knows the City took a hit and must
readjust the forecast. lf they retain him, it would be critical for the City Manager to have a clear
direction on what he/she needs to do. He deems Miami Beach as an opportunity and not a liability.
Vice-Mayor Samuelian asked about his expertise and network in Florida
Mr. Burg responded that his personal bias for internal and local candidates is that he expects more
because they wil! have an advantage, but external people can bring outside experience. People from
other parts of the country may have never experienced a hurricane, king tides, or be familiar with an
open public records law. But these are things he will vet before the Commission sees the candidates.
Broward is one of his clients and he is working on their Public Works Department now; he has done
their CFO, Budget Director, Auditor, and other various positions.
Commissioner Richardson asked about his stance on internal candidates.
Mr. Burg stated that he Ioves internal, but they must be vetted and added that they could do emotional
testing if the Commission wishes, but he will evaluate the candidates and compare them. His job is
to compare the internal and external candidates at the national level. lf Miami Beach is willing to pay,
then he will bring those external candidates. Contract negotiations will need to be reviewed as well.
Commissioner Richardson stated that the Commission discussed a few weeks ago about the type of
firm they want and would the firms consider internal candidates.
Mr. Burg stated that a great deal of corporations and agencies nationally respect internal candidates
because it validates the structure and the way they are moving fonnrard. They may think they want
someone specific, but they do not know until they see what is out there.
Commissioner Meiner asked if they consult with the elected officials during or at the end of the
process.
Mr. Burg wants to know what is important to the elected officials and they communicate with the
elected officials regularly. He will be accessible to his clients to ensure the process is successful. The
only way it can be done is if there is a clear understanding of what he/she needs to do. A CEO of a
municipa! corporation must be able to build consensus and build alliances and teams to execute
operations; various interpersonal skills are necessary. He has negotiated many contracts and it is
important at the 11th hour there are no surprises. All the details mut be known, salary included. He
encouraged clients not to be penny wise and pound foolish; the selection of the City's next CEO is
important.
Jan Lazar, Senior Vice President, The Mercer Group, lnc., started her presentation at 7:38:06 p.m.,
click here to view.
Commissioner Meiner asked if they did the placements for the local cities that were mentioned.
Page 3 of 5
After Action October 28, 2020 City of Miami Beach
Virtual Commission Meeting
Jan Lazar stated that they did. Just last week, the contract was approved for the Palmetto Bay Village
Manager. They do not only seek out City Managers but people who would fit the parameters of Miami
Beach.
Commissioner Meiner asked if she will search in the parameters the City asks for or will they widen
the search.
Ms. Lazar stated that they will place a wide net, not just the typical sectors with a database, they use
a variety of other means to contact people. Anyone who is truly looking for a position will find it within
30 days. They know of candidates, and as previously stated, some @rry overs from previous
searches that would be a good fit for Miami Beach.
Commissioner Richardson asked about internal candidates.
Ms. Lazar responded that interna! candidates go through the same process. She will want to know
what the interna! candidates bring to the table; if they are not as good as others on the lists then they
will not be on the list.
Commissioner Richardson stated that some cities may feel cheated if an internal employee was
picked, because they may question it was a waste of money to use the search firm. How would she
handle that, and has she had a comparable situation?
Ms. Lazar stated people have said that, but she never had an issue with the fees because they did
all the work that was promised. Her job is to bring the best candidate forward.
Vice-Mayor Samuelian asked what sets her group apart.
Ms. Lazar stated they have offices in 13 states; she could reach out to colleagues from all over the
nation. Failure is not an option; they will find the best candrdate for the City. lf they do not like the pool
of candidates they bring, they will go out and they wil! look al! over again. !f that candidate is hired
and leaves within one year, they will redo the search for expenses only.
Vice-Mayor Samuelian asked what the City should do to make it easier for them.
Ms. Lazar stated that the most important thing is honesty in terms of what they are a looking for in a
candidate.
Commissioner G6ngora asked if she has placed people in municipalities such as Miami Beach.
Ms. Lazar stated that Mercer Group has, but her sector has not placed a City as large as Miami
Beach; however, the process is the same. They completed the process for the Village Manager last
week for Palmetto Bay, in 2019 they did the City Manager search for Hallandale Beach, and in 2018
they placed the City Manager in Key Biscayne.
Mayor Gelber believes they completed the presentations and question part. He thanked everyone for
coming, he asked City Attorney Aguila to do a recap and then for the Commissioners to discuss after.
Raul J. Aguila, City Attorney, stated that they have firms ranked from #1 Colin Baenziger &
Associates; #2 Ralph Andersen & Associates; and #3 The Mercer Group. He thanked the Mayor for
trusting him and the City Clerk to get presentations before them. They sent out request to sixty-one
firms and received eight proposals. They met internally as a group to review the eight proposals.
They selected four firms, but one dropped out, so they were Ieft with the three that presented today.
All firms addressed about hiring internal candidates, they addressed the timeline of what the City
Page 4 of 5
After Action October 28,2020
Virtual Commission Meeting
City of Miami Beach
wants and what is realistic, and they addressed their fees. Ralph Andersen & Associates is the most
expensive at$48,500; Collin Baenziger&Associates is $26,000; and The MercerGroup is $17,500,
plus $2,250 for expenses. They are all flat fixed fees, there are not percentage costs. The top two
ranked firms were considerate with the timeline, considering the holidays and Coronavirus, while
the third seemed to be rushed. The anticipation that Baenziger had, for example, was getting about
sixty to hundred applicants; Baenziger and Andersen both anticipated a short list that would be
between three to six candidates. ln terms of proposals in writing, they thought that Baenziger was
detailed, they had a great deal of local Florida experience, and they were intrigued by their proposa!.
They liked Ralph Andersen for two reasons, they have Florida experience and their California
experience was interesting because of the cities they have worked with. Regarding Mercer, they
were the most cost-effective proposal, but they did note that a great deal of their experience in
Florida was smaller municipalities. He suggested that they select someone today, they did send out
sixty-one proposals and he does not think going back wil! bring anybody better. They can short list
the three and have them get references; he is looking forfeedback on how to proceed. Theirchoice
was clear that the top two firms were an excellent choice and even though Mercer was third, they
were a strong third.
Commissioner Arriola expressed his gratitude to City Attorney Aguila and City Clerk Granado in
bringing this within a tight window frame. Personally, he thinks they have two good firms, possibly a
good third, but before he makes a final selection, he asked City Attorney Aguila to get references,
speak to individuals that have hired them in the past, and speak to the people that they have placed.
Find out what are the pros and cons, and then make recommendation based on the feedback. He
thinks they need an extra step of due diligence and if these are still the top firms after hearing the
feedback then let them know and he will make a final decision. He recommended staff put together
a report for the City Commission regarding at least five firms that hired them and at least five people
they placed. City Attorney Aguila and Gity Clerk Granado to handle.
Commissioner Richardson stated that it sounds to him as Baenziger and Andersen were the highest
ranked. All three of the presentations were good, but he has the same concerns about the City size
that Mercer group has placed. Even though he wants to move this along as quick as possible he
supports Commissioner Arriola's initiative to get references. ln doing that, they must be careful as
with any employment applications. He proposed that they short list the two firms and that would do
the work related to those two. He thinks the two firms in his view are quite different and gives them a
variety. Commissioner Richardson made a motion to short list the two top ranked firms and instruct
the search team to get references as described by Commissioner Arriola and bring back a report to
the Commission.
Commissioner Meiner agreed the presentations were good and thanked the team who put these
together. He asked if they can have the report ready bythe November 18 Commission Meeting. City
Attorney Aguila replied "yes, it will be ready."
Vice-Mayor Samuelian agreed with the previous comments and seconded the motion. No objections.
Commissioner Steinberg asked if the third was a distant third or close
Mayor Gelber and Commissioner Steinberg both liked the third firm.
Mayor Gelber stated to let the item be show as done and he requested to move to the next item.
Commissioner Steinberg asked if they will have a meeting specific to this item before November 18.
Mayor Gelber added that they might have a special meeting after November 18 to discuss terms with
the selected search firm, but not before.
Page 5 of 5
DECEIVI BER 4,2020
ITEI\4 R9 D
AND
RELEVANT
AFTER-ACTION
415124,3:48 PM
TO:
FROM:
DATE:
AAIAAAIBEACH
Coversheet
New Business and Commission Requests - R9 D
COMMISSION MEMORANDUM
Honorable Mayor and Members of the City Commission
Mayor Dan Gelber
December 4,2020
SUBJECT: D]SCUSSION REGARDING THE POTENTIAL APPOINTMENT OF AN INTERIM CITY MANAGER
BY THE CITY OF MlAMI BEACH COMMISSION.
App_licable Area
Citytrvide
ls this a "Residents Right to
Know" item,_pllsuant !q
CjlV CoAe Section Z-tCZ
Yes
Does this item utilize G.O.
Bond Funds?
Yes
lggislative Tracking
Mayor Dan Gelber
https://miamibeach.novusagenda.com/agendapublic/CoverSheet.aspx?ltemlD= 19842&MeetinglD=892 1t1
After Action December 4,2020
Hybrid Special Commission Meeting
City of Miami Beach
1:11:51 p.m.
R9 D DISCUSSION REGARDING THE POTENTIAL APPOINTMENT OF AN INTERIM CITY MANAGER BY
THE CIry OF MIAMI BEACH COMMISSION.
Sponsored by Mayor Dan Gelber
ACTION: Discussion held. Office of the City Clerk to handle.
Mayor Gelber stated that they had a great schedule but the City Manager was too desirable for the new
County Mayor and so they need to consider what they are going to do, as they will need a new City
Manager. They could act at the December 9, 2020 Commission Meeting, but then that individual has
no time to prepare. He asked Jimmy as present CEO of the City to tell them what he thinks. He
congratulated Jimmy on his new job as CEO at Miami-Dade County, and he thinks he will do great, and
frankly itwill be helpful to the City as he knows some of the things going on here, and they are excited
for him and wish the best for him and his new Mayor. What would he recommend for the lnterim
Manager transition?
Jimmy L. Morales, City Manager, thanked Mayor Gelber for those kind words, and stated that his
portfolio has a great deal of the departments that he has interacted with as a Cig Manager on issues
such as beach, seaweed, and transportation, and he has no doubt he will continue to work together on
important issues for the residents of Miami Beach. The smoothest transition is to have an Executive
Team that directly report to him, the three Assistant City Managers, the CFO, the two Chiefs, the Chief
Resiliency Officer, the GOB and Miami Beach Convention Center Project Director and Chief of Staff,
and they work closely with him and meet regularly almost weekly, and they are the most able to step in
with the least level of leaming curve. Three of them have expressed an interest in applying for a
permanent job, Alina Hudak, Eric Carpenter and John Woodruff, so he suggested Assistant City
Manager Mark Taxis, and Fire Chief Virgilio Fernandez, both are willing to step into this role and have
no desire to be appointed to the full-time position.
Commissioner Aniola personally prefers that whoever does an lnterim role not be someone considered
for the permanent position. He requested having an lnterim promise not to be considered for the
permanent role, and since there are three names of very capable people cunently working for the City,
he would not considered them for the lnterim role, he has high regard for the Executive Team individuals
and he will bring something different to the table. He suggested a promise from either candidates that
they will not be proffering their names for the permanent position.
Discussion held.
Mayor Gelber stated they are fortunate to have three very qualified people to be Managers and two
qualified people that could be considered to be lnterim and commended the City Manager staff as this
shows a mark of a mature organization. He asked comments from staff. They can decide today but the
City Manager's last meeting is next Friday and that gives the lnterim Manager less time to prepare. He
asked for comments from his colleagues.
Commissioner G6ngora agreed with Commissioner Arriola that the lnterim should not be one of the
three applicants for the job, and the two the City Manager mentioned would not be applying, but he
agrees they should affirmatively state so; he is c,oncerned as he thought they were voting on the lnterim
on Wednesday, so he is not prepared to vote on this today, and added that there are other Senior
members in City department and department heads that could also do the job. When former City
Manager Jorge Gonzalez left, Kathie Brook was the Budget Department Director and she blossomed
as an lnterim City Manager. He does not think this is an exhausting list of candidates today and
additionally he has not spoken to any of the candidates, and they have a duty to have a conversation
Page 1 of 4
After Action December 4,2020
Hybrid Special Commission Meeting
City of Miami Beach
with whoever the interested parties are in becoming lnterim City Manager, and he does not think it is
just these two.
Vice-Mayor Meiner stated a member of staff told him about this today, this is the first he hears these
names from the dais, and he was not of the mind of having the lnterim City Manager not being a
permanent one, and he understands the reasons, but it gives an unfair advantage to whoever they
choose, but if the person works out for them and is the best thing for the City and residents, why not
keep them in that position, and he may be in the minority on that. lt would be helpful to get a feel for the
entire body of candidates interested in the lnterim Manager position. Good names have been mentioned
and others he has thought of, but he does not know if they are interested.
Commissioner Richardson does not feel the need to exclude someone from the lnterim position and
make them ineligible for the permanent role, but they had set up a process on how they want to go
about doing this, and then Jimmy's early departure is going to leave them without his very capable
services for two months, and they are very happy for him that they will be continuing to work with him
at County level, but he publicly stated that they have some very qualified candidates intemally, and he
is not of the mind that they should be importing someone from another major City, they want to hire
someone that has relationships in the area, that is important to him. Given there is a change here, he
asked if the City Commission still wants to go down the road of having a six-nine month exhaustive
national search or entertain a different route, and maybe they could vote today on whether or not, if
someone is the lnterim Manager, if they are excluded from being considered forthe permanent position,
and does everyone feel they need to go down this path, given that they have not even issued the
contract with the recruiting firm, so he put those things on the table for discussion.
Commissioner Samuelian thinks the lnterim should not apply for the permanent position but focus 1007o
on that role, and it sends the right signal that they want the best person. He commended City Manager
Morales for the legacy he leaves with a strong bench, and at the same time they want the best person,
and he/she may be in-house or from outside, but they need stability and someone that is affirmatively
not seeking the position, and given that this person may be with them for several months, he would love
to have a brief conversation with that person and find out what they are planning to do and they owe it
to the public to say they have that. He heard two good names but will make himself available to speak
with them and hear what they have in mind, but he is not of the mind to land on a name today.
Mayor Gelber stated they need to decide whether the lnterim Manager could be considered for the
permanent position and asked for consensus. He agrees that there are advantages and disadvantages
of having an lnterim Manager who is also applying for the job, but he will go with the not allowing an
applicant to be the lnterim. He asked if there is consensus.
Commissioners Arriola, G6ngora and Samuelian agreed with Mayor Gelber
Mayor Gelber stated that the group is going to be non-manager applicants. A few of his colleagues
raised constemation as making a decision in selecting a name right now, he understands, but they need
to decide this sooner than later and prior to the December 9 meeting, to give the City Manager an
opportunity to go through the transition with the lnterim next week.
Commissioner Aniola stated that they cleared a hurdle procedurally whether if an lnterim City Manager
would be considered for the permanent position or not, and he is glad the majority agrees with him. Due
to the calendar they need to make this decision today or early next week, which to him means that there
are two names to proffer and he has a great deal of respect from both, but if there are other candidates,
they need to hear from them as soon as possible. There are only a few people that can hit the ground
running, so they are talking about past Commissioners that know the law of the land, other Charter
Officers, City Attorney, City Clerk, Police Chief, Fire Chief, former Assistant City Managers, any of those
Page 2 ol 4
After Action December 4,2020
Hybrid Special Commission Meeting
City of Miami Beach
people if interested those would be the qualifications he is looking for in the lnterim with a minor learning
curve. Certainly, Mark Taxis and Virgil Femandez meet those criteria, but anyone else solicited needs
to be within one of those categories.
Commissioner G6ngora agreed with Commissioner Aniola's comments and added that they have two
fine choices presented by the Administration, and if they have other names to be considered, they need
to put their cards on the table today if they are voting on a candidate early next week. The role of an
lnterim City Manager is to continue to steer the ship and he agrees it should be someone at a Senior
level with the City who understands how they work and can steer the boat until they find a permanent
replacement. He thought about Raul J. Aguila, who he believes could steer the ship as an lnterim City
Manager, and secondarily Hernan Cardeno, who has served as lnterim City Manager in Golden Beach,
so he will be reaching out to them and encouraged his colleagues to reach out.
Mayor Gelber will not support voting today but should do it Monday or Tuesday at the latest.
Vice-Mayor Meiner stated that procedurally, if individuals are interested in this important position, the
person to step in must be able to do so immediately and they are lucky because all the names are
great, but it is an important position and they do not want to lose momentum, and he would like to talk
to that person. Until late last night the only name he heard was Roy Coley from residents but not the
others, so he suggested Roy Coley as well.
Mayor Gelber suggested that anyone interested contact the Mayor's Office or the City Clerk's ffice
formally to circulate, and that way they can have a meaningful review. He asked if they could do a
Tuesday morning meeting.
Discussion held regarding scheduling a meeting.
Commissioner Richardson agreed to vote early next week. He heard names and he also had resident
text him about Roy, but he has not talked to Roy. He suggested that those that want to put their names,
to reach out and notifo the City Clerk, who then can send the City Commission a memorandum to see
the amount of people interested in the lnterim position and have a vote Monday or Tuesday.
Mayor Gelber agreed and stated that it makes sense.
Commissioner Arriola heard Mark Taxis earlier in the week and Virgil's name on Wednesday, but there
may be more names and other folks that he does not know if they have reached out, who have the
qualifications to hit the ground running, former ACMs, former Commissioners, former Fire Chief or
Police Chiel Raul, Heman, Roy, Virgil, these are all good names and he has a great deal of admiration
for them, but is it possible for the City Manager to ask Mayor Levine Cava to be flexible for one or two
weeks. City Manager iiorales to handle.
City Manager Morales will be happy to chat with her.
Commissioner G6ngora agrees they now have five names mentioned and if anyone else is interested
let the City Clerk know by the end of the day. He prefers to do the meeting on Tuesday.
Mayor Gelber urged anyone interested to go through the City Clerk and asked if Tuesday is a good
time. Michele Burger to handle.
Discussion held.
City Clerk Granado requested deferring the ltem for advertising purposes
Page 3 of 4
After Action December 4,2020
Hybrid Special Commission Meeting
City of Miami Beach
Discussion continued and there were audio difficulties experienced.
Rafael E. Granado, City Clerk, confirmed that he will be requesting via email from interested candidates
to reply by the end of the day by 5:00 p.m. with a Subject Line lnterim City Manager.
Page 4 of 4
DECEI\4BER 9, 2O2O
ITEIVI R9 X
AND
RELEVANT
AFTER-ACTION
415124,3:39 PM
TO:
FROM:
DATE:
ls this a "Residents Right to
Know" item,_pursuant to
G!!V CoCe Section Z-taZ
Yes
AAIAAAIBEACH
Coversheet
New Business and Commission Requests - R9 X
COMMISSION MEMORANDUM
Honorable Mayor and Members of the City Commission
Rafael E. Granado, City Clerk
December 9,2020
SUBJECT: DISCUSSION REGARDING THE POTENTIAL APPOINTMENT OF AN INTERIM CITY MANAGER
BY THE CITY OF MIAMI BEACH COMMISSION.
ANALYSIS
Below please find the names, in alphabetical order, of those individuals who have indicated interest in the position of lnterim City
Manager.
NAME TITLE
Aguila, Raul City Attorney
Cardeno, Hernan Director, Code Compliance
Department
Coley, Roy Director, Public Works
Department
Fernandez,
Virgilio
Fire Chief, Fire Department
Taxis, Mark Assistant City Manager
Ap+liebleAr@
City,ttide
Does this item utilize G.O.
Bond Funds?
Yes
lggislative Tracking
Mayor Dan Gelber
https://miamibeach.novusagenda.com/agendapublic/CoverSheet.aspx?ltemlD= 19990&MeetinglD=776 1t1
After Action December 9, 2020 City of Miami Beach
Hybrid Commission Meeting
9:21:05 a.m.
ADDENDUM MATERIAL
R9 X DISCUSSION REGARDING THE POTENTIAL APPOINTMENT OF AN INTERIM CITY MANAGER
BY THE CITY OF MIAMI BEACH COMMISSION.
Sponsored by Mayor Dan Gelber
Continued from December 4, 2020 - Rg D
Addendum added on 121712020
Approved by Mayor
AFTER.THE.FACT RESOLUTION :
A RtrS.)I UTION OF THE MAYr)R AND CITY (]r)t\/t['ISSION OF THE CITY FMo lat\fl Fltract{
FLORIDA. APPOINTIN G CITY ATTORNEY RAUL J. AGUILA AS INTERIM CITY MANAGER
TIME AS THE CITY MMI TS A PERMANENT CITY
AND THE NEW CITY ANAGER COMMENCES THEIR TERM OF EMP LOYMENT. WITH THE
UNDERSTANDING THAT: (1) MR. AGUILA WILL RETURN TO HIS PERMANENT POSITION
AS THE CITY ATTORNEY ONCE THE PERMAN ENT CITY MANAGER'S EMPLOYMENT TERM
COMMENCES. AND (2) THE INTERIM CITY MANAGER WILL NOT MAKE ANY SIGNIFICANT
PERSONNEL CHANGES AMONG EXECUTIVE ADMINISTRATIVE STAFF WITHOUT PRIOR
CONSULTATION WITH THE MAYOR AND Clry COMMISSION: AND ALSO, APPO!NTING
DEPUTY CITY ATTO EY RAFAEL PM AS THE ACTING CITY A ORNEY DURING MR
AGUILA'S PERIOD OF SERVICE AS INTERIM CITY MANAGER.WITH THE UNDERSTANDING
THAT MR. PM WILL URN TO HIS POSITION AS DEPUTY CITY RNEY ONCE MR
AGUILA RETU RNS TO HIS PERMANENT POSITION AS CITY ATTORNEY.
ACTION: Discussion held. After-the.Fact Resolution 2020-31531 adopted. Motion made by
Commissioner G6ngora to appoint Raul J. Aguila as lnterim City Manager and Rafael Paz as Acting
City Attomey; lnterim City Manager and Acting City Attorney cannot make changes to Senior Staff
without the approval of the City Commission; seconded by Commissioner Richardson. Voice vote: 7-0.
Michael Smith to handle.
AMENDMENTS BY COMMISSIONER RICHARDSON THAT WERE ACCEPTED BY
COiIMISSIONER G6NGORA:. Appoint Rafael Paz as Acting City Attorney.o lnterim City Manager and Acting City Attorney cannot make changes to Senior Staff without the
approval of the City Commission.. Upon conclusion of their temporary assignments as lnterim City Manager and Acting City Attorney,
both Mr. Aguila and Mr. Paz to return to their current roles as City Attorney and Deputy City Aftorney,
respectively.
Mayor Gelber stated that the City Commission was looking to have a meeting on this item yesterday,
but due to a lack of quorum, it had to be postponed until today. He believes the City has an incredibly
talented staff, and it is a credit to City Manager Morales that we have such a high standard. Every
person who applied to the lnterim City Manager position is exceptional, which made it a difficult choice
to pick one person. He asked City Clerk to read the names of the people who applied for the interim
position.
City Clerk Granado read the following names: Roy Coley, Mark Taxis, Hernan Cardeno, Raul J. Aguila,
Chief Virgil Fernandez, and Ariel Morel.
Page 1 of 4
After Action December 9, 2020
Hybrid Commission Meeting
City of Miami Beach
Commissioner G6ngora stated that all the applicants would do a wonderful job at the position. The
lnterim City Manager position will be to keep 'steering the ship' fonnard for the next few months and
keep the City afloat. He believes that person needs to understand how the Miami Beach City
Commission works, and City Attorney Raul J. Aguila would be the person who could fill those shoes
without little to no leaming curve. Ci$ Attorney Aguila has been working with the City of Miami Beach
since 1992 and has interacted with six different Mayors starting with Seymour Gelber, father of Mayor
Dan Gelber. ln addition, City Attomey Aguila is in the DROP. He is coming to the end of his
distinguished career in Miami Beach, so he has no further interest in seeking the permanent City
Manager position.
Motion made by Commissioner G6ngora to appoint Raul J. Aguila as lnterim City Manager.
Commissioner Samuelian believes this is the right process. There have been some stellar applicants
and he thanked them all for coming forth and showing interest in the position. At this point the City
needs someone who can "steady the ship' and not need much to get up to speed. He also believes
City Attorney Aguila is the right person for the job. He knows all the issues the City is cunently dealing
with such as COVID-19, Lincoln Road, the MXE, etc. This may give the City Commission an opportunity
to find someone in-house for the full-time position.
Commissioner Arriola stated that he holds everyone on the list in high regard, but his first choice would
be Fire Chief Virgil Fernandez. This will be an interim position that will last approximately six months,
and he believes Chief Fernandez will be ideal to lead the City and face the COVID-19 challenges,
vaccine, and getting things back in control.
Commissioner Richardson expressed his esteem for all the applicants. He believes the City needs a
caretaker who will not be eligible for the permanent City Manager position or make drastic changes
without the City Commission's approval. He supports Raul J. Aguila to be the lnterim City Manager. ln
addition, he would like Rafael Paz to be the Acting City Attorney. Commissioner Richardson proposed
an amendment to Commissioner G6ngora's motion to appoint Raul J. Aguila as the lnterim City
Manager. Additionally, the lnterim City Manager cannot make changes to the Senior Staff before being
approved by the City Commission. Further, appointing Rafael Paz as the Acting City Attomey.
Vice-Mayor Meiner believes that the process could have been better. He does not want anyone involved
with the City Manager position to be involved in the recruitment process. He is concerned that the City
is potentially appointing a City Manager that has been involved in the retention of recruitment. He asked
whether City Attorney Aguila would return to the City Attorney's position once done being the lnterim
City Manager.
Commissioner Steinberg believes the City is extremely fortunate in its talent and thanked all the
applicants. She asked that Vice-Mayor Meiner's questions be answered first.
Commissioner G6ngora stated that there is a motion on the floor. He too agrees with Commissioner
Richardson's amendment to appoint Rafael Paz as Acting City Attorney, and limit changes made by
the lnterim City Manager to flrst be approved by the City Commission.
Mayor Gelber stated that it appears City Attorney Aguila has support for the lnterim City Manager
position. He does believe it makes sense that City Attorney Aguila should be appointed as lnterim City
Manager by the City Commission. He is a trusted advisor to the City Commission in all areas. He
believes City Attorney Aguila will do well in that position for the next few months. He asked City Attomey
Aguila to please address Vice-Mayor Meiner's questions.
City Attorney Aguila stated that if he is appointed to the lnterim City Manager Position, he would divest
himself from the City Manager search. That responsibility would be continued by the City Clerk, Alex
Page 2 of 4
After Action December 9, 2020
Hybrid Commission Meeting
City of Miami Beach
Denis, and whoever the City Commission appoints as the Acting City Attorney. He further explained
how under the Charter, the City Attomey's duties are separate. There is precedent for a City Attomey
to be appointed as lnterim City Managers as was the case with Larry Levy in the early 1990s.
Discussion held
Mayor Gelber stated the motion with Commissioner Richardson's amendment being that Raul J. Aguila
is to be appointed as the lnterim City Manager and Rafael Paz as the Acting City Attorney and they
cannot make changes to Senior Staff without the approval of the City Commission.
Commissioner Gongora accepted the amendment
Commissioner Arriola asked if there will be a vote on appointing City Attorney Aguila as lnterim City
Manager.
Mayor Gelber asked for a vote on Commissioner G6ngora's motion first.
Commissioner Steinberg stated that there are currently four votes for City Attorney Aguila to be the
lnterim City Manager.
Commissioner Aniola believes that the City Commission should vote unanimously to support Raul J.
Aguila being the lnterim City Manager. He originally wanted Virgil Fernandez to be the lnterim City
Manager because of his emergenry experience, and given that the vaccine is only a few months away,
it would be good to have his experience leading the City, but all the candidates that applied had their
merits. He agrees with Vice-Mayor Meiner, the selection process was not optimal.
Mayor Gelber added that City Manager Morales's last day will be Friday, December 11,2O2O. There is
not much time for the transition.
Vice-Mayor Meiner agreed to have a unanimous vote in favor of Raul J. Aguila being the lnterim City
Manager; he too will vote for City Attorney Aguila. He asked whether City Attorney Aguila's lnterim City
Manager role will affect his DROP program status.
City Attorney Aguila stated that were he appointed as lnterim City Manager it would not impact his
DROP or pension. He respectfully requested as part of the motion that he may return to his role as City
Attomey once his job as lnterim City Manager is done. That is what the City has previously done.
Commissioner G6ngora asked for a vote.
Commissioner Steinberg asked what City Attorney Aguila thinks of the recovery process
Commissioner Richardson stated that it is his intention to have City Attorney Aguila return to his role
as City Attorney.
Vice-Mayor Meiner stated that he agrees, but in the future, he would prefer there would not even be
the appearance of a conflict.
Mayor Gelber stated that it is his understanding that Raul J. Aguila is in no way seeking the job of long-
term City Manager, he is only filling in the role as lnterim City Manager. He asked if there is consensus
to unanimously appoint Raul J. Aguila as the lnterim City Manager and Rafael Paz as the Acting City
Attorney.
Page 3 of 4
After Action December g, 2020 City of Miami Beach
Hybrid Commission Meeting
City Commission unanimously appointed Raul J. Aguila as lnterim City Manager and Rafael Paz as
Acting City Attomey.
City Manager Morales stated that he and City Aftorney Aguila are friends and he would make himself
available at any time.
City Attomey Aguila thanked the City Commission for supporting him. His intention is to help the City.
He will be retiring soon, and with City Manager Morales's departure, he believed he could help the City.
He is a firm believer of team building and he is relying on everyone's assistiance in dealing with the
COVID-19 challenges. lt is his honor to be the lnterim City Manager.
Rafael Paz thanked the City Commission. lt will be his honor to be the Acting City Attorney.
Effective this Friday, December 10,2020, Raul J. Aguila will be the lnterim City Manager and Rafael
Paz will be the Acting City Attorney.
8:32 p.m.
Mayor Gelber thanked Jimmy Morales for all that he has done for the City. His era will end, but his legacy
will remain.
Page 4 of 4
RESOLUTION 2021-31531
RESOLUTTON NO. 2020-31531
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA, APPOINTING CITY ATTORNEY
RAUL J. AGUILA AS INTERIM CITY MANAGER UNTIL SUCH TIME AS
THE CITY COMMISSION APPOINTS A PERMANENT CITY MANAGER
AND THE NEW CITY MANAGER COMMENCES THEIR TERM OF
EMPLOYMENT, WITH THE UNDERSTANDING THAT: (1) MR. AGUILA
WILL RETURN TO HIS PERMANENT POSITION AS THE CITY
ATTORNEY ONCE THE PERMANENT CITY MANAGER'S
EMPLOYMENT TERM COMMENCES, AND (21 rHE |NTERIM Ctry
MANAGER WILL NOT MAKE ANY SIGNIFICANT PERSONNEL
CHANGES AMONG EXECUTIVE ADMINISTRATIVE STAFF WITHOUT
PRIOR CONSULTATION WITH THE MAYOR AND CITY COMMISSION;
AND ALSO, APPOINTING DEPUW CITY ATTORNEY RAFAEL PAZ AS
THE ACTING CITY ATTORNEY DURING MR. AGUILA'S PERIOD OF
SERVICE AS INTERIM CITY MANAGER, WITH THE UNDERSTANDING
THAT MR. PAZ WILL RETURN TO HIS POSITION AS DEPUTY CITY
ATTORNEY ONCE MR. AGUILA RETURNS TO HIS PERMANENT
POSITION AS CITY ATTORNEY.
WHEREAS, on October 7 ,2020, City Manager Jimmy Morales, submitted his letter
of resignation to the Mayor and City Commission; and
WHEREAS, subsequently, [Vr. [t/orales advised the City Commission that his last
day as the City Manager would be December 11,2020; and
WHEREAS, immediately following Mr. Morales' resignation, the City Commission
initiated the recruitment process for the selection of a permanent City Manager, while also
recog nizing the need to appoint an lnterim City lVlanager d uring the course of the selection
process; and
WHEREAS, in view of the strong internal candidates for the permanent City
Manager position, the City Commission determined that it would be unfair to appoint any
internal candidate interesting in the permanent position to serve as lnterim City Manager,
as the City Commission desired notto provide any undue advantage to anyone candidate
over others; and
WHEREAS, based on the City Commission's desire to level the playing field for
the recruitment process for the permanent City Manager position, the City Commission
determined that it would only appoint an lnterim City Manager who would pledge and
commit to not apply for the permanent position; and
WHEREAS, five extremely talented and capable internal candidates indicated their
interest to serve as lnterim City fVlanager until a permanent City Manager is appointed;
and
WHEREAS, among those candidates was Raul J. Aguila, the City's current City
Attorney; and
WHEREAS, Mr. Aguila is a dedicated public servant with twenty-nine (29) years in
public service - he served in the City Attorney's Office for fi/iami Beach for twenty{hree
(23) years as either a First Assistant City Attorney or Chief Deputy City Attorney, before
being unanimously appointed by the City Commission to serve as the City Attorney in
2014: and
WHEREAS, Mr. Aguila's tenure as the City Attorney will end in N/arcn 2022, both
as a matter of his employment contract, and the requirements of the City's Deferred
Retirement Option Program ("DROP"); and
WHEREAS, Mr. Aguila, in addition to being an exceptional chief legal officer for
the City, is familiar with the workings of every City department and possesses the
tnstitutional history and intimate knowledge of the City's business and the policy
objectives the City Commission desires to achieve; and
WHEREAS, when Mr. Aguila advised the Mayor, the City Commissioners, and the
City Clerk of his interest in the position as lnterim City Manager; he advised that he would
only accept the position if the ultimate vote of the City Commission to appoint him as
lnterim City Managerwas unanimous, and, further, that once the permanent City Manager
is appointed, he be allowed to return to his permanent position as City Attorney, until the
end of his tenure in lvlarch 2022; and
WHEREAS, by viftue of the City Commission appointing tMr. Aguila as the lnterim
City Manager, there must be an Acting City Attorney during Mr. Aguila's period of service
as the lnterim City Manager; and
WHEREAS, at the December 9,2A2A City Commission meeting, Commissioner
Michael Gongora made a motion to appoint Mr. Aguila as the City's lnterim City Manager,
and to appoint Deputy City Attorney Rafael Paz as the Acting City Attorney; and
WHEREAS, as part of the motion to appoint Mr. Aguila, the City Comrnissron
directed that the lnterim City Manager not make any personal changes among executive
in the City administration staff without prior consultation with the Mayor and City
Commission; and
2
WHEREAS, once the appointments begin, the lnterim City Manager and the Acting
City Attorney will report directly to the City Commission, with the lnterim City Manager
exercising all powers of the City Manager, as chief executive officer for the City, under
the City Charter and City Code; and the Acting City Attorney exercising all of the powers
and duties of the City Attorney, as chief legal officer for the City, under the City Charter
and City Code; and
WHEREAS, Commissioner Michael Gongora's motion was seconded by
Cornmissioner David Richardson, and the motion passed unanimously.
NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and the City
Commission hereby appoint City Attorney Raul J. Aguila as lnterim City Manager until
such time as the City Commission appoints a permanent City Manager and the new City
Manager commences their term of employment, with the understanding that: (1) Mr.
Aguila will return to his permanent position as the City Attorney once the permanent City
Manager's employment term commences; and (2) the lnterim City Manager will not make
any significant personnel changes among executive administrative staff without prior
consultation with the Mayor and City Commission; and also, appointing Deputy City
Attorney Rafael Paz as the Acting City Attomey during Mr. Aguila's period of service as
lnterim City Manager, with the understanding that Mr. Paz will return to his position as
Deputy City Attorney once Mr. Aguila returns to his position as City Attorney.
PASSED and ADOPTED this _L A^y of Dccen br.2020.
Dan Gelber, lvlayor
ATTEST:
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Rafael E.ran o, City Cle
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APPROVED AS TO
FORM & LANGUAGE
& FOR EXECUTION
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Date
LTC 450-2020
DECEI\4BER 15, 2O2O
BEACH
OFFICE OF THE CITY CLERK / OFFICE OF THE CITY ATTORNEY / PROCUREMENT DEPARTMENT
LTC No. 450-2020 LETTER TO COMMISSION
TO.Mayor Dan Gelber and Members of the City Commission
FROM:Rafael E. Granado, City Clerk
Rafael Paz, Acting City Attorney
Alex Denis, Procurement De partment r
DATE: December 15, 2020
SUBJECT: Update Regarding City Manager Recruitment Process and Next Steps
On November 18,2020, the Mayor and City Commission selected Ralph Andersen &
Associates ("Ralph Andersen") to provide executive recruitment services for the City, in
connection with the City Commission's search process and selection of a new City
Manager. At that meeting, the City Commission directed the City Attorney, City Clerk,
and Procurement Directorto negotiate and finalize the contract with Ralph Andersen, and
the City Attorney advised that the final draft contract would be circulated by LTC to the
Mayor and City Commission, prior to its execution.
On December 9,2020, immediately following his selection as lnterim City Manager, Raul
Aguila (in his capacity at the time as City Attomey) advised the Mayor and City
Commission that he had divested himself completely from the selection process, and that
the Acting City Attorney, along with the City Clerk and Procurement Director, would be
responsible for the selection process going fonryard.
PROPOSED TIMELINE FOR SELECTION PROCESS
The proposed timeline for the selection process is attached hereto as Exhibit "l" (the
"Timeline"). As explained more fully below, we intend to seek City Commission approval
of the Timeline, or any revisions thereto, at the January 13,2021 meeting. The Timeline
may, of course, be subsequently adjusted by the City Commission at any time, as the
circumstances may require.
The final draft of the services agreement with Ralph Anderson, including the City's
standard contract terms, the scope of services for the selection process, fees, and the
proposed Timeline, is attached hereto as Exhibit "2." Ralph Andersen has agreed to all
terms.
FINAL DRAFT CONTRACT WITH RALPH ANDERSEN
Letter to Commission
December 15, 2020
Page 2
1
The final contract also incorporates certain additional services (the "Optional Services")
discussed at the December 9,2020 City Commission meeting, which would only be
performed if approved by the City Commission at its Jan. 13,2021 meeting. The various
options, and associated fees, are as follows.
An internal Organizational Survey to City employees, with summarized results, for
an additional $3,500.
2. A Community Survey with summarized results, for an additional $3,500
3 Organizational Survey, Community Survey and Virtual Town Hall - lf the City
Commission desires to conduct the Organizational Survey, Community Survey and
hold a Virtual Town Hall to discuss the search process with residents and
stakeholders, the total fee for both surveys and the Virtual Town Hall is $5,000.
Virtual Town Hall (with a Community Survey) - If the City Comrnission elects to
conduct a Viftual Town Hall, the Virtual Town Hall will be conducted for no additional
fee if the Community Survey is selected.
Virtual Town Hall (without a Community Survey)- Should the City choose to conduct
a Virtual Town Hall without selecting the Community Survey, the fee will be an
additional $500 per each hour of the Virtual Town Hall (in 30 minute increments),
plus a one-time preparation fee of $500.
The Optional Services, if any are approved by the City Commission on January 13,2021 ,
would be completed within the initial 45-day recruitment period, so as to not delay the
Timeline in any way.
Please contact Acting City Attorney Rafael Paz if you have any questions or
comments on the contract by Thursday evening, Dec. 17,2020, so that we may
proceed to execute the contract as early as Friday, Dec.18,2020, if possible, in order to
permit Mr. Robert Burg, the lead recruiterfrom Ralph Andersen, to prepare the proposed
City tt/anager Profile (discussed more fully below) for your consideration at the January
13,2021 meeting.
Although the final contract has not yet been executed, Mr. Robert Burg has already met
with the Mayor and Commissioners to obtain their feedback on the selection process.
Once the firm is formally under contract, Ivlr. Burg will update the proposed City Manager
profile, including job description (the "City Manager Profile"), to reflect the feedback he
has received during those individual one-on-one meetings.
4
5
DRAFT CITY TVIANAGER PROFILE (INCLUDING JOB DESCRIPTION)
Letter to Commission
December '15, 2020
Page 3
The proposed City Manager Profile will be presented to the City Commission for its
approval at the January 13,2021 City Commission meeting. Given its importance to the
process, we intend to circulate a draft of the proposed City Manager Profile by LTC as
soon as it is available, to provide you with as much time as possible to review and
comment, in advance of the January 13,2021 meeting.
ANTICIPATED ACTION ITEMS AT THE JANUARY 13 2020 ctTY coMMrssroN
MEETING
As noted above, we intend to seek direction from the City Commission as to the following
matters at the January 13,2021 City Commission meeting, namely.
(1) approval of the proposed Timeline;
(2) approval of the City Manager Profile, so as to formally publish the advertisement for
the position and commence the initial 45-day initial recruitment period seeking
applications for the position of City Manager; and
(3) approval of any Optional Services, which, if approved by the City Commission, would
be completed within the 45-day initial recruitment period, without delaying the
proposed Timeline.
As requested above, please contact Acting City Attorney Rafael Paz if you have
any questions or comments on the contract by Thursday evening, Dec. 18,2020,
so that we may proceed to execute the contract as soon as possible thereafter and permit
[\4r. Burg to prepare the work product required for your consideration at the January 13,
2021 meeting.
REG/RAP/AD/ag
Exhibit '1" - Proposed Timeline
Exhibit "2" - Final Draft Services Agreement with Ralph Andersen
Exhibit rrl rr
City of Miami Beach
Proposed Timeline for
City Manager Recruitment Process
Please note: The proposed timeline nto), be adjusted os needed bosed upon the owarding of the contract, publication of the
position hrochure and placement of ads, the scheduling of meetings qf the Search Committee, and the overall needs of the
City.
Date Activitl'
Completed
Stakeholders Meetingo Review Recruitment Process
o Discuss the process for development of the City Manager Profile.
recruitment brochure, and gather feedback on the following:
o Opportunities and Challenges the new City Manager faces
o Desired Professional Characteristics and Personal Qualities <lf the
position
January 13,2021 City Comrnission approval of timeline, City Manager Job Profile and Optional
Services. if any
January 14,2021
Published Brochure/Placement of Ads and Candidate Recruitnrento 45-day initial rccruitmcnt periodo Performance of Optional Services during this 45-day search process
March 1.2021 Deadline for priority review of applications. Search Consultant conducts due diligence and preliminary screenings via Zoom
March 12,2021 Search Consultant rcvicws and provides writtcn recommcndation of candidatcs to Ciry
Comrnission for review and consideration
March 17,2021 City Commission selects candidates for Search Consultant to interviervo Firm to conduct preliminary background checks on final candidates
March 18. 2021 Search Consultant invites candidates for interview and begins prelinrinary background
investigations including criminal, civil, financial, DMV, and education
Wecks of April 5m and l2'h,
202t
Candidate Interviews
. Finalist Interviews
. Deliberations to select new City Manager subject to scheduling of special
commission meetings as required
Week of April 19, 2021
Contract off'er and negotiations with selected candidate
o City/Ralph Anderscn & Associatcs conducts Final Background chcck (including
drug test and fingcrprinting) and Rcfcrcnccs (5-10 busincss days)
April 21.2021 Ciry Commission final approval of contract
**Start datc of ncw City Managcr will bc dctcrmincd by thc City
Exhibit "2't
PROFESSIONAL SERVICES AGREEMENT
BETWEEN
THE CITY OF MIAMI BEACH
AND
RALPH ANDERSEN & ASSOCIATES
FOR
EXECUTIVE RECRUITMENT SERVICES
PURSUANT TO
RFL! 2021-036-KB
This Professional Services Agreement ("Agreement") is entered into this day offfi ikJ;=,r$:x.'3li,l,,TH::iJrfl"""fl ["1*u$?i"?L,"."?['ift
principal offices at 1700 Convention Center Drive, Miami Beach, Florida, 33139 (the "City"), and
RALPH ANDERSEN & ASSOCIATES, a Corporation of the State of California, whose address
is 5800 Stanford Ranch Road, Suite 410, Rocklin, California 95765 (the "Consultant").
SEGTION 1
DEFINITIONS
Agreement:This Agreement between the City and Consultant, including any exhibits
and amendments thereto.
Contract Administrator: The Procurement Director of the City with offices at 1755 Meridian Avenue,
Third Floor, Miami Beach, Florida 33139; telephone number (305) 673-
7 490.
Consultant:
Optional Services:
Services:
Fee:Amount paid to the Consultant as compensation for Services, as set forth
in Article 1 .4 of this Agreement.
Proposal Documents: Proposal Documents shall mean City of Miami Beach Request for Lettersof lnterest (RFLI) No. 2021-036-KB for Executive Recruitment
Services, together with all amendments thereto, issued by the City in
contemplation of this Agreement RFLI, and the Consultant's proposal in
response thereto ("Proposal"), all of which are hereby incorporated and
made a part hereof; provided, however, that in the event of an express
conflict between the Proposal Documents and this Agreement, the
following order of precedent shall prevail: this Agreement; the RFLI; and
the Proposal.
Risk Manager:The Risk Manager of the City, with offices at 1700 Convention Center
Drive, Third Floor, Miami Beach, Florida 33139; telephone number (305)
673-7000, Ext. 6435; and fax number (305) 673-7023.
For the purposes of this Agreement, Consultant shall be deemed to be an
independent contractor, and not an agent or employee of the City.
Additional services, work and actions set forth in the attached Exhibit "C",
which shall be subject to prior approval of the City Commission.
All services, work and actions by the Consultant performed or undertaken
pursuant to the Agreement.
Executive Recruitment Services Page I of 44 Contract No. 202 I -036-0 I
2.1 ln consideration of the Fee to be paid to Consultant by the City, Consultant shall provide
the work and services described in Exhibit "A" hereto (the "Services").
Although Consultant may be provided with a schedule of the available hours to provide its
Services, the City shall not control nor have the right to control the hours of the Services
performed by the Consultant; where the Services are performed (although the City will provide
Consultant with the appropriate location to perform the Services); when the Services are
performed, including how many days a week the Services are performed; how the Services are
performed, or any other aspect of the actual manner and means of accomplishing the Services
provided. Notwithstanding the foregoing, all Services provided by the Consultant shall be
performed in accordance with the terms and conditions set forth in Exhibit "A" and to the
reasonable satisfaction of the City. lf there are any questions regarding the Services to be
performed, Consultant should contact the Contract Administrator.
2.2 Consultant's Services, and any deliverables incident thereto, shall be completed in
accordance with the timeline and/or schedule in Exhibit "B" hereto.
SECTION 3
TERM
The term of this Agreement ("Term") shall commence upon execution of this Agreement
Consultant shall adhere to any specific timelines, schedules, dates, and/or performance
milestones for completion and delivery of the Services, as same is/are set forth in the timeline
and/or schedule referenced in Exhibit "B" hereto.
SECTION 4
4.1 ln consideration of the Services to be provided, Consultant shall be compensated as
referenced in Exhibit "C" attached hereto. Consultant's performance of any Optional Services
shall be subject to the prior approval of the City Commission. Payment schedule shall be as
same set forth in the invoicing schedule referenced in Exhibit "C" hereto.
FEE
Executive Recruirment Services Page 2 of 44 Contract No. 2021-036-01
SECTION 2
SCOPE OF SERVIGES
4.2 REIMBURSEABLE EXPENSES
It is understood that routine expenses (e.9., general operations and administrative costs,
advertising, reproduction, courier, postage and handling, presentation materials, etc.), exclusive
of travel expenses, are included in the costs identified in Article 4.1. Travel expenses may be
authorized in accordance with the City's Travel Policy (Administrative Procedure No. OD.20.01).
Any other expense to be reimbursed must be authorized, in advance, in writing, by the Contract
Administrator. Consultant shall certify as to each such invoice and/or voucher that the amounts
and items claimed as reimbursable are "true and correct and in accordance with the
Agreement." lnvoices or vouchers for reimbursable expenses shall be submitted to the Contract
Administrator (along with any supporting receipts and other back-up material requested by the
Contract Ad m i n istrator).
4.3 tNVOtCtNG
Upon receipt of an acceptable and approved invoice, payment(s) shall be made within fofty-five
(45) days for that portion (or those portions) of the Services satisfactorily rendered (and
referenced in the particular invoice).
Invoices shall include a detailed description of the Services (or portions thereof) provided, and
shal! be submitted to:
Alex Denis, Procurement Director
1755 Meridian Avenue, 3'd Floor
Miami Beach, FL 33139
COPY TO:Rafael Paz, Esq., Acting City Attorney
1700 Convention Center Drive, 4th Floor
Miami Beach, FL 33139
SECTION 5
TERMINATION
5.1 TERMINATION FOR CAUSE
lf the Consultant shall fail to fulfill in a timely manner, or otherwise violates, any of the
covenants, agreements, or stipulations material to this Agreement, the City, through its City
Manager, shall thereupon have the right to terminate this Agreement for cause. Prior to
exercising its option to terminate for cause, the City shall notify the Consultant of its violation of
the particularterm(s) of this Agreement, and shall grant Consultant ten (10) days to cure such
default. lf such default remains uncured after ten (10) days, the City may terminate this
Agreement without further notice to Consultant. Upon termination, the City shall be fully
discharged from any and all liabilities, duties, and terms arising out of, or by virtue of, this
Agreement.
Notwithstanding the above, the Consultant shal! not be relieved of liability to the City for
damages sustained by the City by any breach of the Agreement by the Consultant. The City, at
its sole option and discretion, shall be entitled to bring any and all legal/equitable actions that it
deems to be in its best interest in order to enforce the City's rights and remedies against
Consultant. The City shall be entitled to recover all costs of such actions, including reasonable
attorneys'fees.
Executive Recruitment Services Page 3 of 44 Contract No. 202 I -036-0 I
THE CITY MAY ALSO, THROUGH ITS CITY MANAGER, AND FOR ITS
CONVENIENCE AND WITHOUT CAUSE, TERMINATE THE AGREEMENT AT ANY
TIME DURING THE TERM BY GIVING WRITTEN NOTICE TO CONSULTANT OF
SUCH TERMINATION; WHICH SHALL BECOME EFFEGTIVE WITHIN THIRTY (30)
DAYS FOLLOWING RECEIPT BY THE CONSULTANT OF SUCH NOTICE.
ADDITIONALLY, IN THE EVENT OF A PUBLIC HEALTH, WELFARE OR SAFEW
CONCERN, AS DETERMINED BY THE CITY MANAGER, IN THE CITY MANAGER'S
SOLE DISCRETION, THE CITY MANAGER, PURSUANT TO A VERBAL OR
WRITTEN NOTIFICATION TO CONSULTANT, MAY IMMEDIATELY SUSPEND THE
SERVICES UNDER THIS AGREEMENT FOR A TIME CERTAIN, OR IN THE
ALTERNATIVE, TERMINATE THIS AGREEMENT ON A GIVEN DATE. IF THE
AGREEMENT IS TERMINATED FOR CONVENIENCE BY THE CITY, CONSULTANT
SHALL BE PAID FOR ANY SERVICES SATISFACTORILY PERFORMED UP TO THE
DATE OF TERMINATION; FOLLOWING WHICH THE CITY SHALL BE DISCHARGED
FROM ANY AND ALL LIABILITIES, DUTIES, AND TERMS ARISING OUT OF, OR BY
VIRTUE OF, THIS AGREEMENT.
5.3 TERMINATION R INSOLVENGY
The City also reserves the right to terminate the Agreement in the event the Consultant is
placed either in voluntary q involuntary bankruptcy or makes an assignment for the benefit of
creditors. ln such event, the right and obligations for the parties shall be the same as provided
for in Section 5.2.
sEcTtoN 6
INDEMNIFICATION AND INSURANCE REQUIREMENTS
6.1 INDEMNI ON
Consultant agrees to indemnify, defend and hold harmless the City of Miami Beach and its
officers, employees, agents, and contractors, from and against any and all actions (whether at
law or in equity), claims, liabilities, losses, and expenses, including, but not limited to, attorneys'
fees and costs, for personal, economic or bodily injury, wrongful death, loss of or damage to
property, which may arise or be alleged to have arisen from the negligent acts, errors,
omissions or other wrongful conduct of the Consultant, its officers, employees, agents,
contractors, or any other person or entity acting under Consultant's control or supervision, in
connection with, related to, or as a result of the Consultant's performance of the Services
pursuant to this Agreement. To that extent, the Consultant shall pay all such claims and losses
and shall pay all such costs and judgments which may issue from any lawsuit arising from such
claims and losses, and shal! pay all costs and attorneys' fees expended by the City in the
defense of such claims and losses, including appeals. The Consultant expressly understands
and agrees that any insurance protection required by this Agreement or otherwise provided by
the Consultant shall in no way limit the Consultant's responsibility to indemnify, keep and save
harmless and defend the City or its officers, employees, agents and instrumentalities as herein
provided.
The parties agree that one percent (1%\ of the total compensation to Consultant for
performance of the Services under this Agreement is the specific consideration from the City to
Execut ive Recruitment Services Page 4 of44 Contract No. 202 I -036-0 I
5.2 TERMINATION FOR CONVENIENCE OF THE CITY
the Consultant for the Consultant's indemnity agreement. The provisions of this Section 6.1 and
of this indemnification shal! survive termination or expiration of this Agreement.
6.2 INSURANCE REQUIREMENTS
The consultant shall maintain the below required insurance in effect prior to awarding the
contract and for the duration of the contract. The maintenance of proper insurance coverage is
a material element of the contract and failure to maintain or renew coverage may be treated as
a material breach of the contract, which could result in withholding of payments or termination of
the contract.
A. Commercial Genera! Liability lnsurance on an occurrence basis, including
products and completed operations, property damage, bodily injury and personal &
advertising injury with limits no less than $100,000 per occurrence. lf a general
aggregate limit applies, either the general aggregate limit shall apply separately to this
project or the general aggregate limit shall be twice the required occurrence limit.
B. Professional Liability (Errors & Omissions) lnsurance appropriate to the
Consultant's profession, with limit no less than $100,000.
Additional lnsured - City of Miami Beach must be included by endorsement as an additional
insured with respect to all liability policies (except Professional Liability and Workers'
Compensation) arising out of work or operations performed on behalf of the contractor including
materials, parts, or equipment furnished in connection with such work or operations and
automobiles owned, leased, hired or borrowed in the form of an endorsement to the contractor's
insurance.
Notice of Cancellation - Each insurance policy required above shall provide that coverage
shall not be cancelled, except with notice to the City of Miami Beach c/o EXIGIS lnsurance
Compliance Services.
Waiver of Subrogation - Consultant agrees to obtain any endorsement that may be necessary
to affect the waiver of subrogation on the coverages required. However, this provision applies
regardless of whether the City has received a waiver of subrogation endorsement from the
insurer.
Acceptability of lnsurers - lnsurance must be placed with insurers with a current A.M. Best
rating of A:Vll or higher. lf not rated, exceptions may be made for members of the Florida
lnsurance Funds (i.e. FWCIGA, FAJUA). Carriers may also be considered if they are licensed
and authorized to do insurance business in the State of Florida.
Verification of Coverage - Contractor shall furnish the City with original certificates and
amendatory endorsements, or copies of the applicable insurance language, effecting coverage
required by this contract. All certificates and endorsements are to be received and approved by
the City before work commences. However, failure to obtain the required documents prior to
the work beginning shall not waive the Contractor's obligation to provide them. The City
reserves the right to require complete, certified copies of all required insurance policies,
including endorsements, required by these specifications, at any time.
Executive Recruitment Services Page 5 of 44 Contract No. 202 1 -036-0 1
CERTIFICATE HOLDER MUST READ:
CITY OF MIAMI BEACH
c/o EXIGIS Insurance Compliance Services
P.O. Box 4668 - ECM #35050
New York, NY 10163-4668
Kindly submit all certificates of insurance, endorsements, exemption letters to our servicing
agent, EX|GlS, at:
Oaitt0cates-m ia m i beach @ ri skworks. com
Special Risks or Circumstances - The City of Miami Beach reserves the right to modify these
requirements, including limits, based on the nature of the risk, prior experience, insurer,
coverage, or other special circumstances.
Compliance with the foregoing requirements shall not relieve the consultant of his liability and
obligation under this section or under any other section of this agreement.
SEGTION 7
LITIGATION JURISDICTIONruENUE/JURY TRIAL WAIVER
This Agreement shall be construed in accordance with the laws of the State of Florida. This
Agreement shall be enforceable in Miami-Dade County, Florida, and if legal action is necessary
by either party with respect to the enforcement of any or all of the terms or conditions herein,
exclusive venue for the enforcement of same shall lie in Miami-Dade County, Florida. By
entering into this Agreement, Consultant and the City expressly waive any rights either party
may have to a trial by jury of any civil litigation related to or arising out of this Agreement.
SECTION 8
LIMITATION OF CITY'S LIABILITY
The City desires to enter into this Agreement only if in so doing the City can place a limit on the
City's liability for any cause of action, for money damages due to an alleged breach by the City
of this Agreement, so that its liability for any such breach never exceeds the sum of $10,000.
Consultant hereby expresses its willingness to enter into this Agreement with Consultant's
recovery from the City for any damage action for breach of contract to be limited to a maximum
amount of $10,000.
Accordingly, and notwithstanding any other term or condition of this Agreement, Consultant
hereby agrees that the City shall not be liable to the Consultant for damages in an amount in
excess of $10,000 for any action or claim for breach of contract arising out of the performance
or non-performance of any obligations imposed upon the City by this Agreement.
Nothing contained in this section or elsewhere in this Agreement is in any way intended to be a
waiver of the limitation placed upon the City's liability, as set forth in Section 768.28, Florida
Statutes.
Executive Recruitment Services Page 6 of44 Contract No. 202 I -036-0 I
SECTION 9
DUTY OF CARE/COMPLIANCE WITH APPLICABLE LAWS/PATENT RIGHTS: COPYRIGHT:
AND CONFIDENTIAL FINDINGS
9.1 DUTY OF CARE
With respect to the performance of the Services contemplated herein, Consultant shall exercise
that degree of skill, care, efficiency and diligence normally exercised by reasonable persons
and/or recognized professionals with respect to the performance of comparable work and/or
services.
9.2 COMPLIANCE WITH APPLICABLE LAWS
ln its performance of the Services, Consultant shall comply with all applicable laws, ordinances,
and regulations of the City, Miami-Dade County, the State of Florida, and the federal
government, as applicable.
9.3 PATENT RIGHTS: COPYRIGHT ; CONFIDENTIAL FINDINGS
Any work product arising out of this Agreement, as well as all information specifications,
processes, data and findings, are intended to be the property of the City and shall not otherwise
be made public and/or disseminated by Consultant, without the prior written consent of the City
Manager, excepting any information, records etc. which are required to be disclosed pursuant to
Court Order and/or Florida Public Records Law.
All reports, documents, articles, devices, and/or work produced in whole or in part under this
Agreement are intended to be the sole and exclusive property of the City, and shall not be
subject to any application for copyright or patent by or on behalf of the Consultant or its
employees or sub-consultants, without the prior written consent of the City Manager.
SECTION 1O
GENERAL SIONS
10.1 AUDIT AND INSPECTIONS
Upon reasonable verbal or written notice to Consultant, and at any time during normal
business hours (i.e. 9AM - sPM, Monday through Fridays, excluding nationally recognized
holidays), and as often as the City Manager may, in his/her reasonable discretion and
judgment, deem necessary, there shall be made available to the City Manager, and/or such
representatives as the City Manager may deem to act on the City's behalf, to audit, examine,
and/ or inspect, any and all other documents and/or records relating to all matters covered by
this Agreement. Consultant shall maintain any and all such records at its place of business at
the address set forth in the "Notices" section of this Agreement.
10.2 INSPECTOR GENERAL AUDIT RIGHTS
(A)Pursuant to Section 2-256 of the Code of the City of Miami Beach, the City has
established the Office of the lnspector General which may, on a random basis, perform
reviews, audits, inspections and investigations on all City contracts, throughout the
duration of said contracts. This random audit is separate and distinct from any other
audit performed by or on behalf of the City.
Executive Recruitment Services Page 7 of 44 Contract No. 202 I -036-0 I
(B)The Office of the lnspector Genera! is authorized to investigate City affairs and
empowered to review past, present and proposed City programs, accounts, records,
contracts and transactions. ln addition, the lnspector General has the power to
subpoena witnesses, administer oaths, require the production of witnesses and monitor
City projects and programs. Monitoring of an existing City project or program may
include a report concerning whether the project is on time, within budget and in
conformance with the contract documents and applicable law. The lnspector General
shall have the power to audit, investigate, monitor, oversee, inspect and review
operations, activities, performance and procurement process including but not limited to
project design, bid specifications, (bid/proposal) submittals, activities of the Consultant,
its officers, agents and employees, lobbyists, City staff and elected officials to ensure
compliance with the contract documents and to detect fraud and corruption. Pursuant to
Section 2-378 of the City Code, the City is allocating a percentage of its overall annual
contract expenditures to fund the activities and operations of the Office of lnspector
General.
(C) Upon ten (10) days written notice to the Consultant, the Consultant shall make all
requested records and documents available to the lnspector General for inspection and
copying. The lnspector General is empowered to retain the services of independent
private sector auditors to audit, investigate, monitor, oversee, inspect and review
operations activities, performance and procurement process including but not limited to
project design, bid specifications, (bid/proposal) submittals, activities of the Consultant
its officers, agents and employees, lobbyists, City staff and elected officials to ensure
compliance with the contract documents and to detect fraud and corruption.
(D) The lnspector General shall have the right to inspect and copy all documents and
records in the Consultant's possession, custody or control which in the lnspector
General's sole judgment, pertain to performance of the contract, including, but not limited
to original estimate files, change order estimate files, worksheets, proposats and
agreements from and with successful subcontractors and suppliers, all project-related
correspondence, memoranda, instructions, financial documents, construction
documents, (bid/proposal) and contract documents, back-change documents, all
documents and records which involve cash, trade or volume discounts, insurance
proceeds, rebates, or dividends received, payroll and personnel records and supporting
documentation for the aforesaid documents and records.
(E)The Consultant shall make available at its office at all reasonable times the records,
materials, and other evidence regarding the acquisition (bid preparation) and
performance of this Agreement, for examination, audit, or reproduction, until three (3)
years after final payment under this Agreement or for any longer period required by
statute or by other clauses of this Agreement. ln addition:
lf this Agreement is completely or partially terminated, the Consultant shall make
available records relating to the work terminated until three (3) years after any
resulting final termination settlement; and
Executive Recruitment Sen,ices Page 8 of 44 Contract No. 202 1 -036-01
ii. The Consultant shall make available records relating to appeals or to litigation or
the settlement of claims arising under or relating to this Agreement until such
appeals, litigation, or claims are finally resolved.
(F) The provisions in this section shall apply to the Consultant, its officers, agents,
employees, subcontractors and suppliers. The Consultant shall incorporate the
provisions in this section in all subcontracts and all other agreements executed by the
Consultant in connection with the performance of this Agreement.
(G) Nothing in this section shall impair any independent right to the City to conduct audits or
investigative activities. The provisions of this section are neither intended nor shall they
be construed to impose any liability on the City by the Consultant or third parties.
10.3 ASSIGNMENT. TRANSFER OR SUBCONSULTING
Consultant shall not subcontract, assign, or transfer all or any portion of any work and/or
service under this Agreement without the prior written consent of the City Manager, which
consent, if given at all, shall be in the Manager's sole judgment and discretion. Neither this
Agreement, nor any term or provision hereof, or right hereunder, shall be assignable unless as
approved pursuant to this Section, and any attempt to make such assignment (unless
approved) shall be void.
10.4 PUBLIC ENTITY CRIMES
Prior to commencement of the Services, the Consultant shall file a State of Florida Form PUR
7068, Sworn Statement under Section 287 .133(3)(a) Florida Statute on Public Entity Crimes
with the City's Procurement Division.
ln connection with the performance of the Services, the Consultant shall not exclude from
participation in, deny the benefits of, or subject to discrimination anyone on the grounds of
race, color, national origin, sex, age, disability, religion, income or family status.
Additionally, Consultant shall comply fully with the City of Miami Beach Human Rights
Ordinance, codified in Chapter 62 of the City Code, as may be amended from time to time,
prohibiting discrimination in employment, housing, public accommodations, and public
services on account of actual or perceived race, color, national origin, religion, sex,
intersexuality, gender identity, sexual orientation, marital and familial status, age, disability,
ancestry, height, weight, domestic partner status, labor organization membership, familial
situation, or political affiliation.
Executive Recruitment Services Page 9 of 44 Contract No. 202 I -036-0 I
10.5 NO DISCRIMINATION
10.6 CONFLICT OF INTEREST
Consultant herein agrees to adhere to and be governed by all applicable Miami-Dade County
Conflict of lnterest Ordinances and Ethics provisions, as set forth in the Miami-Dade County
Code, as may be amended from time to time; and by the City of Miami Beach Charter and
Code, as may be amended from time to time; both of which are incorporated by reference as if
fully set forth herein.
Consultant covenants that it presently has no interest and shall not acquire any interest,
directly or indirectly, which could conflict in any manner or degree with the performance of the
Services. Consultant further covenants that in the performance of this Agreement, Consultant
shall not employ any person having any such interest. No member of or delegate to the
Congress of the United States shall be admitted to any share or part of this Agreement or to
any benefits arising therefrom.
10.7 CONSULTANT'S COMPLIANCE FLORIDA PUBLIC RECORDS LAW
(A)Consultant shall comply with Florida Public Records law under Chapter 119, Florida
Statutes, as may be amended from time to time.
The term "public records" shall have the meaning set forth in Section 119.01 1(121, which
means a!! documents, papers, Ietters, maps, books, tapes, photographs, films, sound
recordings, data processing software, or other material, regardless of the physical form,
characteristics, or means of transmission, made or received pursuant to law or
ordinance or in connection with the transaction of official business of the City.
(B)
(C) Pursuant to Section 119.0701 of the Florida Statutes, if the Consultant meets the
definition of "Contractor' as defined in Section 1 19.0701(1)(a), the Consultant shall:(1) Keep and maintain public records required by the City to perform the service;(2) Upon request from the City's custodian of public records, provide the City with a
copy of the requested records or allow the records to be inspected or copied
within a reasonable time at a cost that does not exceed the cost provided in
Chapter 1 19, Florida Statutes or as othenruise provided by law;(3) Ensure that public records that are exempt or confidential and exempt from
public records disclosure requirements are not disclosed, except as authorized
by law, for the duration of the contract term and following completion of the
Agreement if the Consultant does not transfer the records to the City;(4) Upon completion of the Agreement, transfer, at no cost to the City, all public
records in possession of the Consultant or keep and maintain public records
required by the City to perform the service. lf the Consultant transfers all public
records to the City upon completion of the Agreement, the Consultant shall
destroy any duplicate public records that are exempt or confidential and exempt
from public records disclosure requirements. lf the Consultant keeps and
maintains public records upon completion of the Agreement, the Consultant shall
meet al! applicable requirements for retaining public records. All records stored
electronically must be provided to the City, upon request from the City's
custodian of public records, in a format that is compatible with the information
technology systems of the City.
(D) REQUEST FOR RECORDS; NONCOMPLIANCE.(1) A request to inspect or copy public records relating to the City's contract for
services must be made directly to the City. lf the City does not possess the
requested records, the City shall immediately notify the Consultant of the
request, and the Consultant must provide the records to the City or allow the
records to be inspected or copied within a reasonable time.(21 Consultant's failure to comply with the City's request for records shall constitute a
breach of this Agreement, and the City, at its sole discretion, may: (1) unilaterally
terminate the Agreement; (2) avail itself of the remedies set forth under the
Agreement; and/or (3) avail itself of any available remedies at law or in equity.(3) A Consultant who fails to provide the public records to the City within a
Exccutive Recruitment Services Page l0 of44 Contract No. 202 I -036-0 I
reasonable time may be subject to penalties under s.t1[9rc
(E) CrVrL ACTTON(1) lf a civil action is filed against a Consultant to compel production of public records
relating to the City's contract for services, the court shall assess and award
against the Consultant the reasonable costs of enforcement, including
reasonable attorneys' fees, if:a. The court determines that the Consultant unlaMully refused to comply with
the public records request within a reasonable time; andb. At least 8 business days before filing the action, the plaintiff provided written
notice of the public records request, including a statement that the
Consultant has not complied with the request, to the City and to the
Consultant.(2) A notice complies with subparagraph (1Xb) if it is sent to the City's custodian of
public records and to the Consultant at the Consultant's address listed on its
contract with the City or to the Consultant's registered agent. Such notices must
be sent by common carrier delivery service or by registered, Global Express
Guaranteed, or certified mail, with postage or shipping paid by the sender and
with evidence of delivery, which may be in an electronic format.(3) A Consultant who complies with a public records request within 8 business days
after the notice is sent is not liable for the reasonable costs of enforcement.
E.MA!L:BEAGI#LqObV
PHONE: 305-673-7411
10.8
(A)
FORCE MAJEURE
A "Force Majeure" event is an event that (i) in fact causes a delay in the performance of
the Consultant or the City's obligations under the Agreement, and (ii) is beyond the
reasonable control of such party unable to perform the obligation, and (iii) is not due to
an intentional act, error, omission, or negligence of such party, and (iv) could not have
reasonably been foreseen and prepared for by such party at any time prior to the
occurrence of the event. Subject to the foregoing criteria, Force Majeure may include
events such as war, civil insunection, riot, fires, epidemics, pandemics, terrorism,
sabotage, explosions, embargo restrictions, quarantine restrictions, transportation
accidents, strikes, strong hurricanes or tornadoes, earthquakes, or other acts of God
which prevent performance. Force Majeure shall not include technological impossibility,
inclement weather, or failure to secure any of the required permits pursuant to the
Agreement.
Executive Recruitment Services Page ll of44 Contract No. 202 I -036-0 I
(F) IF THE CONSULTANT HAS QUESTIONS REGARDING THE
APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE
CONSULTANT'S DUTY TO PROVIDE PUBLIC RECORDS
RELATING TO THIS AGREEMENT, CONTACT THE CUSTODIAN
OF PUBLIC RECORDS AT:
CITY OF MIAMI BEACH
ATTENTION: RAFAEL E. GRANADO, CITY GLERK
17OO CONVENTION CENTER DRIVE
MIAMI BEACH, FLORIDA 33139
(B) lf the City or Consultant's performance of its contractual obligations is prevented or
delayed by an event believed by to be Force Majeure, such party shall immediately upon
learning of the occurrence of the event or of the commencement of any such delay, but
in no case within fifteen (15) business days thereof, provide notice of (i) of the
occurrence of event of Force Majeure, (ii) of the nature of the event and the cause
thereof, (iii) of the anticipated impact on the Agreement, (iv) of the anticipated period of
the delay, and (v) of what course of action such party plans to take in order to mitigate
the detrimental effects of the event. The timely delivery of the notice of the occurrence of
a Force Majeure event is a condition precedent to allowance of any relief pursuant to this
section; however, receipt of such notice shall not constitute acceptance that the event
claimed to be a Force Majeure event is in fact Force Majeure, and the burden of proof of
the occurrence of a Force Majeure event shall be on the requesting party.
(C) No party hereto shall be liable for its failure to carry out its obligations under the
Agreement during a period when such party is rendered unable, in whole or in part, by
Force Majeure to carry out such obligations. The suspension of any of the obligations
under this Agreement due to a Force Majeure event shall be of no greater scope and no
longer duration than is required. The party shall use its reasonable best efforts to
continue to perform its obligations hereunder to the extent such obligations are not
affected or are only partially affected by the Force Majeure event, and to correct or cure
the event or condition excusing performance and othenruise to remedy its inability to
perform to the extent its inability to perform is the direct result of the Force Majeure
event with all reasonable dispatch.
(D) Obligations pursuant to the Agreement that arose before the occurrence of a Force
Majeure event causing the suspension of performance shall not be excused as a result
of such occurrence unless such occurrence makes such performance not reasonably
possible. The obligation to pay money in a timely manner for obligations and liabilities
which matured prior to the occurrence of a Force Majeure event shall not be subject to
the Force Majeure provisions.
(E) Notwithstanding any other provision to the contrary herein, in the event of a Force
Majeure occurrence, the City may, at the sole discretion of the City Manager, suspend
the City's payment obligations under the Agreement, and may take such action without
regard to the notice requirements herein. Additionally, in the event that an event of
Force Majeure delays a party's performance under the Agreement for a time period
greater than thirty (30) days, the City may, at the sole discretion of the City Manager,
terminate the Agreement on a given date, by giving written notice to Consultant of such
termination. If the Agreement is terminated pursuant to this Section, Consultant shall be
paid for any Services satisfactorily performed up to the date of termination; following
which the City shall be discharged from any and all liabilities, duties, and terms arising
out of, or by virtue of, this Agreement. ln no event will any condition of Force Majeure
extend this Agreement beyond its stated term.
SECTION 11
NOTICES
Al! notices and communications in writing required or permitted hereunder, shall be delivered
personally to the representatives of the Consultant and the City listed below or may be mailed
by U.S. Certified Mail, return receipt requested, postage prepaid, or by a nationally recognized
overnight delivery service.
Executive Recruitment Services Page 12 of 44 Contract No. 202 I -036-0 I
Until changed by notice, in writing, all such notices and communications shall be addressed as
follows:
TO CONSULTANT:Robert Burg, Executive Vice President
Ralph Andersen & Associates
5800 Stanford Ranch Rd I Suite 410
Rocklin, CA 95765
TO CITY:Alex Denis, Procurement Director
1755 Meridian AYenue, 3'd Floor
Miami Beach, FL 33139
COPY TO:Rafael Paz, Esq., Acting City Attorney
1700 Convention Center Drive, 4th Floor
Miami Beach, FL 33139
Notice may also be provided to any other address designated by the party to receive notice if such
alternate address is provided via U.S. certified mail, return receipt requested, hand delivered, or by
overnight delivery. ln the event an alternate notice address is properly provided, notice shall be
sent to such alternate address in addition to any other address which notice would otherwise be
sent, unless other delivery instruction as specifically provided for by the party entitled to notice.
Notice shall be deemed given on the date of an acknowledged receipt, or, in all other cases, on the
date of receipt or refusal.
SECTION 12
MISCELLANEOUS PROVISIONS
12.1 CHANGES AND ADDITIONS
This Agreement cannot be modified or amended without the express written consent of the
pafties. No modification, amendment, or alteration of the terms or conditions contained herein
shall be effective unless contained in a written document executed with the same formality and
of equal dignity herewith.
12.2 SEVERABILlTY
lf any term or provision of this Agreement is held invalid or unenforceable, the remainder of this
Agreement shall not be affected and every other term and provision of this Agreement shall be
valid and be enforced to the fullest extent permitted by law.
12.3 WAIVER OF BREACH
A party's failure to enforce any provision of this Agreement shall not be deemed a waiver of
such provision or modification of this Agreement. A party's waiver of any breach of a provision
of this Agreement shall not be deemed a waiver of any subsequent breach and shall not be
construed to be a modification of the terms of this Agreement.
12.4 JOINT PREPARATION
Executive Recruitment Services Page 13 of 44 Contract No. 202 I -036-0 I
The parties hereto acknowledge that they have sought and received whatever competent advice
and counsel as was necessary for them to form a full and complete understanding of all rights
and obligations herein and that the preparation of this Agreement has been a joint effort of the
parties, the language has been agreed to by parties to express their mutual intent and the
resulting document shal! not, solely as a matter of judicial construction, be construed more
severely against one of the parties than the other.
12.5 ENTIRETY OF AGREEMENT
The City and Consultant agree that this is the entire agreement between the parties. This
Agreement supersedes all prior negotiations, correspondence, conversations, agreements or
understandings applicable to the matters contained herein, and there are no commitments,
agreements or understandings concerning the subject matter of this Agreement that are not
contained in this document. Title and paragraph headings are for convenient reference and are
not intended to confer any rights or obligations upon the parties to this Agreement.
[REMAINDER OF THIS PAGE LEFT INTENTIONALLY BLANK]
Executive Recruitment Services Page l4 of44 Contract No. 202 1-036-0 1
lN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed
by their appropriate officials, as of the date first entered above.
FOR CITY:
ATTEST:
Rafael Granado, City Clerk
Alex Denis, Procurement Director
CITY OF MIAMI BEACH, FLORIDA
Rafael Paz, Acting City Attorney
RALPH ANDERSEN & ASSOCIATES
Robert Burg, Executive Vice President
By.
Date
By:
Date
FOR CONSULTANT
ATTEST:
By:
Print Name and Title
Date
Executive Recruitment Services Page 15 of44 Contract No. 202 I -036-0 I
Exhibit "A"
/H[xg#,$H"
SCOPE OF WORK
We approach every search with a sense of excitement and urgency and we always "hit the ground running."
That means that rvhcn the City givcs us notice to procecd. we kickoff the process immediately - working
closely with the City Commission and others, as requested, to identify the key characteristics and
professional experience desired in the candidate pool. We believe strongly in providing timely client
communications and while we will deliver regular status reports at each stage of the search, our consultants
pride themselves in being highly accessible and responsive to all client requests and inquiries.
Given the uncertainty reeardinp in-oerson meetings due to the COVID-|9 oandemic. meetines will be
conducted via videoconference if travel or in-oercon satherinps are not advised.
Iask 1 - Review Project Management Approach
The Project Director, Mr. Burg, will begin work on this project within l0 days (or sooner) after the City
provides a contract or, alternatively. an official notice to proceed. The first task will include established
individual and/or group video meetings (done via the Zoom Video Technologies application) with the City
Commission and others, as appropriate, to finalize the recruiting and selection process. This will include
discussion of the project management for this search, review of the work plan, confirmation of timing. and
communication methods. Working collaboratively u'ith the City Conrmission and key City staff, this task
will result in a more dcfinitive timetable.
Iask 2 - Develop Position Profile
The position profile for the City Manager is the guide for the entire search process. The development of the
profile includes the collection of technical information and recruitment criteria.
Technical lnformation
Mr. Burg will conduct video meetings with the City Commission and other appropriate individuals as may be
necessary, to gain an understanding of the experience and professional background requirements desired
in the City Manager. These discussions, all done via video conferencing, will also help the Project Director
gain an understanding of the work environment and the opportunities and challenges facing the City.
Job Oescription
Ralph Andersen & Associates will review the cunent City Manager job description and make suggested
edits. These edits will be reviewed by the Commission before finalization.
Recruitment Criteria
The recruitment criteria are those personal and professional characteristics and experiences desired in the
City Manager. The criteria should reflect the goals and priorities of the City, Mr. Burg will meet via
videoconference with key staff in the City and others, as appropriate, to facilitate the identification and
articulation of that criteria.
Ootional Services (Community Survey) - The City Commission may desire obtaining input from the
community on the qualities they would like to see in the new City Manager. To facilitate community input,
the search team is available to conduct an on-line survey instrument. Additionally, our process can allow for
email comments to Ralph Andersen & Associates relative to the desired qualities in the next City Manager.
The cost for the on-line community survey is supplemental to the contract.
Executive Recruitment Services Page 16 of 44 Contract No. 2021 -036-01
Ootional Services nizational Survevl -The City Commission may desire obtaining input from the
City's employees on the qualities they would like to see in the new City Manager. To facilitate employee
input, the search team is available to conduct an on-line survey instrument. Additionally, our process can
allow for email comments to Ralph Andersen & Associates relative to the desired qualities in the next City
Manager. The cost for the on-line organizational survey is supplemental to the contract.
Optional Services (Virtual Town Hall) - The City Commission may desire to conduct a Virtual Town Hall
to obtain input on the qualities they would like to see in the new City Manager. The cost for the Virtual Town
Hall is supplemental to the contract.
Subsequent to the development and adoption of the candidate profile, the technical information and
recruitment criteria will be documented in an electronic recruitment brochure prepared by the search
consultant. The electronic recruitment brochure will be reviewed by the City in draft format, revised as
appropriate, and published for use throughout the search.
Iask 3 - Outreach and Recruiting
This task is among the most important of the entire search. It is the focus of the activities of the search
consultant and includes specific outreach and recruiting activities briefly described below.
Outreach
An outreach and advertising campaign will be developed. This will include the placement of ads in
publications specifically targeted to the position of City Manager, including the National League of Cities,
lntemational City/County Management Association (ICMA), Florida City/County Management Association,
Florida League of Cities, and other professional associations. Other lnternet sites related to government will
be used as a method of extending the specific outreach in a short period of time.
Additionally, the advertisement and the full text of the position profile (the recruitment brochure) will be
placed on Ralph Andersen & Associates' website, which is accessed by a large number of qualified
candidates. This method of outreach to potential applicants provides a confidential source that is
monitored by many key level executives on an on-going basis.
C a ndi d ate I de ntif i cati on
Ralph Andersen & Associates will use their extensive contacts to focus the recruiting effort. ln making these
contacts, the search consultant will target those individuals who meet the criteria established. Each of the
candidates identified through the recruiting efforts will be sent an electronic recruitment brochure.
Candidates will also be contacted directly to discuss the position and to solicit their interest in being
considered.
Both the outreach and recruiting activities will result in applications and resumes from interested candidates.
As they are received, resumes will be acknowledged and candidates will be advised of the general timing of
the search process. The following tasks involve the actual selection process, once all resumes have been
received.
Iask 4 - Candidate Evaluation
This task will be conducted following the application closing date. lt includes the following specific activities:
Screening
All of the applications will be carefully reviewed. Those that meet the recruitment criteria and minimum
qualifications will be identified and subject to a more detailed evaluation. This evaluation will include
consideration of such factors as professional experience, and size and complexity of the candidate's current
organization as compared to the candidate profile.
Preliminary Research and lnternet Review
The research staff of Ralph Andersen & Associates, under the direction of the Project Director, will conduct
preliminary research and internet review for those candidates identified as the most qualified as a result of
Executive Recruitment Serv'ices Page 17 of44 Contract No. 2021 -036-01
the screening process. This level of research will be done on a limited number of candidates to learn more
about each candidate's public profile and related information that is available on the internet.
Preliminary lnterviews yia Video Technology
Mr. Burg will conduct preliminary interviews with the top group of candidates identified through the screening
and preliminary research processes. The interviews are extensive and designed to gain additional
information about the candidates' experience, management style, and "fit" with the recruitment criteria.
lnterviews will be done using video technology, No consultant travel for preliminary in-person interviews has
been included in this proposal.
The screening portion of the candidate evaluation process typically reduces a field of applicants to
approximately five (5) to six (6) individuals. Those individuals will be reviewed with the City prior to
proceeding with the individual (video) interviews conducted for finalist candidates.
Iask5-SearchReport
After completing Task 4, all documentation will be supplied to the City electronically. No hard copies will be
supplied to the City for any phase of this search engagement. Mr. Burg will prepare detailed information for
review including resumes uploaded to a file sharing system (i.e,, DropBox or ShareFile). Mr. Burg will
facilitate a review meeting (using Zoom) with the City Commission or other designated representative to
discuss the top candidates. The report divides all of the candidates into four groups including 1) the top
group of candidates recommended to be interviewed via video; and 2) a backup group to the first group. The
search report will include candidate resumes. The results of the preliminary research and interviews will be
provided in writing to the City. This video meeting will result in a confirmed group of top candidates for the
City to further consider.
lmportant to note, we do not conduct references on flnalist candidates but rather on the selected top
candidate. Periodically, we may recommend conducting references on the top two candidates.
The results of the Search Report will be a confirmed group of finalist candidates (typically 4 to 5) that the
City Commission will interview using video technology.
Iask 6 - Selection
The flnal selection process and the timing of the final selection will vary depending upon the desires of the
City. The typical services provided by Ralph Andersen & Associates in the selection process are described
briefly below. Mr. Burg will coordinate the selection process for the finalist group of candidates. This
includes handling the logistical matters with candidates and with the City.
Mr. Burg will coordinate the video selection process for the finalist group of candidates. All finalist
interviews will be done via video using Zoom. This includes handling the logistical matters with candidates
and with the City.
Ralph Andersen & Associates will prepare an electronic interview booklet (uploaded to a file sharing
program such as DropBox or ShareFile) that includes the resumes and candidate report (with interview
comments, preliminary research, and other relevant information about the candidates). ln addition, this
electronic information will contain suggested questions and areas for discussion based upon the
recruitment criteria. Electronic copies of the interview booklet will be provided in advance of the candidate
interviews. No hard copies of material will be provided. Should the City desire hard copies, that will be the
responsibility of the City to produce and distribute.
Mr. Burg will facilitate the Zoom Video lnterviews to assist the City through the selection process. lmportant
to note, all parties will be using this video technology. This includes all candidates, panel members, and the
City. This assistance will include an initial orientation, candidate introductions, and facilitation of discussion
of candidates after all interviews have been completed.
Additionally, verifications will be made on the top candidates selected for interview and will include
education verifications, Department of Motor Vehicle check, wants and warrants, civil and criminal litigation
search, and credit check. The results of these verifications will be presented to the City prior to the
interviews.
Executive Recruitment Services Page l8 of44 Contract No. 2021 -036-01
Reference checks will be conducted on the top candidate. Former co-workers and supervisors will be
identified and contacted. The results of these reference checks will be discussed with the City at the
appropriate time.
As needed, Mr. Burg is available to provide assistance to the City in the final selection as may be desired.
This assistance may include providing or obtaining any additional information desired to assist in making
the final selection decision. Mr. Burg's participation will be done using video technology or telephonically.
Iask 7 - Negotiation
Mr. Burg is available to assist the City in negotiating a compensation package with the selected candidate.
This may include recommendations on setting compensation levels.
Additionally, working with the City's legal counsel, Ralph Andersen & Associates will assist in the
preparation of a draft employment agreement and work with the City Commission on the finalization of this
document.
IaskS-CloseOut
Afler the City has reached agreement with the individual selected for the position, the Project Director will
close out the search. These activities will include advising all of the finalist candidates of the status of the
search. Candidates that were not interviewed will also be updated electronically.
Executive Recruitment Services Contract No. 202 I -036-01Page t9 of44
/Aris#,sr,r*
City of Miami Beach
Search Process and Schedule
City Manager
Please note: The proposed timeline ma), be adjusted as needed based upon the awarding of the controct, publication of the
posifion brochure and placement of ads, the scheduling of meaings of the Search Committee, and the overall needs of the
cia.
Exhibit "B"
Date Activitl'
Completed
Stakeholders Meeting
o Review Recruitment Process
o Discuss the process for development of the City Manager Profile,
recruitment brochure, and gather feedback on the following:
o Opportunities and Challenges the new City Manager faces
o Dcsired Professional Characteristics and Personal Qualities of the
position
January 13,2021 City Commission approval of timeline, City Manager Job Profile and Optional
Services, if any
January 14.2021
Published Brochure/Placement of Ads and Candidate Recruitmento 45-day initial recruitment period. Performance of Optional Services during this 45-day search process
March 1,2021 Deadline for priority review of applicationso Search Consultant conducts due diligence and prelinrinary screenings via Zoom
Search Consultant reviews and provides written recommendation of candidates to City
Commission for review and consideration
March 17,2021 City Commission selects candidates for Search Consultant to interview
o Firm to conduct preliminary background checks on final candidates
Search Consultant invites candidates for inten'iew and begins preliminary background
investigations including criminal, civil, financial. DMV. and education
Candidate Interviews
o Finalist Interviews
o Deliberations to select new Ciry Manager subject to scheduling of special
commission meetings as required
Week of April 19.2021
Contract offcr and negotiations with selectcd candidateo City/Ralph Andersen & Associates conducts Final Background check (including
drug test and fingerprinting) and References (5- l0 business days)
April 21,2021 City Commission final approval of contract
**Start date of new City Manager will be determined by the City
Executive Recruitment Services Page 20 of44 Contract No. 202 1 -036-01
March 12,2021
March 18, 2021
Weeks of April 5'h and l2'h,
2021
Exhibit "C"
lnvoicing for Services
Ralph Andersen & Associates will billthe City in four installments as follows
. Following kick-off and finalization of recruitment brochure -
. After the closing date -
. Afler finalist interviews -
. Upon placement -
$14,550
$14,550
$14,550
$4,850
Base Fee:$48,s00.
Progress payments will be due upon receipt.
*Background checks included in Base Fee: Base Fee is inclusive of full background checks (including criminal,
civil, financial, DMV, and education) and reference checks for two final candidates. Background checks, not including
references, for additional candidates will be conducted for $500 per candidate. Background checks, including
reference checks, for additional candidates will be conducted for $1,800 per candidate. lf any travel is required for
final candidate interviews, City to be responsible for the candidate's travel costs.
Optional Services Costs:
1. Organizational Survey - The City Commission may elect to conduct an Organizational Survey with
summarized results, for an additional $3,500.
2. Community Survey - The City Commission may elect to conduct a Community Survey with summarized
results, for an additional $3,500. ln addition, if the City Commission desires to hold a Virtual Town Hall
described below, this additional service will be conducted at no additional fee if the Community Survey is
ordered.
4. Virtual Town Hall (with a Community Survey)- lf the City Commission elects to conduct a Virtual Town Hall
with the Consultant to engage the community, the Virtual Town Hallwill be conducted for no additional fee if
the Community Survey is ordered.
5. Virtual Town Hall (without a Community Survey) - lf the City Commission elects to conduct a Virtual Town
Hall without ordering the Community Survey, the Virtual Town Hall will be conducted for an additional $500
per each hour of the Virtual Town Hall (in 30 minute increments), plus a one-time preparation fee of $500.
Executive Recruitment Services Page 2l of 44 Contract No. 2021-036-01
3. Organizational Survey and Community Survey - lf the City Commission elects to conduct both the
Organization Survey and the Community Survey concurrently, the total aggregate fee for both surveys will
be an additional $5,000. ln addition, if the City Commission desires to hold a Virtual Town Hall described
below, this additional service will be conducted at no additional fee if both surveys are ordered.
Exhibit "D"
Ralph Andersen & Associates
Response to RFLI 2021-036-KB
Executive Recruitment Services
Executive Recruitment Services Page 22 of 44 Contract No. 202 I -036-0 I
fHmsff*y''
Odober n,n20
Mayor Dan Gelber
and Mernbss of the City Cqnmrssron
Crty of Miami Beach
1700 Convention Center Dnve
Miamr Beadr, Flonda 33,l 39
Vn Emar| krslybada(drnamrbeachf| oov
RE: Recruitnertfor City tanagor
Dear Maya Geber and Members of the Crty Commissron:
Ralph Andasen & Associates is pleased to submrl our poposal to povde executive search services for the posrtion
of Cily Manager for the City of Miamt Beach We uould bok forunard to the opportunity to mnduct this search and assi$
the City rn lhb search endeavry.
Dunng these exfaordrnary times, the lrrm has laleraged technologcal solutrons to the maxmum extent possrbb to
keep our search processes mwing forward and at the same trme, adhere to man&tes related to CO/lD-l g lf selected
to conducl ths search engagement kick-0fl acilvilies cfient revrew meetings, as rirell as all cancldate rnlervieurc wll
be enabled ustng Zmrn vtdeo lechnobgy to addess a qurck darl on any smrch engagements. No onste usls or
meelirgs wll be conduded during lhe pandanic.
ll our frrm ts selected, Mr. Robert Burg, Execulle Vioe Presrdent of Ralph Ardersen & Associates will undertake this
search and be lhe lead rmuiler on this engagemenl Mr Burg rs located in the Sarasola Florrda area ard focuses on
representng the Eastsn Unrted Slates.
We are poud of hortr ue market and represent our clienb; all of the design, graphics, and printing of our nnrketing
matertal is done intouse so \lE can mnlrd the qualrty and poduc{ron timing. To see samples of our recrurtment
hochues as urell as the uay in which rrre marksl our dients digrtalty, please visit the Carer Opportunitres page of ournebsrteat@
About the Firm
Ralph futdersen & Associales has been providing pactbal, responsve exeorlive seardr and managemenl consufting
seryices to the local pubfic sector and rehled industies on a national scale since 1972. With eadr nqrv assignment
u,e eam our reputation as the nation s pemier local goverrment consrlting organization.
Ralph Andersen & Assocntes rs a Calfornn corpo'ation and rs not a ubsrdrary, nu does it have any subsidaries
Contact inlormalon for the corporate offlce rs 5800 Stanford Ranch Road, Suile 410, Rocklin California 95765
lelephme.(916)630-4900,fax,(916)630-4911'uebsiterlrwrrlabhandersencomemail@
Ralph Andersen & Associale has moe than 48 years ol o<periene conducting executiw recruilments fa a variety
of public sector agencies. The firm cunently has 17 employees
Ms Heather Renschb, Presdenl0EO, and Mr Robert Burg, Executive Vbe ftesident, are bolh stakhdders rn the
firm and, as sudt, are able lo bind the lrm Ms Renschler and Mr. &rrg can be readred at (9|6) 630-4900
Ralph Andersen & Awiates ssvm a natronwtde clientele through its corporale offbe in lhe anea of Sacramento
(Rocklin), Calrfornia Through ils neiuork of polessionals associated wth tre frrm, Raph Andersen & Assocates also
povides servrces lo municpalclenls lhroughoul the Unrted States
Our staff of pofessionals and support slafl inclu& acknoudedged leaders in therr reEectlve fiebs Supphrnenttng
thetr extensve mnsilling bac*grounds, our ssnor exmutv€s all have personal, handson executrve expe ence rn tle
opaation ol ptblrc agenoes and prvate busrnesses
Servlng Public Sector Cli enf s Srnce 1972
5E00Sh,r6rdn.nd,RorC Su,,te 1r0 Ro*h.c.rfD'ln95tr5fironc .gtytl,30!lg00Ftt gtii${e,,U,.si b.,rn.r*,,,,orsrn.coa
Executive Recruitment Serv'ices Page 23 of44 Contract No. 202 I -036-0 I
City of Miart &lach
Page 2
Range of SerYlces Offered
Ralph Andersen & Associates specialzes in the following ptnary service areas: executive search, management
consullrng, and human resources consullirB
. Erecutiyt Sarrch- At Ralph Andersen & Associales, there's always an entie team behind evry recrurtment
assgnment that vle undslake Our muhtdrscrplrnary apprmch takes lha besl rdeas rn executrve recrultrng
and creales innovatrve ways lo get the rrght candidates for dients. When you relain Ralph Andersen &
Assocates, you get our team's collectrve sJpporl and exprtise umrking togetha to achierre your
organaatton's objctttles The lrm has conducted exeotttve seaches fu large and small cganzatrons
throtghottl the natron ln addrtion to conducting searches lor crty manager and other ctief executive officer
posrtions, Raph Andersen & Assooales has successfully completed searcles in every area of munrcpal
servpe. RaFh Andersen & Associales belietm the mod important dernent of a successful executive search
is to listen carefully to wtnt our clients are bokrng fs in terrrs of candidate experience and qualilrcatiors.
Using these clpnl{ocused guklelines, canddate identfrcation is undertaken through marketing and personal
outreach
. ilanegement Coneullitp - Ralph Andssen & Associates heps uganizations mprove therr performance
potential with a range of management consulling servbes The types of servrces povi&d by the firm include
management and perfumance audils, organizatonal analyses poductrvily impovement anatyses, agency
and service consolidatbn assessrnents, specblized linancnl marnganenl, irduding debl restructurrng ard
organiza|onal prodem solving ln addrtion to povitliry these services to enlie organrzatons, the llrm often
conducls managernenl c,onsulting engagements that are focused in a specifb service area slch as public
safely, city management, frnance, publicuorks, cornmunity deveffient and otha m{u service areas. Ralph
Andersen & Associates teats every management consulting engagemenl as unique. Thrs appoach means
u,e willasrnble a consulting leam compnsed of mnsultants urith the specilic talents and expaiences needed
to successfully acheve lhe client's obpclles Our tean d eperenced consJllants perfqm wrplex
analyses and reornrnend solutions that are praclicaland mml rmportantly, are c4abb of being implemented
by our clenls
o Human Resources Consullilq - The firm povdes a full range of contemporary human resources consultirq
including cbssfrcatbn sludies, compensation slucfes, benefrts analysb pay plan development, executirie
pay, and pay fs penfqmance. Key staff have proven srlccess rn uruking wrth laba grorps and elscted offrcals
in identifying solulions and solvmg challenging problems. Servrces abo rnclude experl rvitness servrces lor
medialion and arbitration hearings Our apgmch lo corsultrng services is characterized by proven methods,
extensirc data colleclbn, accurate analysb, and efirtive csnmunication and messaging.
himary Contac{
Mr. Robert Burg, Executive Vice ftesident of Raph Andersen & Associates, will be the fto1ect Directq and primary
contad lor this RFLI. Mr. Btng can be reached at (916) 630-4900, on hs cell at (805) 2642663 or via email at
robsl@alohanderen.corn
Project Staffing
The repulatton ol the search lim and personal cornmitnent of lhe recruilers define the difference between the srccess
and failure of any grven recruitment Raph Andersen & Assmrates' search pofessonals are acknowledged leaders in
the fieU and possess a hmd range o.f skrlb and exparenca in the aeas of pr$lic entily managemsrt exmutiw
search, and related discrplrnes. Only seniu members of Ralph Andersen & Assmrates are assigned lo lead searct
assgnments, ensurirg that their broad opaience and knowleQe of the rndudry rs hought lo bear on our clienls'
behall. The City of liaml Berch will lnue Xr. Robert Burg as he Prciect Direcbr on tHs search engagemenL
Mr. Burg wll have all the rescrurces and full srpport ol our fim fully dedraled lo ensrrrng the hrghes{ quality outcune
during lhis important recrurlment process
Executive Recruitment Services Page 24 of44 Contract No. 202 I -036-01
Cityof Miani &ach
Page 3
Mr. Robert Burg Execudve Vlce Presldent
Mr Burg b the Executrve Vice President of Raph Andersen & Associates and rs based in the
Sarasola, Florida area As a senior executive, hrs area of concentration rs on execulive
search and management consuhrng His clent base, as a retained consultanl and high-level
advisor, rs locused on all facets of govanment, non-profil, and private enterprrse Mr Burg
has a total of 41 years of experbnce in lhe area of governmenl. Mr Burg has successlully
completed some of the moslctallenging. crnplex recrurtnents in the United Stales. Mr. Burg
has exlensive leader$ip and consutling experience in both the pubfic and privale seclors
He has held senior adninistrative pmrtbns rn uganizatrons ranging in size from less than
100 anployees to over 1,000 Mr. Burg has a Bachelor of Arts degree rn Economrcs and a
Masler of Bustness Adninistration with a specnlty in Healthcare both from the Unrvasity ol Miami Coral Csbles
Florida. He has taught business management currses and lectured at several prestgrous organrzations.
Parapofessional and Support Staff
CIher paraprofessbnal, graphrcs, and suppal $aff wrll povide adrinisfative support to the Search Team on
recrufnenl assigrmenls These may rnclude Ms Drana Haussrnann. Ms Chrrsten Sanchez, Ms Hannah Jones trls
Teresa Heple, ttb Karen Alcood and Ms Trna Kells
Experience
Previous Similar Exprience
Ralph futfusen & Assocntes has reently conducled the followrng city managa rehted seardres in the lasl frve yers
(2015 to Present).
Citv hnroerlGomtr ilrn er R.cruitnenb:
o Nen, IX - Crty lllanager (2019)
o Apple Valey, CA - Town Manager (2018)
o Arburn, CA- Cty Manage (2017)
r Belvedere, CA - Crty Manago (2017)
. Beverly Hills, CA - Crty Manager (2015)
. Bbhop, CA - C'ly Adnrnrstalu (2018 & 2020)
. &ownwrlh, TX-Crty Manager (2018)
Executive Recruitment Serv'ices Page 25 of44 Contract No. 202 I -036-0 I
\;Tn1> at.-lq Br F et- .i
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Cigof Miani *act
Page 4
o Buellton, CA- Crty Manager (2019)
o Calabasas, CA - City Manager (2018 & Current Search)
e Canmelty-{h+Sea. CA - Cty Admrnstrator (Backgrornds)(2016)
. Charlotte, NC - City Manager (2016)
. Colma, CA - City Manager (2017)
. Ccona, CA-Citylvlanaga(2019)
o Coda Mesa, CA - City Manager (2019)
o Cupertino, m - Crty Managa (2019)
o Dehay Beach, FL - City Manager (2019)
o El Dorado County, CA- ChBf Adnrnr*atle CIfis (2016)
. Enonilas, CA - Cily Man-4er (2020)
. FountahValley, CA-City Manager(2017)
o Green Valey Recrealion, lnc. - Chiel Executive Officer (Cunent Search)
o Henderson, NV - C'ty ivlanager (2015)
o lrvrne, CA - Crty tt{anager (2018)
o La Palma m - cty Manager (2020)
o La Quinta, m - Crty Manry (2019)
. Laguna Nguel, CA - Crty Marnger (2017)
. Lake Faes't, CA- Cily Manager (2017)
. Lethrop, CA- City Manager (2012)
o Larrence, KS - Cty ltibnaga (2016 & 2019)
. Loornis, CA- Town Manager (2017)
o Los Barre, CA - Crty Managu (2016)
o McKinrey TX - Cly [fanager (2016)
o MillValley, CA - Crty Managa (2020)
o Mono County, CA- County Adnrnisffative tricer (20.15)
. Monterey, CA - City Manager (2018)
o Morpark, CA - City Managa (2018)
o Msro Bay, CA - Crty Marnga (?017)
o f,lsfolk, VA- Oty Manager (2017)
o Ocean Reef Crynmunrty Assmiatbn, FL - Presrdent (2019)
. Oakhnd, CA - City Adnrnisfralc (2020)
. Pacilb Grove, CA- City Managa (2016)
. Palm Desert, CA- Cily Manager (2016)
o Psnona, CA - City Manager (2019)
Executive Recruitment Services Page 26 of 44 Contract No. 202 I -036-0 I
Cityof Miani fuach
Page 5
o Porcll, OH - Cily tvlanager (2020)
o Redlancls, CA - Cily Manager (2019)
o Reno, lW - Ctty Managa (2017)
. Riaho, CA - City Adninistrator (2019)
. Riverside, CA- Cily Manager (2015)
. Sacramento, CA - City Manager (2017)
o San &uno, CA - City Manager (2018)
o San Juan Capislrano CA - Crty Manager (2015)
o Sanger, CA - Crty Manager (2015)
o Santa Barbara, CA - Clty Mninsfatq (2015)
o Savannah, GA - City Managa (Currenl Search)
. Solana Beach, CA - Crty Managa (2015)
o South Padre lsland, TX- City Managa (2017 & 2019)
. Sugar Land, TX - City Manager (2019)
o Suisun Cily, m - City Managa (2019)
o Sun Crty West, AZ - C*neral Managu (2019)
r The Woodlands Townshil, TX - ftesident and General Manager (2020)
o Tiburon, CA- Town Managa (2015)
o Union County, NC - County Managa (2018)
r Upper Arlington, Ol-l - City Manager (2019)
o Washoe County. lW- Counly Manager (20,19)
o Watsonville, CA- City Manager (2015)
. Waxhaw NC - Town Manage (2015 & 2017)
o Westhke Village, CA - Crty lvhnager (2019)
Hoddr Citv Xrnaoer and Ghief Executve fficer Recnitnenb:
o &ouard County, FL
, Directs ol Geater Fort Lauderdale Convenlim & Vrsrlus Bureu (20,l6)
. Delray Beach, FL - City Manager (2019)
. OHn Reef Cmrmunlty Assocation, FL - ftesident (2019)
Other Ghlef Executhn Ofrcer or CommraHe Recrdtnenb:
r Ahmeda County, CA
' Execulle Diredor, East Bay Economb Development Allrance (2019)
o Anlelope Valley East Kern Water Agency (A\EK)
, General Manager(2016)
o Associatrm of RegionalCenter Agencies, CA
, Execulive Diredor (2017)
Executive Recruitment Serv'ices Page27 of44 contract No. 202 I -036-01
Cityof Miani &actt
Pay 6
Au$rn Travis County Sdriely Cenler Local Governmenl Corporalbn, TX
, Execulle Diredor (2017)
Bekeley Housing futhority, CA
, Execulle Drredor (2016)
Big Bear Area RegionalWadeuater Agency, CA
, GeneralManager(2017)
Bp Bear City Conmunity Suvices Disffid, CA
, General Manager (2017)
Brsnerton Housing Aulhonty, WA
, Executrue Drredor (Cunent Searct)
Calilornia MiGState Fai
, Chief Executive Officer (2016)
Ca lilorn ia Munhpal utilites Associalpn
, Execulive Drrectu (20.l6)
Calilornia WaterFax ftolect (Delta Conveyance and Consbudion Authorily), CA
' Execulive Director'(2019)
Child Support Direclors Associalion ol Cdifornia
, Execulive Directu (2016)
Conta Coda Mosqrilo & Vecta Conhol Dstrd, CA
, C,eneral Manager (201Q
DERI rA CA
, Authanty Managu (2019)
Dtblin San Ramon Ssvrces DBtrcl
' General Manager (2016)
El Dorado Hrlls Fre Departnent, CA
, Fre Chel (2018)
Elsr nore Valley Municipal Watr Distrid
' General Manager (2019)
Ftrt Wo.th Housing Sdutions, TX
, ftesident (2017)
Georgelonn DiviJe Public utility Distct
' Gensal Manager ln17 g Crrent Search on Hold until afts Elmtron)
Geen Valley Refieaton, lnc
' Chef Exeolive Offrcer (Currenl Searcfi)
Housing Authority of the County of Santa Clara, CA
' F-xeculrve Dnrctu (2016)
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Executive Recruitment Services Page 2t of44 Contract No. 202 1 -036-01
Cityof Miani &uach
Page 7
McKrnney Ecmsnic Devebpnent Corpaatron, TX
' President (2018)
Nevada County Fair, CA
, Chief keolive Officer (2015)
Ntrth\i€st Mosqrito and Vector Control Dsfid, CA
, District Manager (2020)
Orange County Fire Authorily, GA
, Fire Chiel (2018)
Orange County Mosquilo and Vector Confol Dsf id, CA
, DrSrict Manager (2015)
Pasadena Area Community College Dstrrd, CA
' SuperintendenUftesident(2015)
Phoenx Sky Harbor lnternatronalArporl, AZ
, Avntron Dieda (2015)
Plam County Ai Pollutron ConbolDisbrct, CA
' Directo (2015)
Placer County Trarsportation Planning Agency, CA
, Execulive Directu (2018)
Redi,ood Coast RegonalCents (RCRC), CA
' Execuliw Director (Cunent Search)
Renlon RegionalFre Authorrty, WA
' Fie Chel (Cunent Searct)
Sacramento Metropolltan Ar Quality Management DEtrEt, CA
, Executive Drrector/Ai Pollution ContolCIficer (2017)
San Antonro Housig Aulharty, TX
, President and ChBf Executrve OfrEor (2016)
San Francisco I ntsnational Arrport
' Arport Drredo (2016)
San Maleo County [,losquilo and Veclcr Contol Dbtrict, CA
' Distnct Managu (2015)
Sanla Monica Cornmunity College Dishict (Santa Monix Colbge)
, Superhtendent/Presdent(2015)
Sausalito-ltlarin City Santary Dffiicl, CA
' General Manager (2015)
Schmb lnsrrance Group, CA
' &ecutive Drrtu (2017)
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Executive Recruitment Services Page 29 of44 Contract No. 202 I -036-01
City of Miami &.ach
Page I
Sorcrage and Water Board of Nevv orlears, Lq
, Execulle Diredor (2018)
Silicon Valley Regional lnteropaabilrty Authority, CA
, Executive Diredor (2015)
Stanblaus Regnnal9'll
, Execulive Diredor (2016)
Sunnyslope County Water Di$rict, CA
' General Manager (2019)
Superstilion Fire & Medical Dbtnc{, AZ
, F[e Chiel (Current Setrdt)
Tahoe-Truckee Sanitation Agency
' General Manager (2015)
Valley Sanrtary Drstrrct, CA
, General Manager (2019)
Venlura Regional Sanrtation Distrrct
' @neral Manager (2016)
Western Fairs Assocation
, Execullve Direckr (2017)
Westsde Water Authonty, CA
, Execulrve DirecturC-cneral Managa (2020)
WiHltle l-lartage Fou ndahon
, Executrw Drrectu (2016)
Zulrel Water Agency, CA
' General Manager (2018)
References
Al Raph Andersen & Asmcates, we feel strongly lhal our past dienl relaliorshrp wrll atleslto the pofessionalrm of
our services We uouH be pleased lo povde referencts upon the Crly's request once Ralfrr Andersen & Associates
is detennined to be either the seleded vendor or short-listed.
Proposed Work Plan
We approadt every seardt wtth a sense ol exotement and urgency and ure aluays 'hlt the ground runnrng ' That
means lhat when lhe Crly gr\,es us noltce to proceed ,,re krckofl the process rmmediately - vr,orkrng closely wrth the
City Cunmission and olhers, as requesled, to idenlity the key characteridics and prolessional experience desired in
the candidate pool. We believe s[ongly in providing timely client crnmunicatrons and whih we will deliver regular
status repats at each stage of the seardr, our consultants prrde lhemselrcs in being highly accessble and reEonsive
to allclent requesls and rnqures.
Gfuen tlp wrcsteinty reeidlinn in-erson meelinas due to tlp COVD-l9 ontr*rndr. metlnas vill b
cmdrcfr,d via v*faor.onbnnce ll ttrcl u in-nrson og/thqlnoE ue mt ,dvlscd,.
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Executive Recruitment Services Page 30 of44 Contract No. 2021 -036-01
Cityof Miami &ach
Page 9
Iasl t - Revlew Prolect Mamgement Approdr
the Proled Director, Mr. Burg, wll begin urcrk on ths poject within 10 days (o sooner) after lhe Crty provdes a
conhad or. alternatively an official nolice lo proceed The first task will incltde established indivrdual andor group
video meetings (done via lhe Zoom Video Technologies application) with the City Commssion and others, as
approprnte lo finalize the recruiling and seledron prffi This will include dbcusson of he poled managenenl for
this seard, ra/iar of lhe rrrcrk pbn, confirmation d timing, and cornmunbatron methods Wuking collabaativety lrith
lhe Ctty Cqnmbsion and key City staff, thrs task wll resutl in a rnore delinilive trmetable
Tas* 2 - Develq Position Profile
The pmitnn profile for the Crty Managa is the guide for the entire search process The development of the profile
includes the collectron of technrcal informalion and recruilment crrteria
Tecfinlcd lrilormadon
Mr Burg wrll condnct vi&o medings wrth the City Commission and olher ryoprate indrvrduab m may be
necessaly, lo garn an underslandrng of lhe expsnencs and pofessonal background requrrrnents desred in
the City Managa These drsussions all done via vrdeo conferencing, wrll also help lhe Projec'l Drrector gain
an understandng of the uork envrronmenl and the opportunrlies ard challenges facrng the Cily
Job Desuiptlon
Raph Andersen & Assochtes will revrew the currenl City Managa i:b descrplron and make suggeded edits
These edts will be revieuied by lhe CornmbSon befqe frnafizalnn.
RecruifirentCriteda
The recruttnenl cnterra are lhose pasonal and professional characteridics and experiences desired in ttp
Cily Mamga The crtterb shoub relhct the goab and piurties of the City Mr Burg wrll meel via
vdemonlsence wrth key dafl rn the Crty and oltss, as appropride, to facdltate the dentrlrcalnn and
articuhtron ol that crrbia
Op0onr! ScMcag - The Crty Conmbsion may desre obtaining input lrom the cornmunity on the qualilies
they umuH like to see in the new Cily Manager To facilitate community rnpul the search team is avaihble to
conduct an on-line survey insfumenl. Addrtnnally, our pocess can allorrr for emarl csnments to Ralph
Ardersen & Assocales rehtle to the desired q:alilies in the nexl City Managa. See the Prqed Cost sedim
for more &larb on pnong
S6seqrcnt lo the developmenl and adoption of lhe candrdate profile, the technirxl information and
recruitnpnt criteria wll be doanmented rn an electronr reourtnent brodrure trepard by the search
consullant. The ebctronic recruitment brochure wrll be revreured by the City in dafl fqmal, revsed as
appropriate, and publi$nd fs use throughout lhe search
Iasl 3 - o.fiearJl ard Rxruiting
lhis hsk is arnong the mct mportant of the entie search. lt is the focus of the actrvrtres of the search consrltant ard
indudes specifrc outreadr and reourling adivrtres hefly described belor,v
Outreach
An ouheadt and advertising clmpergn wll be developed. This wrll rnclude the placement ol ads in publlcalions
spectfrcally targeted to the posilron of City Manager including the National League of Crlies lnlernational
Cily/County Management Assocratpn (ICMA), Flsda City/County Managernent Assocralmn, Florrda League
of Crtix, and otls professional assmiatbns. Other lnlerret sltes relaled lo governmenl wrll be usefl ss g
method of extending the spcilrc outreach rn a short perrod of lime
Additiomlly, the advertissnent and the fulltext of the posilion pofile (the recruilmenl brochure) wll be placed
on Raph Andersen & Associates'upbsite, wtrich rs accessed by a large number of qualilred canddales Ihb
method d outreach to potential applcants provides a corfideafid source thal is monitred by many key
level execulives on an ongoing basis
Executive Recruitment Services Page 3l ot'44 Contract No. 202 I -036-0 I
Cityof Miani *aclt
Page 10
C an dl date I de nttf I catlo n
Ralph Anclersen & Assocales will use their exlensive conlacb to locrs the recruiting effort. ln makrng these
conlacts, lhe seard consultanl will target thme indivduals wtro meet the crrteria establi$red. Each ol the
candtdates dentiliqJ through the recruilrng efforls will be sent an electronic recruitnent brmhure. Canddates
will also be contacted direclly lo discuss lhe posilbn and to solicil their rnlerest in being considered.
Both the outreach and reouitng actvilies wll resutt in 4plications and resumes frorn interested canddates
As they are recerved, resumes vull be acknowle{ed and candrdales wll be advmd of the general trmrng of
the search process. The lollowrng treks involve lhe aclual selectron prmess once all resumes have been
received
Task 4 - C andi&te Evaltntion
This lak will be condrcted folbudng the 4plication clcing &te. lt indudes the following gecrfr aclivrties:
Screening
All of the applicalions will be caefully revieurcd. Those that meet the recruilment crilerra and minimum
qualilications wll be identified and subject to a more detailed evaluatron This evaluation will indu&
consrderatnn of snch factas as professional experience, and size and cornplexrty of the candidale's cunent
organizatron as cornpared to the candrdate pofile
Prelimimry Researcfi aN lntemet Reviw
The research stafi of Ralph Andersen & Assooates, under the directron of the Prolect Direclo wll conduct
preliminary research and rnlernet revierv fa those canddates idenlrfied as lhe mo$ qualilied as a result of
lhe screenrng pooess Ths lewl of research wrll be done on a limrted numbs of candrdates to learn more
about each candrdate s public pofile and rehted inlonnatron that rs available on lhe inlernet
Prelimimry lnterviws via Vi&o Tedrnology
Mr. Burg ,,rillconduct preliminary rnlervptra ${th lte top group of candidates identilied through the screenrng
and preliminary research process€s. The interviers are extensive and desrgned lo gain addilional information
about the canddates' experience, management $yle, and 'fif Mh he recruifnenl critera. lntervievrc wrll be
done usng video tednology. No consultant tavel for pelrninary inpeson rnterviarrrc has been induffi in
lhrs poposal
The screening portbn of the candidale evalualion process typkxlly reduces a field of 4plicants to
approximalely f ive (5) to sx (6) indivrduab Those indivdrals wll be revreupd wth the City prior to prmeeding
with the rndrvrdual (vrdeo) rntsrvreu,s conducled for finalst candrdates.
Iasft5-Seardr Reprt
Atter completing Task 4, all doomentation wI be supplied 1o lhe City electronrcally No had cetes wlll be suppfied to
the Ctty lor any phasa ol thb sead engagrnurt Mr &.rrg vtrill pepare detarled infornatron lor revev', includrng
resumes uploaded to a lile sharing system (r.e., DropBox or ShareFile). Mr. Burg will facrlitate a review meeting (using
Zmrn) wtth the City Commtssbn s olher dmgnated represenlative to discuss the top canddates The report divrdes
all ol the candtdates into lour groups rnchdirg l)ltc top group ol canddates recornmended lo be rntervier,rred vp
video, and 2) a backup gror4 to the fir$ group The search reporl wll include candrdale resumes. The results ol the
peliminary researdt and intervieus will be povided in uritirg 1o the City This video meeting uill resull in a confirmed
group ol top candidales lor the City to lurlher consrder.
lmporlanl to note, ne do nol condrd rderences on fmalst canddates but raths on the selected top candrdate
Pertodrcally \r,e may recommend conduclrng refererpes on the top tuo candidates
The results of the Seard Report wll be a mnlrrmed group of finalrst candithtes (typrcally 4 to 5) that the City
Commisson will inlerview usrrg vrdm technobgy.
Iast 6 - Selecdoa
The final selecticn process and the tming ol the final selectbn wll vary depending upon fie desrres of the Crty. The
typrcal servrces provded by Ralph Anfusen & Assocrales in the selsclion procoss are desobed brrefly bdow Mr
Executive Recruitment Serv ices Page 32 of44 Contract No. 202 I -036-0 I
Cityof Miani bactt
Page 11
Burg urill coordinate lhe sdection process lo the frnalist group of candrdates. This includes handrng lhe logislcal
matters wrth candrdates and urith the City
Mr. Burg will coqdinate the vdeo selectbn process lor the finalist grotp of candidates Allfinali$ intrvierirrc will be
done via video using Zoorn. thb includes handling ltn logbtralmatters with candidates and urith the City
Ralph fudasen & Assooates rvill prepare an ehctronr intervbr bookhl (upbaded to a file sharing program srch as
DropBox u ShareFile)thal rndudes the re$mes and canddate reporl (wrth rntervrew ccrnments, pelrmrnary research
and other relevant informatim aboul the candkhtes). ln addilbn, thb electonic inlormation will conlain suggeded
questbns and areas fs discrssion based upon the recruilment crilsia Elechonc copies of the interrriavbooklet will
be povided tn ailane of the candrdate tntervie*s. No hard coprcs ol maternl urll be povded. Should the Cily desrre
hard copes, thal wll be the responsbilily of the Crty to produce and dsbibute.
Mr. Burg willlacilitale the Zoorn Video lntervierrc to assbt the Crty through the selectbn process lmportant lo nole. all
parties will be using thb video technology. Thb includes all candirhtes, panel rnembas, and the City. Ihis assistance
will include an initial orientalion, candidate introd.rctions, and facilitatbn of cfiscussion of candidatm afler all inlsvieus
have ben comphted.
Addiltomlly, verifications will be made on the lop tu,rc canddales and nrill rndude educalion verifbations Department
of Molq V*icle check, wants and uananls, civiland criminal lilrgation search, and credit check The results of these
verilications will be discussed wilh the City at the appropriate tinre.
Reference checks wrll be conducted on he top canddate Famer co-workers and supervisors vrnll be rdentrfpd and
contaded The results ol these reference checks wrllbe discussed rvith the Crty al the appropriale time
As needed, Mr &rg ts available to povde assbtance lo tle City rn the frnal seleclbn as may be desred lhis
assslance may mclude povrdrng or obtarnrng any addrhonal nlqmalnn desred lo assst rn making lhe frnal selrtron
decbnn Mr Burg's partrcpaton wllbe done ursing vrdeo bchnology or telephonically
Iask 7 - lJegotlaa-on
Mr. Burg rs available to assrstthe Crty in negotiatirq a cornpensatron package wth the selected candrdale. This may
include recornmendations on setting compensatpn leyds
Additionally uorking wtth the Crty's legal counse[ Raph fudersen & Associates will assist in the preparation ol a draft
employment agreernent and vrork with tte Cily Canmission on the finalzatbn of this documenl.
IaslS-CloseOu?
Afler the City has reached agreement wifi the rndividml selecled lor the positim, the Project Directa will cbse out the
search. The* activities will irrclude advbing allol the finalid candkiates ol the stalus of lhe srdr Candrdates that
nere not intwkilled will also be updated eleclronically.
Schedule
We anticipate an exten&d trme frane for this entire recruitrnent pocess due to the uncoflrnon circumdances of the
COVID-19 Pandemrc. lnportantly, there rs the abiltty to begin thrs prmss ellectrvely wrth the use ol vr&o technology
and file shartng methods that supports a vay strategic ryroadr Candrdate ouheach may cerlainly be elongated
during the upcoming ureekJrnonlhs of dealing wrlh thrs srtuation. but resl resured that the gulCance and support offered
by the firm, unds Mr Burg's directbn, wrll betls posrtion lhe Cily going lorward.
An extended application process is recommended during the upcaning weekgtnontlrs. lnstead of a 30 to 45day
penod, w€ may suggest 60 days with the ability to close sooner rf suflbpnl candrdates apply.
The firm d Ralph Andersen & Associates rs funclbning in a full stale of vilualizatron and able lo contribute and addess
key steps of lhrs engagement.
Executive Recruitment Serv'ices Page 33 of44 Contract No. 202 l-036-01
City of Miamibach
Pap 12
Price Proposal
The recruitment effort for a new City Manager will be national in scope with a foqJs in Virginia and the Eastern Region.
The review of resumes and qualifications will be conducted on all candidates trat wbmit giving the City the ability to
seled from a broad field of qualified candidates. The professional services fee to perform this seardr will be a fixed
fee of 348,5ffI for recruitrnent services and dl relaled expenses.
'Nob - Expenses included in this flxed fee include srch items as advertising, consultant inleraction (anticipated to be
done 100% throqh videoconferencing), clerical, gr4hic desQn, research, and long-distance telephone charges. 0n
top candidates, lnternet and Lexis/Nexis searches will be conducted. Additionally, education verifications, DMV check,
wants and wanants, civil and criminal litigation search, and credit dreck will be conducted on the top Mo cardidates.
Reference checks will be conducted on the top candidate. Should the City desire to conduct references cdls on nxrre
han one candidate, a backgrcrund fee of $1,800 per candidate will be bill€d in addition to the above stated fees.
As previously stabd, Ralph Andersen & Associabs is leveraglng cloud$ased apflications b operate in a
totel virtual envircnment All meetings and intewiews will be condtrcted by video (Zoom Technologies), all
work products provided to the cllent will be eleclmnically tsansmitled (properly organized and tabbed) using
elther DropBor or SharsFile.
lnvoicino for Services - Ralph Andersen & Associates will bill the City in four inslallments as follows:
o Following kk*off and finalization of recruitment brodrure - $14,550
. After the dosing date - $14,550
. After finalist inteMews - $14,550
. Upon placement - $4,850
Progress payments will be due upon receipt.
Brochure - A full cdor electronic brochure will be developed for tre City Manager recruitnent. All plictures will be the
resporsibility of the City.
Optional Services (Orqanizational and Communitv Survevl - Should the City choose to conduct an Organizational
and Community Survey with $mmarized results, tris would be conducted for an additiond $,5m.
Erception - Based on he recommendalion for all video interviews (at least during the COVID-19 Pandemic), any
candidate travel is the full responsibility of he City.
Ralph Andersen & Associates' Guarantee
Rdph Andersen & Associates offers the industry-stardad guarantee on our search servbes. lf witrin a one-year period
afier appoinfnent, the City Manager resigns or isdisrnissed for cause, we will conduct another seach free of dl charges
for professional services. Ihe City nould be expected to pay for the reimbursernent of dl irnrrred expensos,
Should he initial outreadr efforts not result in a wc-cessJul placement, Ralph Andersen & Associates will contnue tre
oufeach efforts until the ided candidate is found. The City will be responsible for expens€s based on actual receipts.
We look forward to yourfavor$le consrderatim ,.1 ,.lrr,lrnity to, once again, uork urith the City of Miani Beach
on this critical searfi effort. Mr. Burg can be remhed at (916)6304900 or more dirmtty m his cell phone (805) 264-
2663.
Regectfully Submifted,
Kr\/- )nfui"au"'v
Ralph Andersen & Associates
lnaxr"rea:
Executive Recruitment Services Page 34 of44 C--ontract No. 202 1 -036-0 1
Exhibit "E"
RFL| 2021-036-KB
Executive Recruitment Services and Exhibits
Executive Recruitment Services Page 35 of 44 Contract No. 202 I -036-0 I
A/\IAA/\IBEACH
Procurement Depa rtment
1755 Meridian Ave., 3rd Floor
Miami Beach, Florida 33139
1. lntroduclion. On October 7, 2020, Jimmy L. Morales, City Manager for the City of Miami Beach, Florida,
announced his resignation from the position of City Manager, effective February 1,2027. At its October
74, 2020 meeting, the City Commission of the City of Miarni Beach, Florida, directed City staf f to initiate
an expedited process to seek letters of interest from top executlve recruitment/search f irms to assist with
the selection of the City's next City Manager, with particular emphasis on firms with experience in
recruiting state, county, or local government chief executive officea.
For example purposes only, the City's latest job description for the position of City Manager is included in
the Commission Memorandum, dated October 14, 2020, attached as Exhibit A to this RFLI.
Notwithstanding, the City expects the selected recruitment/search firm to update the job description,
with input from City staff, and subject to final approval by the City Commission.
Accordingly, this RFLI has been prepared and sent to your firm for its consideration. Should your firm wish
to be considered, please respond with the information requested herein, in the format set forth in Section
4. As time b of thc essence, all responses/proposals must be submitted no later than 1:0O p.m. (EDT)
on Octobcr 23,2020. City staff will review responses/proposals and present a shortlist of proposals to the
City Commission at its next regular rneeting on October 28,2020.1t is anticipated that the City Commission
will select a firm at that time.
2. Antlclpated Smpc of Work. The anticipated scope of work for this engagement is outlined below.
However, the final scope, as well as fees, will be negotiated with the selected firm and shall be subject to
approval and execution of a final contract between the City and the selected firm:
r Develop recruiting specifications, in conjunction with the City Commission and other City officials,
which address the specific duties, responsibilities, operational issues and traits, and other factors
that are relevant to the position of City Manager;
o Develop minimum qualifications and desired qualifications for the position of City Manager;
o Develop a work plan and timeline for each phase of the process.
Notc: A preliminary rvorkplan and timeline for the recruitment process, which is outlined
in the attached Commission Memorandum, dated October 14, 2O2O, has been included
for illustrative purposes ONLY, as Exhibit A to this RFLI. Proposers are urged to use this
timeline as a starting point; HOWEVER, fHE CITY COMMISSION HAS INDICATED THAf ITS
PRIMARY GOAL IS TO UNDERTAKE A COMPREHENSIVE RECRUITMENT AND SETECTION
PROCESS FOR THIS MOST IMPORTANT POSINON. THEREFORE, THE CITY COMMISSION
ls AMENABTE TO EXTENDTNG THE nMELTNE AND/OR DEADUNES SET FORTH tN EXHIBtT
A, TO THE EXTENT THE RECRUITMENT FIRM DEEMS IT IS NECESSARY IN ORDER TO
FUtFltt Tl{E PRTMARY OBTECTIVE, WHTCH tS TO UNDERTAKE A ROBUST RECRUTTMENT
PROCESS THAT TEADS TO THE SETECTION OF THE MOST qUALIFIED CANDIDATE FOR THE
CIW MANAGER POSITION;
REQUEST FOR LETTERS OF INTEREST
RFL| 2021-036-KB
EXECUTIVE RECR UITME NT SERVICES
Executive Recruitment Services Page 36 of44 Contract No. 2021 -036-01
-)
RFLI EXECUTIVE RECRUITM ENT SERVICES
Conduct a search and recruiting activities, which include without limitation selected advertising,
"head hunting, " and outreach/networki ng;
Develop recruiting specifications which, at a minimum are intended to identify and encompass a
nationwide search for the most qualified and talented candidates for this position;
Notq Evren though this RFLI contemplates that the selected firm will undertake a
nationwide search and recruitment process, senior City administrators currently
employed by the City of Miami Beach shall be encouraged to apply for the City Manager
position,'accordingly, the selected firm will give equal consideration to such internal City
candidates, provided such candidates meet the minimum qualifications for the City
Manager position. Put simply, in addition to recruiting the most qualified outside
candldates, the City recognizes that there may be internal candidates who serve in senior
management positions in the City Administration who will be interested in applying for
this position and, subject to qualification, should be given equal consideration.
Document procedures to be carried out, including timeline for their accomplishment;
Prepare recruiting materials that present an accurate profile of the position and environment;
Contact potential candidates through written material, advertising, and direct recruiting;
Develop criteria for evaluating candidates;
Develop a screening process for evaluating candidates;
Develop a shortlist of finalists utilizing generally accepted screening practices and procedures to
be detailed in the report;
Screen ard evaluate candidates to establish a qualified shortlist of finalists for interview with City
officials, including the Mayor and City Commissioners;
Research personal, professional, and academic qualifications thoroughly and discreetly, including
without limitation conducting the appropriate background, security, and credit checks or
investigations;
Consolidate the findings of the final shortlisted candidates in clear, objective profiles detailing the
following: current situation, past experience, and skills and performance that are directly
appropriate to the po6ition; and
Develop and participate in the selection process (if required), to include meetints with the Mayor
and City Commissioners; further shortlist candidates (if required); conduct additional searches
and background investigatiors (if required); and assist in final selection/interuiew process.
3. Qucstions. Any question regarding this RFLI shall be submitted to the ftocurement Contact identified
below:
Procurcmcnt Contest: Tclophonc: Emril:
Kristy Bada 305-573-7490 ext. 26218 kristvbada@miamibeachfl.eov
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Executive Recruitment Serv'ices Page 37 of44 Contract No. 2021-036-01
3
RFLI E)GCUTIVE RECRUITM ENT SERVICES
4. Submittrl Format. Responses should be in letter form and include the following:
.. Rcspondcnt Informetion. lnformation regarding the respondent and its team, including but not
limited to firm name, years in business, principals, headquarter and local office details, and the
primary contact for any matters relating to the RFLI, including name, position and contact information.
i. Lcad Reprecntttiuc. Provide the name, resume and location for the firm representative that
would be lead on this engagement if selected.
b. Prevlous Slmilar Erparlencc. List all recruitments for city managers or chief executive officers for
which the firm has been retained in the last five (5)years. For each recruitment, provide the following
information: 1) agency; 2) client primary contact, including telephone and email; 3) summary of
engagement; 4) dates of engagementi 5) name of individual placed; 6) fees received from agency
and/or individual placed.
c. Prcvious Simihr Expcricncc in Florida. List all recruitments for city managers or chief executive
officers for which the firm has been retained by a Florida agency in the last five (5) years. For each
recruitment, provide the following information: 1) agency; 2) client primary contact, including
telephone and email; 3) summary of engagement; 4) dates of engagement; 5) name of individual
placed; 6) fees received from agency and/or individual placed.
d, Othcr Releted Expcrioncr, List all recruitments for other chief executives or comparable positions for
either public or private clients for which the firm has been retained in the last five (5) years. For each
recruitment, provide the following information: 1) agency; 2) client primary contact, including
telephone and email; 3) summary of engagement; 4l dates of engagement; 5) name of individual
placed;6) fees received from agency andlor individual placed.
e. Proposed Work Plan. Provide a work plan that includes an overview and explanation of the major
milestones the firm would recommend for this engagement. Final scope of work will be negotiated
with the selected firm.
t. Pricc Proposal. Provide a breakdown of fees for the engagement. Final fees will be negotiated with
the selected firm.
5. Submittel Due Drte rnd Rcquircrnents. The deadline for letters of interest is October 23,2020 et 1:fi)
p.m., Eastcrn Tirne (ET). Electronic responses to this RFLI are to be submitted via email until the date and
time indicated above. Responses shall be emailed to Krisry Bada at kristybada@ miamibeachfl.gov
It ls thc solc rcsponsibllfty ol thc tcsm.ndcnt to ensutc its ht?cr ol ln?crcst ls rccclved bforc thc RFLI
closing dotc ond timc.
6. Sclcction Process. A team of City staff will review all responses and shortlist the most qualified firms for
the City Commission's consideration and final selection. Shortlisted firms may be required to make brief
and succinct presentations to the City Commission on October 28,2020, or as scheduled in accordance
with the City Commission's direction.
Executive Recruitmenl Serv'ices Page 38 of44 Contract No. 202 I -036-01
OFFICE OF THE MAYOR AND COMMISSION
COMMISSION MEMORANDUM
TO Members of the City Commission
FROM: Mayor Dan Gelber
DATE: October 14,2020
SUBJECT: PROPOSED CHRONOLOGY FOR SELECTION/APPOINTMENT OF NEW CITY
MANAGER
Following City Manager Morales' resi;nation this vrreek (whbh will be efiec{ive on February 1,
2021),I believe that it is in the best interest of the City to imnrediately begin discussion regarding
the seledion process for the new City Manager. Accordingly, I requested that the City Clerk and
City Attorney draft the attached proposed procedures, wtrich take into consideration the process
that was folloued for the selection of City Manager Morales in 2013. I dont presume that this is
the only iray, but believe that seeing one potentialcritical path mrght help us reach agreement on
this or another plan.
ldeally, if the Commission vtrere to conceptually approve the proposed procedures at the October
14,2020 City Comnission Meeting, we could start the search imnndiately and finalize it shortly
after Mr. Morales'scheduled departure (i.e. February 1,2021).
I urculd like to discuss the atached procedures/tirelines; get input from the Conmission; and
approve a process at the Odober 14,2020 Commission nreeting so \,e can begin immediately
moving forurard with this most important decision.
F:ELER\$ALL\REG\CITY MANAGER RECRUITMENT 2\Csnnsseon Mcmdandum and Chrondogy - Sclcc'ton Proccss.docx
Executive Recruitment Serv'ices Page 39 of 44 Contract No. 202 1-036-01
A/.IA,V.IBEACH
PROPOSED CHRONOLOGY FOR SELECTIOiI/APPOINTMENT OF NEW CITY MANAGER
October 14,2020 - City Commission Meeting
City Commission conceptually approves process for selectbn and appointment of new City
Manager.
October 28,2020 - City Commission Meeting
Via uraiver of competitive bi<Jding, the City Comnfssion authorizes the City Attorney and the City
Clerk to negotiate a Professional Services Agreenent with a qualified recruifnent firm(s) to assistthe Mayor and City Commissbn in the City Manager selection/hiring process; further,
approprlating an arnunt not to exceed $40,m0 for sucfr agreenrent(s) with the success{ul firm.
(Note: Prior to the Oclober 28,2020 Commission Meeting, the Procrrenrent Departnrent will
provide via LTC a list of potential qualified recruitnent firm(s).)
o The recruitment firm will assist with the followng:
:, Develop recruiting specmcations, in conjunction with the City Commbsion and other City
otficials, which address the specific duties, responsibilities, operational issues, trails, and
other factors that are relevant to the position of City Manager,
, Develop ninirnr.rm gualifications and desired qualif'cation for the position of City Manage6
' , Develop a timeline for completing the phases of the process;
,-' Conducl a search with recruiting aciivities, including seledEd advertising and networking;
:, Develop recruiting speciflcations to encompass a nationwide search;
1, Prepare recruiting materials that present an accurate profile of the posilion and
environment;
,:, Contact potential candidates through written material, advertising, and direct recruiting;
' Develop criteria for evaluating candidates;
: Elevelop a list of finalists, together with the City Conmission, tnilizing generally accepted
screening practices and procedures to be detailed in a report;
.-, Screen and evaluate candidates to establish a qualified group;
,, Research candidates'personal, professorial, and academic qualifications thoroughly and
discreefly;
o Consolidate the findings of the final candidates in clear, objective profihs detailing: cunent
situation, experience, skills, and perfornarrce that are directty appropriate to the posilion;
and
r Develop and participate in the selection process, to include meetings with the Mayor and
Commissioners.
Executive Recruitment Services Page 40 of 44 Contract No. 202 I -036-0 I
November 18,2A20 - City Commission Meeting
The City Commission, with the assistance of the recrurtment firm will finalize
o Recruitingspecifications,. Minimum qualifications and update he latest job description, if necessary, for the posilion of
City Manager;o A timeline for completing the phases of the process;o Recruiting/advertising specifications to encompass a nationwide search; ando Criteria for evaluating candidates.
A copy of the current City Manager job description is attached as Exhibil A.
Prior to the Gity Gommission Meeting of January 2021
The recruitment firm will:o Provide the complete lbt of applicants to the City Conrnrission; ando Provide a lbt of recommended finalists (shortlist).
The City Commbsion may elect to add additional candidates to lhe recomnrnded shortlist of
finalists by submiting the narne(s) to the City Clerk. lf at least 3 or npre City Commissioners
submit the same narne (of an additional candidate) to the City Clerk, then that candidate will
be added to the shortlbt of finalbts.
January 2021 Commission Meeting
Having been provided inforrmtion on the final shortlisted candidales by the recruitment firm, the
City Commission will develop and approve a prooess and tirneline for one-on-one intervievla and
develop a proc€ss for final intervielvs before the entire Clty Commbsion.
February 2021 Commission Meeting
The City Commbsion will:o Conduct intervier,ra of the final candidates at the public meeting;o Following the intervieurs, the City Conmission will vote to seled a newCity Manager (Majority
vote required);ando Authorize the City Attorney and the Chair of the Finance and Economic Resilienry Committee
to negotiate an Employnent Contract with new City Manager
February 2021 Second Cornmission Meeting
o The City Commbsion will consider/approve the City Manager's Employnent Contract.
o lf the Employnrent Contract is approved, the City Clerk will surear-in new City Manager.
NOTE.
1) Because new City Manager rmy not be appointed until mid to end of February, the City
Commissions nrty have to seled an interim Manager to cover the "gap."
2) The Ctty Clerk will be the point of contact betureen the search firm, applicants, and City
Commissbn. The City Attorney shall provide legal support to the City Clerk and City
Commission throughout the search process.
Executive Recruitment Services Page 4l of 44 Contract No. 202 I -036-0 I
Exhibit A
N,1IAMIBEACH City Manager Class Code:
1001 / Grade UNC
Bargaining Unit: Unclassified
' CTNT OF MIAPI BEACH. R?Ys,o.!D.t?: Nor 16,2009
NATURE OF WORK:
. Highly responsibie administrative and rnanagerial work in the operation of a full-service City
government,
ILLUSTRATIVE EXAMPLES OF ESSENTIAL DUTIES:
o Directs and coordinates work of the staff and operating departmentso Hires and fires staffr Administers the personnel system and deals wiLh employees. Monitors and controls financial affairs of the City. Prepares and implements budget. Relates to neighboring.lurrsdrctions; the county, state. and lederal government; other
governmental agencles; and local ctrzens, interest groups, vendors, and contractorso Conducts press relatrons and publrc relationso Crrries out clirectives from the City Commission. Responds to, and 5,glves citizen problemsr Devises policy recommendations. Solves problems
o Advlscs City Commission of recommendationso Directs the development of policies and procedures relative to collective bargaining
negotratrons and intcrprctatron, Human Resources administration and special projects
assigned by the Ciry Commission. Directs the City's collective bargaining negotiations, contract agreements, impasse
proceed i n gs, g rievances, and related employee- re lations actrvrti es. Oversees the development of liaisons to various City Boards and Committees: Tourist
& Convention Center Expansion Authority; Community Benefits Committee;
Corwention Center Advisory Board; Visitors and Corwention Authority; Community
Affal6 Committee; Btack Box Commlttee; and the Greater Miamr Convention and
Visitors Bureauo Performs related tasks as requared
MIr{IituM R.EQUIR EMENTS:
r Bachelor's degree from an accredited college or universityr Two (2) years' recent experience as a City Manager or as a CEO of a government or
private organization. An equivalent combination of training and experience may be substituted
Executive Recruitment Services Page 42 of 44 Contract No. 202 l-036-01
. Dernonslrated professional management, leadership, and communtcatron skilis,
including fiscal, planning, human resources/ labor relatiorts, private/publrc joint
ventures, tourism, and nrunicipal operationsr Experience in dealing effectively with diverse cultures and in economic and
ccm m urriLy development. City of Miami Beach residency is preferred. Experience can substitute for education on a year-for-year basis
KNOWLEDGE, SKILLS AND ABILITIES:
r Extensive knowledge of public management and organization theories, principles,
practices ancl techniques at the local level. fhorough knowleclge of the organrzation. functicn, and methods of operation of the
City's legislative and executive staff and departments. Extensive knowledge of the basic laws, ordinances and regulations underlyrng the
municipal corporation. Thorough knowledge of rnunicipal finances and adrninist.rationr Ability to analyze a variety of cornplex adrrrnrstrative problems, to make sound
recommendations for their solutions, and to prepare working procedures. Ability to exprcss ideas effectively, both oraily and in writing. Ability to establish and maintain effective vlorking relatronships wrLh other Crty
officials, ernoloyees and the general publico Ability to plan, supervise, and coordinate the work of subordinates
PHYSICAL REQUIRETTIENTS:
e Must have the use of sensory skrlls in order to comrnunicate and interact effectively
urith other employees and the public through the use of the telephone and personal
contact. Physical capabllity to use and operate effectrvely vanous rtems of office-related
equipment, such as. but not limited to, personal computer, calculator, copier, and fax
machiner No significant standing, walking, moving, climbing, carrying, bending, kneeling,
crawling, reaching, handling, sitting, standirg, pushing, and pullingr Strong stamina for complex work and able to work long hours. Ability to read extensively and quickiyr Ability to retain the substance of reading materialsr Ability to get with others, delegate responsibility and energize subordinates and seek
to reconcile divergent points of vierv
SUPERVISION RECEIVED:
. UVork is performed with substantiallatitude for independent Sudgment subject (o
review by the City Comnnission
Executive Recruitment Services Page 43 of 44 Contract No. 202 1 -036-0 1
SUPERVTSION EXERCISE D:
o Plans, organizes, and direcLs City departmenls
Executive Recruitment Services Page 44 of 44 Contract No. 202 1 -036-0 1
LTC 478-2020
DECEIVI BER 30,2O2O
OocuSg n Envelope I O 8DA8F02 DF 06 1 -46F &8038-944ADE8CBB9C
OFFICE OF THE CITY CLERK / OFFICE OF THE CIW ATTORNEY / PROCUREMENT DEPARTMENT
478-2020 LETTER TO COMMISSION
BEA(
TO:
FROM
Mayor Dan Gelber and Members of the City Commission
,_h--t
Rafael E. Granado, City Clerk I'htL e. huMJ.
Rafael Paz, Acting City Attornel*'*--rff?; -rr-tAlex Denis, Procurement Department Dfl€Cltlr AL. r,
DATE:
SUBJECT:
December 31 ,2020 L2/30/2020 | 4:17 ESr
City Manager Recruitment Process Timeline and Recruitment
Brochure
On December 15, 2020, via LTC 450-2020, we circulated the final negotiated contract
wtth Ralph Andersen & Associates, the firm the City Commission selected to administer
the recruitment process for a new City Manager.
ln that LTC, we also advised that at the January 13,2021 City Commission meeting, we
intend to seek direction as to the following matters in connection with the recruitment
process, namely:
(1) approval of the proposed Timeline (attached hereto as Exhibit "1"):
(2) approval of the draft City Manager Recruitment Brochure (attached hereto as Exhibit
"2"), which includes the job profile/job description for the position, so as to formally
publish the advertisement for the position and commence the 45-day initial
recruitment period, seeking applications for the position of City Manager as early as
January 14,2021, and
(3) approval of any Optional Services, which, if approved by the City Commission, would
be completed within the 45{ay initial recruitment period, without delaying the
proposed Timeline.
lf you have any questions or comments, please provide your comments directly to City
Clerk Rafael E. Granado not later than Tuesday, January 5, 2021 by 5:00 p.m. Your
feedback by Tuesday, January 5, 2021 would permit us to either update the draft
Recruitment Brochure in advance of the City Commission meeting on January 13, 2021,
or identify additional issues that may require City Commission direction, as appropriate,
in an effort to release the advertisement for the position and commen@ the formal
recruitment process as early as January 14, 2021 .
Doo.r Srgn Envelope I D 8DA8 F 02 DF 06 1 .{6 F&803E-944ADE 8C B B gC
Exhibit ,1tr
City of Miami Beach
Proposed Timeline for
City Manager Recruitment Process
Strkcholders Mcctlngo Revieu'RecruitrnentProcesso Discurss the process for development of the City Manager Profile,
recruitment brochure. and gather feedback on the following:
o Opportunities ard Challenges the new City Manager faceso Desired Professional Characteristics and Personal Qulities of the
position
Plcose note: The proposcd tittrlline nuy be adJustcd as nccdcd based upon thc awording of thc conttoct, publication of the
position brochure ond plocemcnt of ads, the vhedullng of ntetlngs of the Search Conmlnee, and lhe ovcrall necds of the
City.
Date Actir it1'
Completed
Januar,v 13, 2021 City Commission approval of timeline.Cit) Manager Job Profile and Optional
Services, if any
January 14.2021
Published BrochureiPlacement of Ads and Candidate Recruil.mento 45-da) initialrccruitment period
r Performancc of Optional Scrr ices during this 45-day search process
March 1.2021 Deadline for priority rctieu'of applicationso Search Consultant conducts due diligence and preliminarl xrecnings via Zoom
March 12.2021 Search Consultant rcl ieu's and prcr ides nritten recommendation of candidates n City
Commission for ret ien and mnsideration
March 17.2021 Ciq Commission selects candidatcs for Search Consultant to inten ieuo I'irm to conduct preliminarl baukground checks on final candidates
March 18. 2021 Search Consulunt inritcs candidates for intenieu and bcgins preliminarl background
inr csigations including criminal, cir il. financial, DMV. and edur:ation
Weeks of April 5fr and 126,
202t
Ceodidete lntervlcr
o Finalist lnteniews
o Deliberations to sclert ne* Citl Manager subject to scheduling of spccial
commission mcetings as required
Week of April 19.2021
Contracr offer and negotiations with sclected candidueo Ciry/Ralph Andersen & Associates conducs Final Background check lincluding
drug test and fingerprinting) and References (5-10 business day-s;
April 21,2021 City Commission linal approval of rarntract
"Start date of neu Cit;- Manager u'ill be determined b1 the Citl
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JANUARY 13, 2021
ITEIVI R9 D
AND
RELEVANT
AFTER-ACTION
415124,4:14 PM
TO:
FROM:
DATE:
!s this a "Residents Right to
Know" item,_pursuant to
AgV CoOe Seaion Z-tlZ
Yes
A/\IAAAI BEACH
Coversheet
New Business and Commission Requestg - R9 D
COMMISSION MEMORANDUM
Honorable Mayor and Members of the City Commission
Rafael Paz, Acting City Attorney and Rafael E. Granado, City Clerk
January 13,2021
SUBJECT: DISCUSSION, AND TAKE ACTION !F NECESSARY REGARDING THE SELECTION PROCESS
FOR THE NEW CITY MANAGER.
ANALYSIS
On December 15, 2020, via LTC 450-2020, we circulated the final negotiated contract with Ralph Andersen & Associates, the lirm
the City Commission selected to administer lhe resuitment proc,ess for a new City Manager. On December 30, 2020, via LTC 478-
2020, we circulated the draft l'imeline and Recruitment Brochure.
ln those LTCS, we also advised that at the January 13, 2021 Cilrt Commission meeting, we intend to seek direction as to the
following matters in connection with lhe recruitment process, namely:
'1. approval of the proposed Timeline (attached hereto as Exhibit "1"):
2. approval of the draft City Manager Recruitment Brochure (attached hereto as Exhibit '2"), which includes the job profile4ob
description for the position, so as to formally publish the advertisement for the position and commence the 45day initial
recruitment period, seeking applications forthe position of City Manager as early as January 14, 2021i and
3. approval of any Optional Services, which, if approved by the City Commission, would be completed within the 45-day initial
recruitment period, without delaying the proposed 'llmeline.
Approval of the above referenced matters at the City Commission meeting of January 13, 202'1, would allow the release of the
advertisement for the position and commence the formal recruitment process as early as January 14, 2021 .
ApplisaUeArE
Cityride
Does this item utilize G.O.
Bond Funds?
No
Legislative Tracking
Office of the City Attorney/Office of the City Clerk
ATTACHMENTS:
Description
D Exhibit 2 - City_[Vlanager Recruitment Brochure
D Exhibitl -Timeline
D Additional lnformation
https://miamibeach.novusagenda.com/agendapublic/CoverSheet.aspx?ltemlD=20090&MeetinglD=888 1t1
Doo.rSrg n E nrrelope I O 8DA8 F02DF06 1 -{6F&E03&944AOE EC BB9C
Exhibit !r1rr
City of Miami Beach
Proposed Timeline for
City Manager Recruitment Process
Strkcholdcn Mccdogo Review Recruitment Processr Discnss the process for development of the City Manager Profile.
rernritment brochure. and gather feedback on the following:
o Opportunities and Challenges the new Ciry Manager faces
o Desired Professional Characteristics and Personal Qtralities of the
position
City Commission approval of timeline, City Manager Job Profile and Optional
Services, if any
Published Brcchure/Placement of Ads and Candidate Recruitmento 45-day initial recruitment periodo Pcrformance of Optional Services during this 45-day search prucess
Citl' Commission selecs candidatcs for Search Consultant to intcn'ieu'o Firm to conduct preliminary' background checks on final candidates
Search Consulunt inr ites candidates for inten'iew and begins preliminarl backgnrund
inrestigations including criminal. cir il. financid, DMV. and education
Pleasc note: The proposed tirwline may be adjustcd as needed based upon the owarding of the contoct, publicotion of the
position brochure and placenent of ads, the xheduling of tncetings of the Seorch Comminee, ond the overoll needs of lhe
City.
Date Activit-v
Completed
January 13.2021
Januar_r 14,2021
March 1.2021 Deadline for priority revicw of applicationso Search Consulunt conducs due diligence and preliminary' rreenings via Zoom
March 12. 2021 Search Consultant reriews and prcvides *ritten rccommendation of candidatcs to City
Commission for rcvierr and consideration
March 17. 2021
March 18. 2021
Weeks of April 5m and l2h,
2021
Cendidrtc lntcrvicwc
o Finalist lnterviews
o Delibcrations to sclect new Citl Manager subjcct to scheduling of special
commission meetings as rcquircd
Week of April 19.2021
Contract offer and negotiations with selected candidateo City/Ralph Andcrsen & Associates conducts Final Background check (including
drug test and fingerprinting) and Ret'erences (5-10 business da)'s)
April 21.2021 City Commission final approvalof contract
"Starl date of neu City Manager will be detcrmined by the City
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OFFICE OF THE CITY CLERK / OFFICE OF THE CITY ATTORNEY
TO:
FROM:
\IBEACH
Rafael Paz, Acting City Attorney
Rafael E. Granado, City Clerk
January 13,2021
COM tVI ISS I ON IVI EMORAN DU NT
Mayor Dan Gelber and Members of the City Commission
M
DATE:
SUBJECT:DISCUSSION, AND TAKE ACTION IF NECESSARY, REGARDING THE SELECTION
PROCESS FOR THE NEW CITY MANAGER. (Addational lnformation)
As explained in the Commission memorandum accompanying this item, we intend to seek Commission
direction as to any Optional Services. Attached is LTC: 450-2020, released on December 15, 2020,
previously outlining the optional services, which are as follows:
1 . An internal Organizational Survey to City employees, with summarized results, for an additional
$3,500.
2, A Community Survey with summarized results, for an additional $3,500
3. Organizational Survey, Communig Survey, and Virtual Town Hall - lf the City Commission desires to
conduct the Organizational Survey, Community Survey, and hold a Virtual Town Hall to discuss the
search process with residents and stakeholders, the total fee for both surveys and the Virtual Town
Hall is $5,000.
4. Virtual Town Hall (with a Community Survey) - lf the City Commission elects to conduct a Virtual
Town Hall, the Virtual Town Hall will be conducted for no additional fee if the Community Survey is
selected.
5. Virtual Town Hall (without a Community Survey) - Should the City choose to conduct a Virtual Town
Hall without selecting the Community Survey, the fee will be an additional $500 per each hour of the
Virtual Town Hall (in 30 minute increments), plus a one-time preparation fee of $500.
T:\Agenda\2O21\1_January 13\City Clerk - City Manager Hrrrng\Commrssioner Memo Updated.docx
OFFICE OF THE CITY CLERK / OFFICE OF THE CITY ATTORNEY / PROCUREMENT DEPARTMENT
LTC: 450-2020 LETTER TO COMMISSION
TO:
FROM
DATE:
SUBJECT:
Mayor Dan Gelber and Members of the City Commissron
Rafael E. Granado, City Clerk
Rafael Paz, Acting City Attorney
Alex Denis, Procurement De paftment
December 15, 2020
Update Regarding City Manager Recruitment Process and Next Steps
On November 18, 2A20, the Mayor and City Commission selected Ralph Andersen &
Associates ("Ralph Andersen") to provide executive recruitment services for the City, in
connection with the City Commission's search process and selection of a new City
Manager. At that meeting, the City Commission directed the City Attorney, City Clerk,
and Procurement Director to negotiate and finalize the contract with Ralph Andersen, and
the City Attorney advised that the final drafl contract would be circulated by LTC to the
Mayor and City Commission, prior to its execution.
On December 9,2020, immedrately following his selection as lnterim City Manager, Raul
Aguila (in his capacity at the time as City Attorney) advised the Mayor and City
Commission that he had divested himself completely from the selection process, and that
the Acting City Attorney, along with the City Clerk and Procurement Director, would be
responsible for the selection process gorng fonruard.
PROPOSED TIME LINE FOR SELECTION PROCESS
The proposed timeline for the selection process is attached hereto as Exhibit "l" (the
"Timeline"). As explained more fully below, we intend to seek City Commission approval
of the Timeline, orany revisions thereto, at the January 13,2021 meeting. The Timeline
may, of course, be subsequently adjusted by the City Commission at any time, as the
circumstances may require.
FINAL DRAFT CONTRACT WITH RALPH ANDERSEN
The final draft of the services agreement with Ralph Anderson, including the City's
standard contract terms, the scope of services for the selection process, fees, and the
proposed Timeline, is attached hereto as Exhibit "2." Ralph Andersen has agreed to all
terms.
BEACH
Letter to Commission
December 15, 2O2O
Page 2
2
3
The final contract also rncorporates certain additional services (the "Optional Services")
discussed at the December 9,2020 City Commission meeting, which would only be
performed if approved by the City Commission at its Jan. 1 3,2A21 meeting. The various
optrons, and associated fees, are as follows
An internal Organizational Survey to City employees, with summarized results, for
an additional $3,500.
A Community Survey with summarized results, for an additional $3,500.
Organizational Suruey, Community Survey and Virtual Town Hall - lf the City
Commission desires to conduct the Organizational Survey, Community Survey and
hold a Virlual Town Hall to discuss the search process with residents and
stakeholders, the total fee for both surveys and the Virtual Town Hall is $5,000.
Virtual Town Hall (with a Community Survey) - lf the City Commission elects to
conduct a Virtual Town Hall, the Virtual Town Hall will be conducted for no additional
fee if the Community Survey is selected.
Virtual Town Hall (without a Community Survey) - Should the City choose to conduct
a Virtuat Town Hall without selecting the Community Survey, the fee will be an
additional $500 per each hour of the Virtual Town Hall (in 30 minute increments),
plus a one-time preparation fee of $500
The Optional Services, if any are approved by the City Commrssion on January 13 2021 ,
would be completed wrthin the initial 45-day recrurtment period. so as to not delay the
Timeline in any way.
Please contact Acting City Attorney Rafael Paz if you have any questions or
comments on the contract by Thursday evening, Dec. 17,2020, so that we may
proceed to execute the contract as early as Friday, Dec.18,2020. if possible, in order to
permit lvlr Robert Burg the lead recrurter from Ralph Andersen to prepare the proposed
City lManager Profile (discussed more fully below) for your consideration at the January
13,2021 meeting
DRAFT CITY NIANAGER PROFI (INCLUDING JOB DESCRIPTION)
Although the final contract has not yet been executed, Mr. Robert Burg has already met
with the N/ayor and Commrssioners to obtain their feedback on the selection process
Once the firm rs formally under contract, Mr. Burg will update the proposed Crty Manager
profile, including 1ob descrrptron (the Ctty Manager Profile"), to reflect the feedback he
has received during those rndrvrdual one-on-one meetings.
4
5
Letter to Commission
December 15, 2O2O
Page 3
The proposed City Manager Profile will be presented to the City Commission for its
approval at the January 13,2021 City Commission meeting. Given its importance to the
process, we intend to circulate a draft of the proposed City Manager Profile by LTC as
soon as it is available, to provide you with as rnuch time as possible to review and
comment, in advance of the January 13.2021 meeting.
ANTICIPATED ACTION ITEMS AT THE JANUARY 13, 2O2O CITY COMMISSION
MEETING
As noted above, we intend to seek direction from the City Commission as to the following
matters at the January 13 2021 City Commissron meeting, namely:
(1) approval of the proposed Timeline:
(2) approval of the City tt/anager Profile, so as to formally publish the advertrsement for
the position and commence the initial 45-day initial recruitment period seeking
applications for the posrtion of City tt/anager; and
(3) approval of any Optional Services, which, if approved by the City Commission, would
be completed within the 45-day initial recruitment period, without delaying the
proposed Trmelrne.
As requested above, please contact Acting City Attorney Rafael Paz il you have
any questions or comments on the contract by Thursday evening, Dec. 18,2020,
so that we may proceed to execute the contract as soon as possible thereafter and permit
l\4r Burg to prepare the work product required for your consrderatron at the January 13,
2021 meeting.
REGTFtAP/AD/ag
Exhibit "1 ' - Proposed Timeline
Exhibit "2" - Final Drafl Services Agreement with Ralph Andersen
After Action January 13,2021 City of Miami Beach
City Commission Meeting
5:38:43 p.m.
SUPPLEMENTAL MATERIAL 2: ADDITIONAL INFORMATTON
R9 D DISCUSSION, AND TAKE ACTION IF NECESSARY, REGARDING THE SELECTION PROCESS
FOR THE NEW CITY MANAGER.
Office of the City Attomey/Offce of the City Clerk
Supplemental updated on 1 1111202'l (Additional information)
ACTION: Discussion held. Rafael Paz, Rafael E. Granado, Alex Denis and Tonya Daniels to handle.
DIRECTION:1. Job profile approved with the following:. Spanish language proficiency is preferred but not required. Residency in the City is not required but preferred.
2. Timeline is approved
3. Robert Burg to conduct townhall, cost of which is $500 per hour plus a one-time $500 prep fee.
Acting Cig Attorney Rafael Paz explained that since the last Commission meeting, the City has entered
a contract with the executive recruitment firm of Ralph Andersen and Associates. Mr. Robert Burg of
that firm is here today. There are 3 items that we need direction from the Commission. ln the materials
for the agenda, the first ltem is approval of the timeline that the City Clerk, Acting City Attomey, and
the Procurement Director have discussed with Mr. Burg. lf the Commission approves the advertisement
for the position of the City Manager today, then Ralph Andersen and Associates would post the
advertisement tomorow. There would be an initial 45-day recruitment period, with applications due by
March 1, 2021. The firm would then conduct its due diligence and make its recommendation. The
Commission would be shortlisting applicants in March, with interviews in early Aril. lf everything goes
smoothly, selection and contract negations would occur in April. The timeline is at the Commission's
discretion; that is the first ltem. The second ltem is the approval of the advertisement itself. The draft
of the job profile is in the materials provided to the commission. Specifically, the qualifications of the
City Manager are listed there. The minimum qualifications are a minimum of seven years of
management experience, either public or private, with at least five years as a department director, with
a focus on applicants that have extensive management experience either as a City Manager or an
Assistant City Manager, Deputy City Manager, or equivalent position. Also required is an undergraduate
degree; no master's degree is required. There is one ltem that we specially need direction from the
Commission. That is whether to have a residency requirement. Mr. Burg's draft states that residency is
not a requirement, but it is prefened. But even that is the Commission's call as to whether to have a
residency requirement, include a preference, or simply be silent on the issue. The City Commission
wants to take up these two items, and subsequently speak about the optional services, which Acting
City Attorney Paz c,,n walk through the Commission on. That ltem is to see if the Commission would
elect to have optional surveys or optional virtual townhalls during the initial recruitment period.
Commissioner G6ngora stated that he believes it would be great for the City Manager to reside in the
City limits. The few places that he has been out, whether it is the grocery story, when he runs into
people, everyone loves the idea of having a Cig Manager that is truly integrated into the community on
a fulltime basis. He understands that there are pros and cons to each. But in Miami Beach they are
used to seeing the City Manager. Even though former City Manager Jimmy L. Morales did not live in
the City, he was a Miami Beach guy; he went to Miami Beach High and he was a community member
for many years. lt is important; he would make residency a requirement, but he does not believe he
would have the votes. He is a practical person; he would like to leave residency in as a preference as
it is a preference for him.
Page 1 of 4
After Action January 13,2O2'l City of Miami Beach
City Commission Meeting
Commissioner Aniola agrees that residency is a strong preference for him. lf there is appetite to make
it a requirement, he would support that. Commissioner G6ngora might have two votes for that. lf
residency is not a requirement, then it should be a strong preference. He wants to see someone that is
so committed to Miami Beach that they live here.
Mayor Gelber thinks the problem with the residency requirement is that it will take a whole group of
people out, who for many obvious reasons are unable to live in the City. Maybe they have childcare
responsibilities, or other things. He does not have a problem putting it as an ltem to consider, but he
does thinks stopping people from applying if they are not willing to live in the City would tiake many
people from consideration.
Commissioner Samuelian stated that the timeline is appropriately aggressive; he is onboard with what
is trying to be done. ln terms of the job description, he would underscore what Commissioner Arriola
said, "strong preference" for residency in the City. There are many benefits for the City Manager to live
in the community and walk around seeing it. He knows that is what the community prefers. For him that
is an important thing. (Audio inaudible.) lt also sends the right message to at least say that someone
who is bilingual is preferred. lt sends the right message to our multicultural community. He offers that
as input as well.
Commissioner Richardson would not support having a requirement for living in the City. lt will
unnecessarily restrict candidates. He wonies about even the using the word 'preference' because
some people may decide that they do not want to apply, as they may infer that they would not be given
adequate consideration. But if his colleagues want to have a preference, he will certainly go along with
that. He does think, as Commissioner Samuelian stated, we should indicate a preference for a bilingual
person; in South Florida that is especially important. The lawyers can offer some language as to how it
could be drafted. He appreciates Commissioner Samuelian bringing that up, as it is a valid point.
Mayor Gelber stated that right now residency is a preference, no more. ln terms of bilingual he asked
his colleagues to put their hands up to indicate their support for bilingual to be a preference, a
permissive goal, for the position of City Manager. Mayor Gelber after seeing the hands go up, stated,
"We have that." The Mayor directed for bilingual preference to be added to the minimum requirement
of the City Manager position.
Acting City Attorney Paz proffered the following language: "Spanish language proficiency preferred."
Mayor Gelber responded that yes, the proposed language was acceptable. Mayor Gelber stated that
he agrees with the timeline. He inquired if there was anything else that needs to be done.
Rafael Paz stated that with the direction given, the job profile can be finalized. They will leave the
language that residency is not required but preferred as well as add that Spanish language proficiency
is prefened. There are the optional services that if the Commission elected the recruiter to provide, they
would all be performed withing the initial 45-day recruitment period. The optional services include:
1. An internal organization survey for $3,500.2. A community survey for $3,500.3. lf the Commission wanted a virtual townhall and the community survey was ordered, then the
townhall would be handled for no additional fee.4. lf the Commission wanted both surveys and the townhall if would be an all-in of $5,000.5. lf the Commission wanted just the virtual townhall it is $500/per hour of Mr. Burg's time plus a one-
time prep fee of $500.
Page 2 of 4
After Action January 13, 2021 City of Miami Beach
Cig Commission Meeting
Mayor Gelber asked his colleagues to discuss the "upselling." He is not sure how much of this is
necessary.
Commissioner Richardson stated that upselling may not be a bad word. He does not think we need this
to get the job done. We are in a tight budget time. He rather not spend the taxpayers' dollars. There
are other ways that the Commission can have input. Commissioner Richardson does not believe that
anyone's input is being excluded. He is not in favor of the additional services that have been offered.
Commissioner Samuelian commented that in the scheme of our $650 million operating budget he does
not feel bad for a proposal of a handful of thousand dollars. Given that this will not delay the recruitment,
he is not opposed to it. He thinks the miss would be to go through this process and have no way for the
community to be directly engaged. The part that he feels strongest about is the virtual townhall. He
sees no reason the City would not open the floor to give the people the time to give their direct feedback.
It would be a positive experience; the costs are nominal with no impact to the timeline. That is the part
that he feels strongest that should be included.
Commissioner Arriola agrees with Commissioner Samuelian. He is a fiscal hack but a few thousand
dollars to open it up and have a more vibrant process is money well spent. This is one of the most
crucial decision the Commission will make all year. lt will have a lasting impact for many years. lf they
pick right, the selected City Manager will be with the City for 5, 6, or 7 years. Let us spend a little bit of
extra money if it makes the process more transparent and fluid.
Mayor Gelber explained that there are few components to this. Commissioner Samuelian wants a
townhall. He asked Commissioner Arriola if he wants all the additional services?
Commissioner Richardson asked how much is the townhall? ls it $500 an hour and a $500 set up fee?
Rafael Paz confirmed the cost.
Mayor Gelber stated that the City can do the townhall itself. The City has experience.
Vice-Mayor Meiner said that he is favor of the townhall. When he read this ltem, he wanted to hear
what the residents have to say at a townhall.
Commissioner Richardson asked if Vice-Mayor Meiner wants a townhall that would only be conducted
by consultant or could the City do it internally.
Vice-Mayor Meiner said he does not have a preference. He asked how much it would cost. He asked
the lnterim City Manager if the consultant could do it more expeditiously, then the $2,500 is worth it.
Acting City Attomey Paz explained that it would be the City's Zoom account, it would be the City's
townhall, but Mr. Burg would be the moderator, lead the discussion, and be responsible for the meeting.
Commissioner Steinberg stated that she would like to hear from Mr. Burg. She has no issue with the
townhall, what she wants to understand is what is the benefit of having the townhall done by City
personnel versus having it done by the recruiter. She further inquired why this service was not included
in the services being provided as Ralph Andersen and Associates was one ofthe most expensive flrms
that bid. She would like to know if it is not included in the package what is the beneflt of the firm running
it. She understands the benefit of a townhall, she just wants to know the difference between the City
conducting it versus the recruiter.
Page 3 of 4
After Action January 13,2021 City of Miami Beach
City Commission Meeting
Mayor Gelber stated that there seems to be an appetite from some Commissioners to conduct a
townhall. The City conducts townhalls well, as they do it all the time. The Commission wants to know
what the City will get for $500 an hour.
Mr. Burg responded that he cannot do a townhall better than the City. His thoughts on this are not up
sale. lt is not that he can do better. The outcome that he is recommending is that City engage its
employees because this is going to be their nexl boss. The City has not done such a recruitment in at
least seven years. lt is an opportunity for the organization to share their thoughts. The Commission will
get a graphics analysis of the survey results. The real opportunity is in the anecdotal comments to really
g6t a sense of what the employees are thinking. The same thing for the community. There is a formal
process where the Commission will get demographic information in a graphic format. The relevance is
that the community and employees are being engaged formally. The townhall was thrown into the
prooess. Whatever the Commission decides to do, he cannot do a better townhall that the City. The
City does townhalls all the time and knows its constituents. lf the Commission wants him to do it, he
will be happy to do it.
Mayor Gelber thanked Mr. Burg for his candor. Mayor Gelber added that the last time the City did a
community survey was in 2019. lt costs $70,000, to obtain residents priorities.
Commissioner Richardson asked if the purpose of the townhall is specifically related to the City
Manager recruitrnent, such as asking from the communi$ what they want to see from a new City
Manager. Or is it broad as to what the City should improve. ls the townhall specific to the City Managea
Mr. Burg responded yes. lt would be specifically, whether it is the employees and/or community, to get
their input as to the proficiencies of the ideal City Manager candidate. Also, what is the expectation and
priorities for the candidate. There is an open aspect where they can say anything they want. lt is
especially to the City Manager.
Commissioner Richardson thanked Mr. Burg for acknowledging that the City knows how to do
townhalls. But there is a benefit to have Mr. Burg do it. lf the City does it, they will have to do a summary
memo, distill all the comments, and summarize them. On the other hand, if Mr. Burg conducts it, he will
also do the summary memo and the City will not have any lost in translation moment. Having said that,
he would support the townhall and having Mr. Burg conduct it. That is the benefit he sees.
Mayor Gelber agrees with Commissioner Richardson. Mayor Gelber asked if anyone has any
objections to having Mr. Burg and his firm conduct the townhall as a forum to engage the community.
There was no objection.
Rafael Paz stated that the advertisement for the position would be published tomonow and they would
do their best to stick to the schedule that was just approved.
Page 4 of 4
I\4ARCH 17,2021
ITEI\4 R9 F
AND
RELEVANT
AFTER-ACTION
NOTE: APPLICANT
ARTICLES WERE OI\4 ITTED
FROIVI THIS PACKAGE
l
415124,4:46 PM
TO:
FROM:
DATE:
AAIAAAIBEACH
Coversheet
New Business and Commicsion Requests - R9 F
COMMISSION MEMORANDUM
Honorable Mayor and Members of the City Commission
Rafael Paz, Acting City Attorney; Rafael Granado, City Clerk; and Alex
Denis, Procurement Director
March 17,2021
10:35 a.m.
SUBJECT: DISCUSSION, AND TAKE ACTION lF NECESSARY REGARDING THE SELECTION PROCESS
FOR THE NEW CITY MANAGER, INCLUDING APPROVAL OF THE SHORT-LISTED
CANDIDATES FOR CITY MANAGER.
ANALYSIS
Please see attached Memorandum and Exhibits.
SUPPORTING SURVEY DATA
N/A
ABpligahleArea
Citylide
ls this a "Residents Right to
Know" item,_p![Eua![le
GitV CoOe SeAion Z-tlZ
Yes No
lggislative Tracking
Office of the City Attorney/Office of the City Clerk
ATTACHMENTS:
Description
D Memorandum
D Exhibit 1 - Matrix of Experience for Candidat g Qualifications
D Exhibit2 -AppJsanllislins
D Memorandum
D Summary of Articles - w- Articles Attached - Boodheshwar
D Summarv of Articles - w- Articles Attached - Camenter
D Summarv of Articles - w- Articles Attached - Figliola
D Summarv of Articles - w- Articles Attached - Fletcher
D Summarv of Articles - w- Articles Attached - HamBtm
D Summary of Articles - w- Artic y_
D Summarv of Articles - w- Articles Attached - Hudak
D Summarv of Articles - w- Articles Attached - Melder
D Summarv of Articles - w- Articles Attached - Reese
D Summarv of Articles - w- Articles Attached - Woodrufi
D Article re: Rocky Mount NC Assistant fiy_MAnager out
Does this item utilize G.O.
Bond Funds?
https://miamibeach.novusagenda.com/agendapublic/CoverSheet.aspx?ltemlD=20777&MeetinglD=891 1t1
AAIAAAIBEACH
OFFICE OF THE CITY CLERK
OFFICE OF THE CITY ATTORNEY
PROCUREMENT DEPARTMENT
COMMISSION MEMORANDUM
TO:
FROM:
Honorable Mayor and Members of the City Commission
Rafael Paz, Acting City Attorney; Rafael E. Granado, City Clerk; and Alex Denis, Director,
Procurement Department
DATE: March 17,2021
SUBJECT: DISCUSSION, AND TAKE ACTION lF NECESSARY, REGARDING THE SELECTION
PROCESS FOR THE NEW CITY MANAGER, INCLUDING APPROVAL OF THE SHORT.
LISTED CANDIDATES FOR CITY MANAGER.
On January 13, 2021, the Mayor and City Commission approved the Job Profile for the City Manager and
commenced the recruitment period for the selection of the City Manager, with a deadline of March 1,
2021 for submission of applications.
By March 1, 2021, the City's executive recruiter, Ralph Andersen and Associates (the "Recruite/'),
received a total of 29 applications for the City Manager position. The Recruiter has vetted the applications,
including confirming employment and education for all applicants, and has conducted a preliminary
interview with the applicants. A!! 29 applications were received timely, on or before the March 1, 2021
deadline for submission of applications.
The Recruite/s lnitial Recommendation of Applicants Who Exceed Qualifications
ln an effort to assist the City Commission in approving a short list of candidates at the March 17,2021
City Commission meeting, the Recruiter has identified ten (10) applicants who exceed qualifications,
and in the Recruiter's professional estimation, wanant special consideration by the City Commission,
based on the strength of their qualifications and experience. The Recruiter's recommended highly
qualified applicants, listed in alphabetica! order, are as follows:
Candidate Current Position
Boodheshwar, Jay Deputy Town Manager
Town of Palm Beach
Palm Beach, FL
Carpenter, Eric
*lnternal Candidate
Assistant City Manager
City of Miami Beach
Miami Beach, FL
Figliola, Anthony Executive Vice President
Empire Government Strategies
New York, NY
Fletcher, Alfred Jerome Assistant Chief Administrative Offi cer
Montgomery County
Rockville, MD
Hampton, Natasha Assistant City Manager
City of Rocky Mount
Rocky Mount, NC
Hardy, James Deputy Mayor
City of Akron
Akron, OH
Hudak, Alina
*lnternal Candidate
Assistant City Manager
City of Miami Beach
Miami Beach, FL
Melder, Jay Assistant City Ad m in istrator
District of Columbia
Office of the City Administrator
Washington, D.C.
Reese, Michael Former Director of Local Government Affairs
lce Miller Whiteboard
Columbus, OH
Woodruff, John
*lnternal Candidate
Chief Financial Officer
City of Miami Beach
Finance Department
Miami Beach, FL
The Recruiter's Matrix for evaluating the applicants who exceed qualifications is attached as Exhibit 1.
The full list of applicants is attached as Exhibit 2, with the applicants separated in three groups: (1) the
Recruiter's 10 recommended applicants who exceed qualifications; (2) applicants who meet
qualifications; and (3) applicants who meet some qualifications.
Each member of the City Commission will receive binders with hard copies of all the applications. The
applications are also available for public inspection at: https://www.miamibeachfl.qov/citv-ha!!/citv-
deBlcity-m a n aqer-appl i cati on s/
To structure an orderly process for City Commission review and approval of a short list of applicants to
proceed to the next (and fina!) phase of the City Manager selection process (the "Short List"), we propose
a 3-step process for establishing the City Commission's Short List, with a goal of ultimately establishing
a City Commission Short List of 4-6 candidates:
(1 ) The City Commission should first review and discuss the Recruiter's ten (10) applicants who exceed
qualifications. The City Clerk will then request that each member of the City Commission identify and
announce, from the list of ten (10) applicants who exceed qualifications, those applicants each
member of the City Commission would nominate for inclusion in the Short List. The City Clerk will
keep a running tally of the nominations, and any applicant who receives four or more nominations will
be added to the City Commission's Short List.
Proposed Process for Approval of a Short List at the March 17. 2021 Commission Meetino
(2) After the initial Short List is established, the City Commission would then consider adding any of the
remaining applicants to the City Commission's Short List. To add any other applicant to the Short List,
the Mayor or Commissioners must nominate an individual, and the applicant must receive 4 votes to
be added to the Short List.
(3) Once the above steps are completed, the City Commission should review the list of candidates who
received four or more votes, to determine whether to accept the list as the final Short List, or whether
to make any final changes to the Short List. To this end, although it is within the City Commission's
discretion to determine the tota! number of Short List candidates, we recommend that the City
Commission establish a Short List of 4-6 candidates to proceed to the final phase of the selection
process.
Proposed Process followinq Approval of the Short List
Week of April 5
Once a City Commission Short List is approved, the Recruiter will invite all Short-Listed candidates to
interviewwith the City Commission the week of April 5. The Recruiterwill commence background checks
per the Contract and Timeline.
Regarding the interview process, we request that the City Commission provide direction as to whether
the interviews with the Short-Listed candidates will be conducted via:
One-on-one meetings with the Mayor and each Commissioner, either via Zoom or in person (with the
City Commission to determine which format it prefers to utilize for the one-on-one meetings); or
A Special Commission meeting, with each candidate interviewed separately by the entire City
Commission, and with all candidates being asked the same questions; or
Both one-on-one meetings with the Mayor and each Commissioner and a Special Commission
meeting.
Week of April 12
lf the City Commission elects to convene a Special Commission meeting to interview Short-Listed
applicants, at the conclusion of the meeting the City Commission could immediately go into deliberations
for final selection of the new City Manager, with direction to the City Attorney to promptly negotiate the
employment contract for the new City Manager.
lf the City Commission elects to only have one-on-one interviews, a Special City Commission meeting
should be scheduled the week of April 12 to deliberate and select the new City Manager, subject to
contract negotiation.
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EES F
Carpenter, Eric
*lnternal Candidate
Gity of Miami Beach
City Manager
Applicant Listing - Exceeds Qualifications
As of March 2,2021
Total Numberof Applicants: 10
Candidate Current Position
Boodheshwar, Jay
Deputy Town Manager
Town of Palm Beach
Palm Beach FL
Assistant City Manager/Director of Public
Works
City of Miami Beach
Woodruff, John
"lnternal Candidate
Miami Beach FL
Figliola, Anthony
Executive Vice President
Empire Government Strategies
New York, NY
Assistant Chief Administrative Offi cer
Fletcher, Alfred Jerome MontgomeryrCounty
Assistant City Manager
Hampton, Natasha City of Rocky Mount
Rocky Mount, NC
Hardy, James
Deputy Mayor
City of Akron
Akron OH
Hudak, Alina Assistant City Manager
City of Miami Beach.lnternal Candidate Miamit Beach, FL
Assistant City Ad mi n istrator
Melder,JayDistrictofColumbiaOffice of the City Administrator
Washington, D.C.
Reese, Michael
Former Director of Local Government
Affairs
lce Miller Whiteboard
Columbus OH
Chief Financial fficer
City of Miami Beach
Finance Department
Miami Beach, FL
rH
Rdph Andersen & Associates
Gity of Miami Beach
City Manager
Applicant Listing - Meets Some Qualifications
As of March 2,2021
Total Number of Applicants: 1 1
Gandidate Current Position
Abzhanov, Arnat
Private Advisor
Self-Employed
Plantation FL
Cardet, Luis
Former Finance Director/Consultant
The Walt Disney Company
Burbank, CA
Diaz, Maribe!
Managing Attorney, Collections Department
Behar Gutt & Glazier, P.A.
Fort Lauderdale, FL
Dugal, Kip
Commun ity Association Manager
AKAM On-Site
Miami FL
Escano, Juan
PresidenUProgram Manager
Escano & Associates
Multiple Locations
Geoghegan, Brian
Township Manager
Howell Township
Howell NJ
Klein, Ken
Assistant County Manager
Snohomish County
Everett, WA
Mayer, Emanuel
President and Founding Principal
Mayer Development Group, lnc.
Miami Beach FL
Muchollari, Pino
Former Server/Bus Boy/Host
Balos Estiatorio
West Hartford CT
Neree, Dufirstson (DJ)
Senior Manager/Consultant
Freedom Trust Co., LLC
Miami FL
Sullivan, Owen
Senior Assistant City Solicitor
City of Pittsburgh Department of Law
Labor Relations Division
Pittsburgh, PA
rH
Ralph Andersen & Associates
AAIAAAIBEACH
OFFICE OF THE CITY CLERK
OFFICE OF THE CITY ATTORNEY
PROCUREMENT DEPARTMENT
COMMISSlON MEMORANDUM
TO:
FROM
Honorable Mayor and Members of the City Commission
Rafael Paz, Acting City Attorney; Rafael E. Granado, City Clerk; and Alex Denis, Director,
Procu rement Department
DATE: March 17,2021
SUBJECT: DISCUSSION, AND TAKE ACTION lF NECESSARY, REGARDING THE SELECTION
PROCESS FOR THE NEW CITY MANAGER, INCLUDING APPROVAL OF THE SHORT.
LISTED CANDIDATES FOR CITY MANAGER.
Attached please find articles relating to the below ten (10) applicants whom the recruiter deemed exceed
qualifications. The recruiter provided these articles on March 15,2021.
Candidate Current Position
Boodheshwar, Jay Deputy Town Manager
Town of Palm Beach
Palm Beach, FL
Carpenter, Eric
*lnternal Candidate
Assistant City Manager
City of Miami Beach
Miami Beach, FL
Figliola, Anthony Executive Vice President
Empire Government Strategies
New York, NY
Fletcher, Alfred Jerome Assistant Chief Administrative Officer
Montgomery County
Rockville, MD
Hampton, Natasha Assistant City Manager
City of Rocky Mount
Rocky Mount, NC
Hardy, James Deputy Mayor
City of Akron
Akron, OH
Hudak, Alina
*lnternal Candidate
Assistant City Manager
City of Miami Beach
Miami Beach, FL
Melder, Jay Assistant City Ad min istrator
District of Columbia
Office of the City Administrator
Washington, D.C.
Reese, Michael Former Director of Local Government Affairs
lce Miller Whiteboard
Columbus, OH
Woodruff, John
*lnternal Candidate
Chief Financial Officer
City of Miami Beach
Finance Department
Miami Beach, FL
After Action March 17, 2021
Hybrid Commission/RDA/NBCRA/Presentations & Awards Meeting
City of Miami Beach
3:05:15 p.m.
SUPPLEMENTAL MATERIAL 2: MEMORANDUM AND SUMMARY OF ARTICLES
R9 F DISCUSSION, AND TAKE ACTION IF NECESSARY, REGAROING THE SELECTION PROCESS
FOR THE NEW CITY MANAGER, INCLUDING APPROVAL OF THE SHORT.LISTED CANDIDATES
FOR CITY MANAGER.
'10:35 a.m.
AFTER.THE.FACT RESOLUTION :
A RESOLUTION OF THE MAYOR AND CITY MISSION OF THE CITY OF MIAMI BEACH,
FLORIDA. RELATING TO THE CITY MA NAGER SELECTION PROCESS, AND APPROVING JAY
R oBOODHESHERIC CARPENTE ANTH NY FIGLIOLA. ALINA HUDAK. MICHAEL REESE
AND JOHN WOODRUFF AS THE SHORTLISTED CANDIDATES FOR THE CITY MANAGER
POSITION.
Office of the City Attorney/Office of the City Clerk
Supplemental updated on 3/1 512021
AGTION: Resolution 2021-31658, See motlons below. Discussion held. Rafael Paz, Rafael E.
Granado, Alex Denis and Michele Burger to handle.
MOTION NO. 1:
Motion made by Commissioner Richardson to move the three internal candidates into the next round;
seconded by Commissioner Samuelian. Approved by acclamation. Vote: 7-0.
MOTION 2
Commissioner Arriola made a motion to take up to six (6) candidates for the Commission to vet,
seconded by Commissioner Meiner, to expand the list. Motion withdrawn.
MOTION 3:
Commissioner Arriola made a new motion to have three external candidates; seconded by
Commissioner Richardson, who offered an amendment to include two of the three external, highest
ranked candidates: Anthony Figliola and Jay Boodheshwar, and then the City Clerk can call the roll
on the two that get the votes to decide who would be the third external candidate. Commissioner
Arriola accepted the amendment. No vote taken.
Commissioner Steinberg moved to have a separate Commission Meeting just for the selection of the
City Manager, seconded by Commissioner Richardson. No vote taken.
DIRECTION:
Shortl isted cand idates :
Jay Boodheshwar
Eric Carpenter
Anthony Figliola
Alina Hudak
Michael Reese
John Woodruff
Process:. Each Commissioner to interview each of the six candidates individually.. Schedule a Special Commission Meeting to hold a public panel interview.. Schedule a second Special Commission Meeting to select the finalist.
Page 1 of 9
After Action March 17, 2021 City of Miami Beach
Hybrid Commission/RDA/NBCRA/Presentations & Awards Meeting
None of these meetings will be a Commission Meeting
Mayor Gelber introduced the item.
Acting City Attomey Rafael Paz stated that the recruiter received 29 applications for the City Manager
position on March 1st, they were all submitted timely. The recruiter, Mr. Burg, is available to answer
questions today. He has done due diligence by doing the preliminary vetting of applicants, checked
education and employment references, and he has interviewed each applicant. To assist in shortlisting
he has separated applications into three tiers based on his estimation of their qualifications. The first
tier is the green binder, with ten candidates that the recruiter believes are highly qualified and exceed
qualifications; the blue binder are applicants who meet qualifications, with a group of eight, and a
yellow binder with the remaining applicants who in the recruite/s estimation meet some of the
qualifications. ln tier one, as suggested, there were three intemal candidates and seven extemal
candidates. He thinks it would be helpful to them to first focus on the ten highly qualified applicants.
City Clerk Granado sent an email yesterday asking each member of the City Commission to be
prepared to nominate up to six applicants for the shortlist. Clerk Granado will ask for a vote one by
one to add names to the shortlist. He thinks that any candidate that gets four or more nominations
would automatically move into the shortlist, and then the City Commission can determine if they want
to go to candidates that received the highest number of nominations. Ultimately, they recommend
nominating between four to six candidates and shortlist four to six candidates, to permit the scheduling
on the one-on-one interviews and the final selection process to go smoothly, but also give an
opportunity to focus on remaining candidates and concentrate on who is the best fit for the job.
Mayor Gelber stated that the process will be discussed assuming there is no serious disagreement.
They will have the list and they will nominate up to six names. City Clerk Granado will call ask for up
to six names. Legally it does not have to be any of these individuals. Arguably Commissioners could
put anyone into the mix, but to do so would require four votes.
Acting City Attorney Rafael Paz suggested going through the rounds from the applicant list. lf they
want to nominate someone who did not apply, that is not something that was part of the process, but
they can consider it. He suggested doing that as by a separate motion as there may be a separate
discussion.
Discussion held regarding process.
Commissioner Richardson made a motion that the City Commission accept the three internal
candidates as part of the process, who he believes are highly qualified. Then get up to three additional
names, to move things along. Motion was seconded by Vice-Mayor G6ngora and Commissioner
Samuelian.
Commissioner Meiner likes the idea but questions whether they should limit it to three additional
candidates.
Discussion continued regarding number of candidates.
Commissioner Meiner agrees with putting the three internal candidates in that buckets. He just
questions whether they should expand from six to have a fourth external candidate. He does not know
if they want to limit that. He suggested flve external candidates for a total of eight candidates.
Discussion held.
Page 2 of 9
After Action March 17, 2021
Hybrid Commission/RDA/NBCRA/Presentations & Awards Meeting
City of Miami Beach
Acting City Attorney Rafael Paz stated that there is a motion on the floor and recommended to see
what the names are first and then they can see whether they want three, four, or five.
Discussion continued.
Mayor Gelber asked if there was consensus on the motion on the process
Commissioner Samuelian seconded the motion. He agrees that there are three strong internal
candidates that are going to the next round. He also agrees with Commissioner Meiner and does not
want to be too rigid on the process. He thinks they should be allowed to nominate individuals. He too
would be open to more than three external candidates based on the nominations they have, just as
Commissioner Meiner suggested.
MOTION NO. 1:
Motion made by Commissioner Richardson to move the three internal candidates into the next round;
seconded by Commissioner Samuelian. Approved by acclamation. Vote: 7-0.
Discussion continued regarding the number of nominations.
Mayor Gelber asked for consensus to have three votes for the next panel.
Commissioner Meiner understands that as proposed it would only allow for three external candidates,
and if they have the four votes, he would like to have up to five extemal candidates.
Discussion continued
Mayor Gelber added that they are going to vote on the remainder of the individuals in the packet. At
the end of the process if someone wants to nominate someone that did not apply and they get four
votes, they can do that as a separate motion at the end. Clerk Granado will give three names and he
will tell them who received four nominations; they do not have to do any names. He recommended
that at the next meeting they give these applicants time between meetings to meet all of them and
then vote at the next meeting. That should be a straightfonrvard process.
Acting City Attorney Rafael Paz added that once they have shortlisted, they have further key questions
in terms of the process that they would need direction on.
City Clerk Granado called each member of the City Commission for their nominations:
Commissioner Arriola:
1 ) Jay Boodheshwar
2) Anthony Figliola
3) Michael Reese
Vice-Mayor G6ngora thinks the internal candidates advanced are fantastic. ln looking through the list
there was one candidate that struck him as compelling for an interview, Jay Boodheshwar from Palm
Beach, who he also will nominate. He does not know if he can do this under the approved process,
but there were two candidates he thought were going to apply, who live in Miami Beach, are both
bilingual, they both are City Managers currently, and have been employees of the City of Miami Beach
in the past, that he thinks may have applied if they would not have to go through the horrible strain of
public office to seek employment and they can get in trouble with their current employers. The two
individuals interested if considered are Alex Rey, former Building Director for the City, City Manager
from Miami Lakes, and City resident and Jorge Gonzalez, former City Manager.
Page 3 of 9
After Action March 17, 2021 City of Miami Beach
Hybrid Commission/RDA/NBCRA/Presentations & Awards Meeting
Mayor Gelber clarified that they will consider those two people after the first polling is completed and
directed Clerk Granado to call Alex Rey and Jorge Gonzalez for a vote at the end.
Vice-Mayor G6ngora:
1. Jay Boodheshwar
Commissioner Meiner:
1. Alfred Jerome Fletcher2. Anthony Figliola3. Natasha Hampton
Commissioner Richardson:
Commissioner Richardson explained that they have three amazing internal candidates and he
respects the fact that the Body wants to go through a process, but he will not add names.
Commissioner Samuelian :
1. Michael Reese
2. Anthony Figliola
Commissioner Steinberg :1. Natasha Hampton
Mayor Gelber:
1. Jay Boodheshwar
City Clerk Granado announced that Jay Boodheshwar was the only candidate who received four (4)
votes.
Acting City Attorney Rafael Paz added that the next highest ranked candidate would be Anthony
Figliola who received three votes. All other candidates received two or less.
Commissioner Meiner stated the way it is now they would be interviewing one external candidate. lt is
not to take away from the three internal candidates who he thinks highly ol but to go through the
process and have only one external candidate to interview is not what he envisioned. He thought they
would interview three, and he thought it was too low of a number, so he is not comfortable with this
process.
Mayor Gelber needs a motion.
Acting City Attorney Rafael Paz stated that they now have four candidates in the shortlist. lf they want
to consider the next highest ranked candidate, if there was a motion on that and a second, they can
call a vote. lf four agree to move that candidate in, they may want to consider the one that received
two or less votes. Anthony Figliola received three votes, so they can certainly take that up.
MOTION 2
Commissioner Arriola agrees with Commissioner Meiner. The three internal candidates are
spectacular and strong. However, they have good resumes here and it behooves them to go through
the process to talk to these applicants, pick their brain and learn something - to learn best practices
from them. Why keep it to just internal candidates? They are better served by opening this up and
spending a few hours collectively with candidates to make sure they do not overlook something. One
or more of the internal candidates may get poached by another municipality and then they will be down
Page 4 of 9
After Action March 17, 2021 City of Miami Beach
Hybrid Commission/RDA/NBCRA/Presentations & Awards Meeting
to two candidates with a small pool. Commissioner Arriola made a motion to take up to six (6)
candidates for the Commission to vet. Seconded by Commissioner Meiner.
Acting City Attorney Rafael Paz stated that after Anthony Figliola, who received three votes, there
were two other candidates who received two votes, Natasha Hampton, and Michael Reese.
Mayor Gelber recommended that the six be modifled to be used from the ones that have two or more
votes.
City Clerk Granado stated that Jay Boodheshwar received four votes, Anthony Figliola three votes,
Natasha Hampton received two votes, and Michael Reese two votes.
Discussion continued.
Mayor Gelber stated the motion is to have seven in total and Commissioner Arriola agreed
Commissioner Samuelian supports the motion to expand to couple with the strong internal candidates
they have.
Vice-Mayor G6ngora approves of the process, but he does not want it to go up to eight before he
nominates the people he desires. How many people do they want to have?
City Clerk Granado clarified that there is a motion to accept everyone that received a vote, and that
would be Jay Boodheshwar, Anthony Figliola, Alfred Jerome Fletcher, Natasha Hampton, and Michael
Reese with three internal candidates for a total of eight.
Vice-Mayor G6ngora would like to hear from his colleagues to see if they would like to add the names
he suggested or not since they expressed some interest at some point and they do live in the City.
Commissioner Steinberg suggested making things simple; for those that received a vote they can
make a motion if they want to see and interview them, they can vote and do that. She agrees having
more people going through the process. lt is an important part of what they are doing, and she has no
issue with that. To make it cleaner the point is for them to shortlist. lf they end up with the same number
of applicants, she does not know if they are doing them a disservice. Perhaps they can go the way the
City Attomey had originally suggested, give them a name, and if they vote at least they can vote in an
orderly manner and end up with eight or ten; ending up with a cleaner pro@ss.
Mayor Gelber clarified that the motion by Commissioner Aniola is to approve eight (8) people to be
interviewed and shortlisted, including the internal candidates; then they will hear Vice-Mayor G6ngora.
Vice-Mayor G6ngora thinks they should take the slated ten and interview them.
Discussion continued.
Commissioner Richardson respectfully disagrees that they would have all these people; one person
received one vote. With no disrespect to Commissioner Meiner, the purpose of this is to get a shortlist,
and they started at ten and are now at eight (8). lf two more names are added by Vice-Mayor G6ngora
they will be back up at 10. He suggested the option of going through the five people that got votes and
at least keep them in the process. They are trying to get to a shortlist, and they are not moving down
the road by doing it this way.
Page 5 of 9
After Action March 17,2O2'l City of Miami Beach
Hybrid Commission/RDNNBCRA/Presentations & Awards Meeting
Mayor Gelber added that they had a process in the beginning, but everyone has been adding to it. He
asked for a motion.
Commissioner Richardson made a motion that they take the five people that got one vote, and they
go down the list one more time and let the City Commission vote, and see who receives four votes to
stay in the process, and if they do, they keep them on the list. This is just saying they are voting for
them, not that they are getting the position.
Mayor Gelber stated that there is a motion. Commissioner Arriola made a motion, seconded by
Commissioner Meiner for eight (8) candidates; he called for the vote.
Commissioner Aniola stated that they have not discussed the interview process and whether that is
going to be a group or individual process. lnterviewing people takes a great deal of time; six is already
a substantial number. He knows the internals and will spend time speaking to each of them. He is
satisfied with the tree external candidates. He rather not have eight, he prefers leaving it at six
candidates.
Discussion continued regarding interviews
Commissioner Arriola clarified that the motion was to expand the list and he is happy to withdraw his
motion. He then made a new motion to have three external candidates. Seconded by Commissioner
Richardson, who offered an amendment to include two of the three external, highest ranked
candidates: Anthony Figliola and Jay Boodheshwar, and then the Clerk can call the roll on the two that
get the votes to decide who would be the third external candidate. Commissioner Aniola accepted the
amendment.
Discussion continued
Vice-Mayor G6ngora asked if this vote precludes the two names he wants to add. Mayor Gelber stated
they will listen to him right after the vote.
Commissioner Meiner agrees with Vice-Mayor G6ngora and thought five is reasonable. However, he
does not have the support on that.
Commissioner Arriola restated his motion, which was amended by Commissioner Richardson, with
two of the external candidates moved to the shortlist, and now they are going to vote for the other
candidates that had some support; that would be the third person to make the cutoff.
Mayor Gelber asked if there is any objection for the two next highest vote receiving candidates to be
moved into the final list. No objections. He asked Clerk Granado who were the remaining candidates
that received any votes.
City Clerk Granado stated that Mr. Fletcher received one vote, Ms. Hampton received two votes, and
Mr. Reese received two (2) votes. He asked for nominations from each member of the City
Commission one by one:
Discussion continued.
FLETCHER:
Com m issioner Steinberg
Com missioner Richardson
Commissioner Meiner
No
No
Yes
Page 6 of 9
After Action March 17, 2021 City of Miami Beach
Hybrid Commission/RDA/NBCRA/Presentations & Awards Meeting
NoMayor Gelber
NATASHA HAMPTON
Com m issioner Steinberg
Commissioner Richardson
Commissioner Meiner
Mayor Gelber
MICHAEL REESE
Com missioner Samuelian
Commissioner Richardson
Commissioner Meiner
Vice-Mayor Gongora
Commissioner Aniola
Mayor Gelber
Yes
No
Yes
No
Yes
No
Yes
Yes
Yes
No
City Clerk Granado announced that Michael Reese has been added to the group with four votes. The
group has now three internal and three external candidates for a total of six candidates.
Mayor Gelber recognized Vice-Mayor Gongora.
Vice-Mayor G6ngora added that this has been an amusing process but he wants to see if there is
support to interview these Miami Beach residents with experience rumored to be applying and then
did not apply; Alex Rey and Jorge Gonzalez.
Commissioner Samuelian stated that if they have two individuals that have the background and are
City residents, he will support interviewing.
Commissioner Richardson added they have six candidates now and it is hard for him to add someone
to the list if they did not want to submit their application. He understands they did not want to express
that due to their cunent job, but that is the first step. He will not be in support, although they are both
terrific.
Commissioner Meiner stiated he wishes they would have applied. He loves the fact they are Miami
Beach residents. Based from what he hears, it was not that these individuals did not know about the
application, because the appearance of a deadline he does not like the optics of it. Unfortunately, he
is a no.
Mayor Gelber agrees with Commissioner Meiner. lt is a process issue. They are both great candidates.
Commissioner Steinberg would have added them for consideration, but there does not seem to be
consensus.
Discussion held.
Commissioner Samuelian suggested hearing from the seven Commissioners.
Per Mayor Gelber's direction, City Clerk Granado asked for votes for Alex Rey and Jorge Gonzalez
VOTE FOR ALEX REY AND JORGE GONZALEZ
Commissioner Samuelian Yes
Commissioner Meiner No
Page 7 of 9
After Action March 17, 2021 City of Miami Beach
Hybrid Commission/RDA/NBCRA/Presentations & Awards Meeting
Comm issioner Steinberg
Commissioner Richardson
Commissioner Aniola
Vice-Mayor G6ngora
Mayor Gelber
Yes
No
No
Yes
No
Acting City Attorney Rafael Paz recapped that they could move and accept the final shortlist, which
would include Jay Boodheshwar, Eric Carpenter, Anthony Figliola, Alina Hudak, Michael Reese, and
John Woodruff.
Mayor Gelber thanked all the candidates for applying as these are very impressive resumes; they are
dedicated public servants. He suggested setting up a process for when they vote. He would
recommend in the interim to proceed having individual meetings unless someone has a different idea,
so they are well-informed.
Commissioner Samuelian made a motion to approve the six candidates, preferring to meet individually
and obtain as much information about the six. His recommendation/preference motion is to be allowed
to interview the six individually and at the next meeting they have a group interview as a Commission,
then they can proceed to a decision making.
Commissioner Richardson seconded the part of the motion to accept the six candidates. He asked
what the process would be to proceed on the interviews if they decided in making the selection. Wow
will they proceed and what is the proposal on how they would vote? Do they call each name and
shortlist the shortlist?
Mayor Gelber imagines they would go through the next month and have interview meetings. He would
anticipate coming to the meeting with an idea of who they prefer, with a second and third choice, then
they can take a first round and see who got a vote. lf no one got a fourth vote they go to a second
round, and perhaps take the top two and vote on them.
Acting City Attomey Rafael Paz stated the process is at their discretion, but staff needs direction if the
Commission want Zoom calls for individual meetings with all six of the applicants. Staff had suggested
a Special Commission Meeting prior to April 21 for the City Commission to conduct a group interview
where they would ask candidates the same question via a Zoom meeting. lf ready, then proceed to
the final deliberations. The final selection requires a majority vote.
Mayor Gelber stated that if no one gets four votes, they can simply vote on the top two candidates
Discussion held.
Commissioner Richardson thinks the process went well and believes they should proceed with
individual interviews. ln a group interview, if they interview Person A, Person B has the benefit of
knowing the questions. By the time the sixth person gets around, they know the answers to the
question. Another way of doing it is to put the six candidates in the room and ask different questions
to different people. lf they are going to do public it has to be fair, otherwise, everyone is going to be
lobbying about going last.
Mayor Gelber suggested letting everyone go through their cycle individually through Zoom and try to
create a level of consistency and fairness. Near the end have some type of public event or one at a
time, one after the other- lt could be a two to three-hour meeting, as it is a major decision. He suggested
Page 8 of 9
City Clerk Granado announced that the vote fails.
After Action March 17, 2021 City of Miami Beach
Hybrid Commission/RDA/NBCRA/Presentations & Awards Meeting
bringing one at a time in a soundproof room if required, and the meeting on April 21st will be the one
to vote on.
Commissioner Steinberg agrees with the process via Zoom followed by the public meeting. She
suggested having a separate meeting just for the flnal selection of the City Manager so it is not
sandwiched between a huge Agenda that the public is waiting for, and time certain are not adhered
to.
Commissioner Richardson seconded her motion.
Discussion continued.
Commissioner Aniola asked if their consultiant is on the telephone and if he can answer/advice as to
what best practice dictrates for other Commissions. Being deliberate on how much time it takes is well
worth it. He wants to pick the brain of these other candidates from outside as he thinks they will have
innovative ideas than this Commission has not thought of. He wants to be slow and deliberate and not
rush it. They should have an open and fair process for those that may have applied putting their jobs
at risk, as that can affect their careers. Give these applicants every benefit to compete for this job,
because once the employer finds out that can affect a career. He suggested giving them time for due
diligence. He is happy to do the interviews personally or one on one in Zoom calls.
Mayor Gelber added that the process will be for each Commissioner to interview each of the six
candidates. They will then set up a time for everyone to interview publicly each of them, on a Panel
lnterview, one after the other. Thirdly, they will set up a third meeting, based on how they are moving
along. He would like to get it done within the 30 days, but they do not have to make that commitment.
There will be individual interview meetings, a panel meeting, and a vote meeting. None of these
meetings will be a Commission Meeting; they will call that "the Steinberg rule," which is wise in order
not to end up having this in between other items. There were no objections to that process. He thanked
Mr. Burg for his help on this. Mr. Burg is available for them to talk to. Mr. Burg looked at the resumes
and does this for a living; feel free to call him.
Commissioner Meiner spoke to Acting City Attomey Rafael Paz about this and for clarification, if one
of the external candidates would be chosen, could they mandate them to be residents of Miami Beach?
Acting City Attorney Rafael Paz stated that the process was that residency is preferred but not
required. They can take that into account when voting. However, they have one set of conditions that
would apply to internal candidates and a more stringent set of conditions applied to external
candidates. They do not recommend employment related issues that they would need to be mindful
about with impact claims. They should treat all candidates equally in terms of the conditions of
employment.
Handouts or Reference Materials:
1. Resolution of the Board of Governors Miami Beach Chamber of Commerce - March 2, 2020 -
Recommending and requesting that the City Commission select our new City Manager from amongst the
three highly qualified in-house candidates.2. Email from Rafael E. Granado, Date: March 16,2020, To: City Commission; RE: Proposed Process for
Approval of a City Manager Short List at the March '17, 2021 Commission Meeting.
Page 9 of 9
RESOLUTION 2021.3 1658
RESOLUTION NOi 2021-31658 !
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE
GITY OF MIAMI BEACH, FLORIDA, RELATING TO THE CITY
MA}IAGER SELECTION PROCESS, AND APPROVING JAY
BOODHESHWAR, ERIC CARPENTER, ANTHONY FIGLIOLA, ALINA
HUDAK, MICHAEL REESE, AND JOHN WOODRUFF AS THE SHORT.
LISTED CANDIDATES FOR THE CITY MANAGER POSITION.
WHEREAS, on October 14, 2O2O, City Malor and City Commission directed City staff to
initiate an expedited process to seek Lefters of lnterest from top executive recruitmenUsearch firms to
assist with the selection of the City's next City Manager; and
WHEREAS, Request for Letters of lnterest (RFLI 2021-036 KB) was prepared and sent on
October 15,2OZA to 61 top firms for their consideration; and
WHEREAS, on November 18, 2020, the Mayor and City Commission selected Ralph
Andersen & Associates ("Ralph Andersen") to provide executive recruitment services for the City, in
connection with the City Commission's search process and selection of a new City Manager; and
WHEREAS, by March 1,2021, the City's executive recruiter, Ralph Andersen, received a total
of 29 applications for the Clty of Miami Beach City Manager position; and
WHEREAS, Ralph Andersen vetted the applications, including confirming employment and
education for all applicants, and has conducted a preliminary inteMew of all applicants; and
WHEREAS, all of the 29 applications were received timely, on or before the March 1, 2021
deadline for submission of applications; and
WHEREAS, in an effort to assist the Mayor and City Commission in approving a short list of
candidates atthe March 17,2021 City Commission meeting, Ralph Andersen identified ten (10) highly
qualified applicants who, in Ralph Andersen's professional estimation, warrant special consideration
by the Gity Commission, based on the strength of their qualifications and experience; and
WHEREAS, Ralph Andersen's re@mmended highly qualified applicants, listed in alphabetical
order, are as follows:
1. Jay Boodheshwar
2. Eric Carpenter3. Anthony Figliola
4. Alfred Jerome Fletcher5. Natasha Hampton6. James Hardy
7. Alina Hudak8. Jay Melder9. Michael Reese
10. John Woodruff; and
WHEREAS, on January 13, 2021, the Mayor and City Commission approved the Job Profile
for the City Manager, and commenced the recruitment period for the selection of the City Manager, :
with a deadline of March 1, 2021 for submission of applications; and
WHEREAS, in order to structure an orderly process for City Commission review and approval
of a short list of applicants to proceed to the next phase of the City Manager selection process (the
"Short Lisf'), Ralph Andersen recommended establishing the City Commission's Short List, with a
goal of ultimately establishing a City Commission Short List of 4-6 candidates; and
WHEREAS, at the March 17, 2021 Commission Meeting, the Mayor and City Commission
reviewed the candidates provided by Ralph Andersen, and ultimately short-listed six total candidates,
three internal candidates and three external candidates, listed in alphabetical order, as provided
below:
1. Jay Boodeshwar (external)2. Eric Carpenter (internal)
3. Anthony Figliola (external)
4. Alina Hudak (internal)
5. Michael Reese (external)
6. John Woodruff (internal); and
NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY COMMISSION
OF THE CITY OF MIAMI BEACH, FLORIDA that the Mayor and City Commission hereby approve
Jay Boodheshwar, Eric Carpenter, Anthony Figliola, Alina Hudak, Michael Reese, and John Woodruff
as the short listed candidates for the City Manager Position.
PASSED AND ADOPTED this -17 A"y of March 2021.
AfiEST:Mayor Dan Gelber
Rafael E.nado, City
APPROVED AS TDFORT I LAHGUAGEI FOR EXECUIION
O IAT
ft 3-to- ? ,-,--/Clly Aflonsy Ddr
[(0 RP
APRIL 15, 2021
COI\4 I\4 ITTEE OF THE
WHOLE IVI EETING I
INTERVIEW OUESTIONS I
INTERVIEWS & AFTER
ACTION
NOTE: BACKGROUND
INFORIVIATION ON THE
CANDIDATES WAS
OI\4 ITTED FROIVI THIS
PACKET
AAIAAAIBEACH
Commission Meeting / Gommittee of the tlVhole - City Manager lnterviews
Join webinar at: https://miamibeachflgov.zoom.us/j/81392857671 ; or Dial: 1-301-715€592 or 888-4754499 ftoll
Free) \llbbinar lD: 81392857571#
April 15,2021- 3:00 PM
Mayor Dan Gelber
Commissioner Ricky Aniola
Commissioner M icl'nel Gongora
Commissioner Steven M einer
Commissioner David Richardson
Commissioner M ark Samuelian
Commissioner M icky Steinberg
lnterim City Manager Raul J. Aguila
Acting City Attomey RafaelPaz
City Clerk Rafae! E. Granado
Visif us at wwyr.miamibeachfl.gov for agendas and video streaming of City Commission Meetings.
To request this material in afternate format, sign language interpreter (five-day notice required), information on
access for persons with disabilities, and/or any accommodation to review arry document or participate in any
City€ponsored proceedings, call 305.604.2489 and select option 6; TTY users may call via 711 (Florida Relay
Service).
ln order to ensure adequate public consideration, if necessary the Mayor and City Commission may move arry
agenda item to an altemate meeting. ln addition, the Mayor and City Commission may, at their discretion,
adjoum the Commission Meeting without reachirg all agenda items.
AGENDAKEY
Consent Aoenda:
C2 - Competitive Bid Reports
C4 - Commission Committee Assignments
C6 - Commission Committee Reports
C7 - Resolutions
Regular Agenda:
R2 - Competitive Bid Reports
R5 - Ordinances
R7 - Resolutions
R9 - New Businesses & Commission Requests
R10 - City Attomey Reports
PA - Presentations and Awards
ATT ENT ION ALL LOBBYISTS
Ghapter 2, Article Vll, Division 3 of the City Code of Miami Beach, entitled "Lobbyists," requites the
registration of all lobbyists with the Office of the City Chrk prior to engaging in any lobbying activity
with the City Commission, any City Board or Committee, or any personnel as defined in the subject
Gode sections. Copies of the City Code sections on lobbybts hws are avaihbh in the Office of the
City Chrk. Questions regarding the provbions of the Ordinance should be directed to the Office of
the CityAttomey.
Page 1 ot 232
1.
2.
3.
AGENDA
CALL TO ORDER.
PLEDGE OF ALLEGIANCE.
REQUEST FOR ADDITIONS, WITHDRAWALS, AND DEFERRALS
REGULAR AGENDA
R9 - New Business and Conmbskrn Reguests
OVERVIEW OF PROPOSED INTERVIEW PROCESS.
City ClerUActing City Attomey
!NTERVIEW WITH JAY BOODHESHWAR
3:10 p.m.City ClerUActirg City Attorney
INTERVIEW WITH ERIC T. CARPENTER.
3:40 p.m.City ClerUActing City Attorney
INTERVIEW WITH ANTHONY M. FIGLIOLA
4:10 p.m.City ClerUActirg City Attomey
INTERVIEW WITH ALINA TEJEDA HUDAK.
4:40 p.m.City CleruActirg City Aftorney
INTERVIEW WITH M ICHAEL D. REESE.
5:10 p.m.City ClerUActing City Attomey
INTERV!EW WITH JOHN E. WOODRUFF.
5:40 p.m.City ClerUActing City Attomey
DISCUSSION OF PROPOSED NOMINATION/SELECTION PROCESS ON APRIL 21,
2021.
City ClerUActing City Attorney
Supplementa! updated on 411412021 (Additional
lnformation)
Notices
NOTICE OF COMMISSION COMMITTEE OF THE WHOLE MEETING
HOW A PERSON MAY PARTICIPATE DURING THE COMMITTEE OF THE WHOLE
MEETING / VIRTUAL COMMITTEE OF THE WHOLE MEETING PROCEDURES.
USE OF AUDIO.VISUAL EQUIPMENT FOR PRESENTATIONS DURING PUBLIC
MEET!NGS.
R9A
R9B
R9C
R9D
R9E
R9F
R9G
R9H
1
2
3.
4. ADVERTISEM ENTS.
Page 2 of 232
AAIAAAIBEACH
New Business and Commission Requests - R9 A
COMMISSION MEMORANDUM
TO:
FROM:
DATE:
Honorable Mayor and Members of the City Commission
Rafael Paz,lnterim CityAttorney and Rafael E. Granado,
City Clerk
April 15,2021
SUBJECT: OVERVIEW OF PROPOSED INTERVIEW PROCESS.
SUPPORTING SURVEY DATA
N/A
Applicable Area
Citywide
ls this a "Residents Right
to Know" item, pulsuant to
City Code Section 2-14?
No
Legislative Tracking
City ClerUActing City Attorney
ATTACHMENTS:
Description
D lVlemorarrdum
Does this item utilize G.O.
Bond Funds?
No
Page 3 of 232
City of Miami Beach
City Manager April 15, 2021 Gandidate Interuiews
Master List of lnterview Questions
The Process for the Committee of the Whole lnteruiews.'
Each candidate will be provided a time certain for an individual interview with the
City Commission, for approximately 30 minufes each. The City Clerk will keep
time and provide candidates with a 2-minute grace period at the 27 minute mark,
to permit the candidates and the City Commission conclude the interuiew).
ln order to ensure a level playing field, each candidate will be provided with thrb
Master list of lnteruiew Questions (the "Master List") in advance of the April 15,
2021 meeting.
During the individual interviews, candidates may onlv be asked guesfions from
fhrb Master Lisi along with any follow-up guestions based on the candidate's
response.
City Commission members have each been provided with the opportunity to
contribute to this Master trst, so that any commissfoner's specific guesfio ns are
included in the Master List.
The actual guestions asked of each candidate during hrb or her interview may be
randomly selected and may v?ry, provided, however, that each candidate may
onlv be asked guesfions from the llaster List.
Due to time constrarnfs, it is anticipated that each commissioner will have the
opportunity to ask each candidate at least one guesfio n during the April 15, 2021
intentiew.l
As no action will be taken at the Committee of the Whole and the interviews are
not public hearing items, no comments or guestfons will be taken from the
general public at this meeting.
1 ln addition to this public panel interview process, each member of the City Commission has had the
opportunity to conduct one-on-one interviews with each of the finalists.
Page 4 ot 232
City of Miami Beach
City Manager
lnteruieur Quesfions
Page 2
INTRODUCT!ON
1. (Opening Statement - this question should be asked of all candidates) Please
briefly summarize your background and experience and tell us why you believe you
are a good candidate for City Manager, and why you would want such an extremely
demanding position.
PERSONAL EXPERIENCE
2. What do you bring to the table that makes you stand out among the field of
candidates for this position?
3. Please share with us your track record and experience with handling:
a. The budget and post-COVID economic recovery;
b. public safety;
c. challenging environmental issues such as sea-leve! rise and flooding; and
d. affordable housing.
4. lf we were to ask your colleagues what they would say about your greatest strengths
and your greatest weaknesses, what do you think they would tel! us?
5. What do you consider to be your most significant professional accomplishment or
challenge? How did you overcome it or manage it?
6. Everyone's career has high points and low points. Describe a professiona!
disappointment or failure, and what you've learned from it.
MANAGEMENT / LEADERSHIP
7. As you know, we have a very strong public safety focus for both police and fire.
What has been your !eve! of involvement with (a) Police and (b) Fire?
8. ln terms of your personal management style. How hands on are you? What would
you prioritize to handle personally, and what would you delegate? How wil! you
balance being a "strategic/big picture thinker" with day-to-day details?
9. As you know, change within a government organization is often difficult and slow.
What have you done previously to increase efficiencies in your prior work?
Page 5 of 232
City of ltliami Beach
City Manager
lnteruieuz Quesfions
Page 3
10.To the extent that organizations and communities resist change, how have you
increased the Iikelihood of success when you have encountered resistance from
others?
11.The position of City Manager often involves crisis management, in a fast-paced
environment, with new issues arising daily. How do you take care of the unexpected
and still get your other work done?
12.The national experience with the COVID pandemic has raised important policy
questions about mask mandates, mandatory vaccinations, and has even created a
"work from home" phenomenon. How would you approach each of these issues as
City Manager?
[Note to Commission Members: As this question has multiple sub-parts
below, members are encouraged to pick and choose one or two of the
questions questions, to ensure candidates are asked a different mix of
questions related to GOVID-I9]
a. Would you mandate mask usage?
b. Would you mandate vaccinations for City employees?
c. What would you have done differently?
d. With respect to "work from home," would you continue this practice? How will
you approach these issues, both as to your own personal situation and/or your
staff?
e. What do you think about Governor DeSantis's recent vaccine passport
emergency order?
f. Do you believe the City should continue to extend the midnight COVID-19
curfew, even though Miami-Dade County lifted the curfew as of April 12,2021?
13.When it comes to real estate, the City of Miami Beach has a long history of
experiencing "boom" and "bust" periods. As City Manager, how would you balance
development vs. historic preservation goals during "boom" periods, and how would
you spur development during "bust" periods?
14.What are your impressions about the City of Miami Beach? What do you see as the
challenges and opportunities facing Miami Beach?
Page 6 of 232
City of Miami Beach
City fi/lanager
lnteruieur Quesfrons
Page 4
FINANCE
15.Tell us about your experience dealing with a full anay of financial aspects of running
a city? Be specific about dealing with both government funds as well as proprietary
or enterprise funds. Any particularly creative way of dealing with capital budgeting?
16. From your research about Miami Beach, give us your thoughts about the size of our
organization and its budget. Do you consider the size and budget appropriate? Any
recommendations for change?
CAPITAL PROJECTS / RESILIENCY
17.|n 2018, the City approved a $439 million Genera! Obligation Bond Program to
revitalize public spaces, public structures, and public security for the future of Miami
Beach. Additionally, resiliency and climate adaptation have been priorities for our
city. What has been your experience with capital and infrastructure projects?
18. Sea level rise and the City's multi-faceted resiliency program is a critical policy issue
for the City. Various approaches, such as raising of roads in low lying
neighborhoods, or location of pump stations, are often controversial. How would you
approach these issues as City Manager?
a. ln terms of the efforts the City has undertaken to date, what would you do
d ifferently?
b. In terms of resiliency and all of the possible strategies for flood mitigation and
combating sea level rise, what do you think the City's focus should be?
COMMUNICATION / MEDIA / PUBLIC OUTREACH
19. Please give us an example of when the policy makers in your organization
prescribed a course of action that you disagreed with. How did you react? What did
you do to convince them to accept your desired course of action? What was the
outcome? lf your Board did not accept your advice, how did you approach the
situation?
20. Please provide an example of how you have led a project that resulted in improved
teamwork, reduced conflicts, and enhanced communication.
21.How have you dealt with opposing interests with your Board? What is your approach
to facilitating discussion and building consensus?
22.We are a diverse community, and many residents in the City, particularly elderly
residents, only speak Spanish. How comfortable are you with your Spanish
Page 7 of 232
City of Miami Beach
City Manager
lnteruieur Quesfions
Page 5
proficiency? !f you are comfortable, you are welcome to provide your response in
Spanish.
23. Miami Beach prides itself in being accessible to its residents. Our residents are the
City Commission's top priority. What is your style of interaction with residents? Are
you accustomed to receiving daily communication from residents? Do you engage,
follow up, and attend community meetings or do you delegate to subordinates?
24.The recent Spring Break issues have included conversations about diversity and
sensitive questions of race. Have you had experience dealing with similar issues,
and if so, please describe the issue and how you've approached it.
25.As you know, we have an active, and involved citizenry as well as local media
devoted to covering all activities at City Hal! and in the community. Describe a
successfu! interaction with the media, and a not so successful interaction. What has
been your philosophy and approach to dealing with the community and media?
GOVERNANCE
26. How will you keep the City Commission informed of key issues?
27.The prior City Manager had a contract with the City, which included performance
benchmarks, which would only be used for purposes of calculating bonus incentives.
How should the City Commission assess your annual performance and measure
your success?
28.Tell us about a time you had to challenge a decision made by your Board. What
were the circumstances? What was the outcome? Could you have handled it
differently?
29. As part of your preparation for this job, you may have followed a few City
Commission meetings. What would you change about our process if you could?
30.The City Manager's role with respect to agenda items is to make recommendations
to the City Commission. Prior City Managers have, oh occasion, avoided making
strong recommendations, to give the City Commission more flexibility in making a
final decisions. What can we expect from you as City Manager. Will you make
strong recommendations, or are you more inclined to seek direction from the
policymakers?
3l.lnformation is critical to effective, data-driven decisions. How do you approach
incorporating data in your decision-making, and what can we expect from you with
respect to sharing data with the City Commission?
Page 8 of 232
City of Miami Beach
City Manager
lnteruieur Quesfions
Page 6
a. lf one of your department heads declined to share data with an elected officia!
for whatever reason, how would you approach the issue?
32.The Mayor and every Commissioner are elected at large. We are all elected by the
same electorate and we serve the same constituents. Before making a time
sensitive decision do you consult with any of the elected officials? Are you
comfortable saying "no" when pressured by any of the elected officials?
ADDITIONAL QUESTIONS
33.What will your first few months on the job look !ike?
34.How long do you expect to work for us if hired? Where do you see yourself in five
years?
35.As part of the job profile, the City Commission has expressed a preference for a City
Manager that maintains residency in the City. What are your thoughts about this?
36.What types of activities or hobbies do you enjoy outside of work?
37. lf you could change one thing about your personality at the snap of your fingers,
what would it be and why?
CLOSING
38. Fast forward to your retirement dinner with the City of Miami Beach. What will you
most want to be remembered for? What will be your legacy?
39.1n closing, is there anything you would like to share with us as a closing remarks or
thoughts to leave with us about your level of interest in this important position?
Page 9 of 232
City of Miami Beach
City Manager
lnteruieuv Quesfions
Page 7
It goes without saying that the selection of a City Manager is an important policy decision for the Mayor
and City Commission. Please be mindful that the selection is also an employment decision that is subject
to federa!, state, and City anti-discrimination laws. The City's Human Right Ordinance includes all of the
protected classes under federal and state law as well as several that are unique to the City, so we will list
those here. Section 62-86 of the City Code prohibits employment discrimination based upon race, color,
national origin, religion, sex, intersexuality, gender identity, sexual orientation, marital and familial status,
age (defined by City Code as 18 and above), disability, ancestry, height, weight, domestic partner status,
labor organization membership, familial situation, or political affiliation.
Each question on the Master List has been vetted for its compliance with the anti-discrimination
provisions of federal, state, and City law; however, Commissioner's should be carefu! in their follow-up
questions not to ask any question that may show a perceived bias against anyone based upon these
protected characteristics. The most common mistakes made by even seasoned interviewers usually have
to do with gender, age or disability discrimination. Some examples of acceptable and unacceptable
questions are.
OK: How long did you stay at your last role?
NOT OK: How old are you and when did you first start working? (age discrimination)
OK: How long have you been at your current address? What was your previous address and how long did
you live there?
NOT OK: Do you own your own home, or do you rent? Who do you live with? How are you related to the
people you live with? (familial status)
OK: Do you have any commitments that might prevent you from performing the functions of City
Manager?
NOT OK: Are you married? Are you single? Do you have any children or are you planning on having
children? (gender, familial status discrimination)
OK: Accurately describe the job then ask the candidate if they can perform all of the functions.
NOT OK: Do you have a disability? Have you ever filed a worker's compensation claim? Have you ever
suffered a workplace injury? (disability discrimination)
Page 10 of 232
NOTE ON EMPLOYMENT LAW CONSIDERATIONS
After Action
AAIAAAIBEACH
Hybrid Committee of the Whole - lnterviews of City Manager Applicants
Web i nar: https ://m ia m i beachfl -qov. zoo m . us/i/8 1 392857 67 1
Telephone: 1.301.715-8592 (U.S.) or 888.475.M99 (Toll Free)
Webinar lD: 81 39285767 1#
April 15,2021
3:00 p.m.
April 15,2021 City of Miami Beach
Hybrid Special City Commission Meeting/Committee of the Whole
Mayor Dan Gelber
Commissioner Ricky Arriola
Commissioner Michael G6ngora
Commissioner Steven Meiner
Commissioner David Richardson
Commissioner Mark Samuelian
Commissioner Micky Steinberg
Absent
Interim City Manager Raul J. Aguila
Acting City Attorney Rafael A. Paz
City Clerk Rafael E. Granado
AFTER ACTION
3:04:58 p.m.
Mayor Gelber welcomed everyone and announced the start of the Committee of the Whole Meeting of April
15,202'l, where the Commission will be conducting interviews of the City Manager short-listed applicants.
THE SHORT.LISTED CANDIDATES ARE:
Jay Boodheshwar
Deputy Town Manager Town of Palm Beach, Palm Beach FL
Eric T. Carpenter
Assistant City Manager City of Miami Beach, Miami Beach, FL
Anthony M. Figliola
Executive Vice President Empire Government Strategies, New York, NY
Alina Tejeda Hudak,
Assistant City Manager City of Miami Beach, Miami Beach, FL
Michael D. Reese
Former Director of Local Government Affairs lce Miller Whiteboard, Columbus, OH
John E. Woodruff
Chief Financial Officer City of Miami Beach, Miami Beach, FL
3:05:25 p.m.
Mayor Gelber announced that due to the public health emergency caused by COVID-19, and as authorized
by City Resolution No. 2020-31474, today's Committee of the Whole Meeting is being held virtually. As no
action will be tiaken at the Committee of the Whole, no comments or questions will be taken from the public.
Page 'l of 6
After Action April 15,2021 City of Miami Beach
Hybrid Special City Commission Meeting/Committee of the Whole
Observing the Commission Meeting:
The Commission Meeting was broadcast live on Miami Beach TV (MBTV), viewable on the City's website at
httos://www.miamibeachfl.oov/oovernmenumbtv/, as well as on Atlantic Broadband Cable channel 660, AT&T
U-verse channel 99, Hotwire Communications channel 395, and ROKU device on PEG.TV channel. Closed
captioning display of the audio portion of the Commission Meeting was available in English and Spanish on
MBTV. The Commission Meeting was also be broadcast live on social media at
facebook.com/citvofmiamibeach. Closed captioning displays of the audio portion of the Commission Meeting
was available in English on Facebook.
3:06:41 p.m.
Pledge of Allegiance led by Commissioner Samuelian, while an American Flag was displayed on the screen
SUPPLEilENTAL MATER
R9 H Discuss Proposed Nomination/Selection Process on 412112021. PROPOSED VOTING PROCEDURE
FOR APPOINTMENT OF THE CITY MANAGER
REGULAR AGENDA
R9 . NEW BUSINESS AND COMMISSION REQUESTS
3:07:07 p.m.
R9 A OVERVIEW OF PROPOSED INTERVIEW PROCESS.
City ClerUActing City Attorney
DISCUSSION:
Mayor Gelber introduced Acting City Attorney Rafae! Paz.
Acting City Attorney Rafael Paz explained the rules for how the interview will be conducted. He stated
that each candidate has been provided a time certain for individual interviews; time slots were
assigned in alphabetical order for fairness purposes. Each interview will last 30 minutes; at the 27-
minute mark, City Clerk Granado will provide the candidates a two-minute grace period for an
opportunity to wrap up their responses. Regarding the questions to be asked, at the March
Commission Meeting direction was given not to ask all six candidates the same question in the Zoom
format due to the concern that by the time the second or third candidate was interviewed everyone
had the questions at that time; the remaining candidates would have an advantage. To ensure a level
playing field and address that issue, each candidate was provided with a Master List of interview
questions that will be asked today. These questions were also included in the Agenda Packet under
R9 A and emailed separately to the Office of the Mayor and Commission earlier today. During
interviews, candidates may only be asked questions from the Master List. The City Commission can
select what questions they would like to ask from that list and will have time to ask candidates follow-
up questions based on responses. All members of the City Commission have been provided with an
opportunity to contribute to the list and the list reflects the City Commission's questions provided. ln
terms of follow up questions, this is an important policy decision relating to the leadership of the City
Administration as well as an employment decision; if the Commission does ask follow up questions,
he warned them to be careful to avoid any question that could be perceived as reflecting a bias based
on a candidate's personal characteristics under Federal and/or State law such as race, ethnicity,
gender, age, or disability. Under the City's Human Rights Ordinance, the Commission must avoid
questions about a candidate's religion, sexual orientation, marital or familial status, domestic
Page 2 of 6
After Action
3:13:31 p.m.
R9 B INTERVIEW WITH JAY BOODHESHWAR.
3:10 p.m.
Click here to watch a video of the interview.
3:42:38 p.m.
R9 C INTERVIEW WITH ERIC T. CARPENTER.
3:40 p.m.
Click here to watch a video of the interview.
3:58:37 p.m.
R9 D INTERVIEW WITH ANTHONY M. FIGLIOLA.
4:10 p.m.
Click here to watch see video.
4:17:1 5 p.m.
R9 E INTERVIEW WITH ALINA TEJEDA HUDAK.
4:40 p.m.
Click here to watch a video of the interview
4:41:22 p.m.
R9 F INTERVIEW WITH MICHAEL D. REESE.
5:10 p.m.
Click here to watch a video of the interview.
4:56:35 p.m.
R9 G INTERVIEW WITH JOHN E. WOODRUFF.
5:40 p.m.
April 15,2021 City of Miami Beach
Hybrid Special City Commission Meeting/Committee of the Whole
partnership status, height, weight, labor organization membership or political affiliation during this
employment interview.
Mayor Gelber explained that Clerk Granado is keeping time and directed him at 28 minutes to give
each applicant a waming and notice to complete their response. Mayor Gelber will call applicants in
alphabetical and appointment time order. The public knows most of the candidates. The applicants
have already been interviewed one-on-one by each member of the Commission as well as City
organizations. This is for the public to get a sense of the process.
City ClerUActing City Attorney
City ClerUActing City Attorney
City ClerUActing City Attorney
City ClerUActing City Attorney
City ClerUActing City Attorney
Click here to watch a video of the interview.
Page 3 of 6
City ClerUActing City Attorney
After Action April 15,2021 City of Miami Beach
Hybrid Specia! City Commission Meeting/Committee of the Whole
5:24:4p.m.
SUPPLEMENTAL iiATERIAL l: PROPOSED VOTING PROCEDURE FOR APPOINTMENT OF THE CITY
MANAGER
R9 H OVERVIEW OF PROPOSED NOMINATION/SELECTION PROCESS ON APRIL 21,2021.
City ClerUActing Cig Attorney
ACTION: Discussion held. Procedure approved preliminary by consensus. Final approval of the
proposed procedure will occur at the April 21,2021 Commission Meeting. City Clerk Rafae! E.
Granado and Acting City Attorney Rafae! Paz to handle.
PROPOSED PROCEDURE SUMMARY:
The intent of the proposed voting process is to provide for an initial voting round to identify the top 3-
ranked candidates who will proceed to the next vote, followed by a second voting round to identify the
top 2 candidates who will proceed to the final vote, and a final voting round to appoint the City Manager.
lnitial Votinq Round to ldentify Top Three Ranked Candidates
The intent of the proposed voting process is to provide for an initial voting round to identify the
top 3-ranked candidates who will proceed to the next vote, followed by a second voting round to
identify the top 2 candidates who wi!! proceed to the final vote, and a final voting round to appoint
the City Manager.
2. Each member will be provided with lndex Cards to assist the City Clerk in conducting a "ballot"
process like the process the City has used for many other nominations and appointments over
the years.
3. Each member of the City Commission will rcte for up to three (3) candidates for City Manager, in
this initial voting round. No particular order is required, as each listed candidate will receive one
vote for purposes of identifying the top 3-ranked candidates.
4. Each member will be asked to print the name of each member's proposed finalists on the lndex
Card, at the same time. The City Clerk will then ask each member to show their lndex Card and
announce their votes into the record.
5. The City Clerk will then tabulate and announce the total rankings, based on the total number of
votes each candidate received in this initial round.
6. Based on the total rankings, the three (3) top+anked candidates will proceed to the next round of
voting. lf two or more candidates are tied as the third-ranked candidate, a separate "run off'vote
will take place among the tied candidates, and the candidate receiving the highest number of
votes will proceed to the next voting round.
Note: The procedure for an initial vote to narrow the field of candidates from 6 to 3 candidates
was the procedure used to narrow the field of candidates in 2013, when the last City Manager
was selected. Ultimately, whether the City Commission elects to utilize a"3-2-1" procedure, or a
"4-3-2-1" procedure, to narrow the field of candidates, is for the City Commission to decide. The
proposed process works the same way, provided that the (1)the top-ranked candidates proceed
to the next round, with each named candidate receiving one vote for ranking purposes, and (2) a
separate run-off vote is taken among tied candidates, as noted above.
1
Page 4 of 6
After Action April 15,2021 City of Miami Beach
Hybrid Special City Commission Meeting/Committee of the Whole
Round to ldentifv the Top Two Ranked Candidates.
Once the three (3) top-ranked candidates are identified, the City Commission should discuss the
3 finalists, and their qualifications.
2. Each member will be provided a new lndex Card and asked to simultaneously print the name of
up to two (2) candidates in this voting round. No particular order is required, as each listed
candidate will receive one vote for purposes of identifying the two (2) top-ranked candidates.
3. The City Clerk wil! then ask each member to show their lndex Card and read their vote into the
record.
4. The City Clerk will then tabulate and announce the total rankings, based on the total number of
votes each candidate received in this round.
5. Based on the total rankings, the two (2) top-ranked candidates will proceed to a final vote for
appointment of the City Manager. As with the initial voting round, in the event two (2) candidates
are tied as the second-ranked candidate, a separate "run offl' vote will take place among the tied
candidates, and the candidate receiving the highest number of votes wi!! proceed to the next,
and final, voting round.
Following discussion of the two (2) final candidates, a final vote will take place between the two (2)
top-ranked candidates. This final vote for appointment of the City Manager may be made by roll
call vote or acclamation.
Mayor Gelber asked Acting City Attorney Rafael Paz to explain the process for the selection of the
City Manager and added that when they have six candidates and seven elected officials to vote on it
is not easy with the quality of candidates. He believes the Acting City Attorney and City Clerk did an
incredibly significant job in trying to figure out a process that works. The Acting City Attomey and City
Clerk explained the process to him, and he thinks it works. They are not voting today, but he suggests
leaning to the process proposed.
Acting City Attorney Rafael Paz explained that they circulated a draft of the proposed voting procedure
for the City Commission's consideration under the Supplemental Agenda. The concept is simple, it is
laid out in detail and writing, proposing to start with an initial voting round to identify the top three
ranked candidates; then they will have a second voting round to identify the top two rated ranked
candidates from the list of the three finalists; and then the final vote will be to appoint the City Manager
between two final candidates. The procedure requires a few rounds of voting, but what is in front of
the City Commission for discussion is to narrow the field, to go from six (6) to three (3); from three (3)
to two (2), and from two (2) to one (1 ). Each voting round would work like the procedure for board and
committee appointments. ln the first round, City Clerk Granado will give out lndex Cards and will ask
each City Commission member to vote and write down the names of up to three of the top candidates,
in no particular order or preferencc. Each candidate listed will get one vote and subsequently the City
Clerk Granado will ask that the lndex Card be shown and to announce votes into the record. City Clerk
Granado will tally up the votes, and based on the total rankings, the three top candidates with the
highest number of votes will then proceed to the next round. They have also proposed as part of the
procedure, that if there is a tie for the third top ranked candidate, there is a separate runoff vote
between the candidates and the person receiving the highest number of votes in that round then
proceeds to the next round as a third ranked candidate. This is a critical element because in the event
Page 5 of 6
1
1
Final Vote to Appoint the Citv Manaqer.
After Action April 15,2021 City of Miami Beach
Hybrid Special City Commission Meeting/Committee of the Whole
of a tie, this process will always break an impasse and allow the Commission to keep moving to go to
the next round. The second round uses the same procedure as described with new lndex Cards. The
Commission can submit up to two candidates in that round, and so on until the appointment of the City
Manager. At the April 21,2021 Commission Meeting, it is recommended that procedure be presented
and adopted when they call the item. This will allow the City Commission to focus their attention on
the candidates and their qualifications. This procedure gives the City Commission many opportunities
to discuss the candidates, nanow the field, and make this major decision they have been entrusted
with making.
Commissioner Meiner's preference is to go from six to four candidates, rather than six to three
candidates. Since there are three internal candidates, but eventually they will have to get to one; it will
be tough in the first round.
Commissioner Richardson prefers naming the top two. He recognizes that there are three intemal
candidates and they want to express their appreciation, but they must make choices, and he is
comfortable with the process set out. He would have started with everyone naming their top two. He
hopes they can move foruard with it.
Mayor Gelber agrees with the Acting City Attomey's approach and with staffs recommendation. He
thanked Rafael Paz and Rafael E. Granado for their dedicated work. He is looking forward to all the
incarnations of the process.
,I. NOTICE OF HYBRID SPECIAL COMMISSION COMMITTEE OF THE WHOLE MEETING.2. HOW A PERSON MAY PARTICIPATE DURING THE HYBRID CITY COMMISSION MEETING/
MEETING/COMMITTEE OF THE WHOLE. Ad 04152021.013. USE OF AUDIO-VISUAL EQUIPMENT FOR PRESENTATIONS DURING PUBLIC VIRTUAL MEETINGS.4. ADVERTISEMENTS.
Committee of the Whole Meeting adjourned at 5:32.54 p.m.
Page 6 of 6
NOTICES
lvlAY 12,2021
ITEIVI R7 A
AND
RELEVANT
AFTER.ACTION
/\AIAAAI BEACH
Resolutions - R7 A
COMMISSION MEMORANDUM
TO:
FROM:
DATE:
Honorable Mayor and Members of the City Commission
Rafael A. Paz, Acting City Attorney
May 12,2021
9:00 a.m.
SUBJECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH,
FLORIDA, APPROVING AND AUTHORIZING THE MAYOR AND CITY CLERK TO EXECUTE AN
EMPLOYMENT AGREEMENT BETWEEN THE CITY OF MIAM! BEACH AND CITY MANAGER
ALINA T. HUDAK, TO PROVIDE FOR THE TERMS AND CONDITIONS OF THE CITY
MANAGER'S EMPLOYMENT, FORATERM OF UP TO FOUR (4)YEARS, COMMENCTNG AS OF
APRIL 21, 2021, AND EXPIRING ON APRIL 20, 2025, UNLESS TERMINATED EARLIER BY
EITHER PARTY IN ACCORDANCE WITH THE TERMS OF THE AGREEMENT.
ANALYSIS
See attached Commission Memorandum
SUPPORTING SURVEY DATA
N/A
ABplicable Area
Citywide
ls this a "Residents Right to
Know" item,_p_u-Gluant to
A$ CoOe Section Z-I+Z
No
Does this item utilize G.O.
Bond Funds?
No
Legislative Tracking
ffice of the City Attorney
ATTACHMENTS:
Description
D Commission Memorandum
D Resolution
D Exhibit A - cM Alina T. Hudak Emp&yment Agreement
Clty ot lrlloml Beoch, 1700 Convenlion Center Drive. MiomiBeoch, FL 33139 www.miomibeochtl.gov
COMMISSION MEMORANDUM
AAIAAAIBEACH
Mayor Dan Gelber and Members of the City Gommission
Rafael A. Paz, Ac'ting City Attorney
TO:
FROM:
DATE:
SUBJECT:A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF
TIIAMI BEACH, FLORIDA, APPROVING AND AUTHORIZNG THE MAYOR
AND CITY CLERK TO EXECUTE AN EMPLOYMENT AGREEMENT BETWEEN
THE CITY OF MIAMI BEACH AND CITY MANAGER ALINA T. HUDAK, TO
PROVIDE FOR THE TERMS AND CONDITIONS OF THE CITY TUTANAGER'S
EMPLOYMENT, FOR A TERM OF UP TO FOUR (4) YEARS, COMMENCING AS
OF APRIL 21, 2A21, AND EXPIRING ON APRIL 20, 2025, UNLESS
TERMINATED EARLIER BY EITHER PARTY IN ACCORDANCE WITH THE
TERMS OF THE AGREEMENT.
On April 21, 2021, the Mayor and City Commission appointed Alina T. Hudak as City Manager
of the City of Miami Beach, effective immediately.
At that meeting, the City Commission directed the City Attorney to negotiate the terms for the
proposed Employment Agreement with the City Manager, and to meet with Commissioner
Aniola, as Chair of the Finance and Economic Resiliency Committee ("Finance Committee"), to
review the proposed terms. Once adopted, the employment agreement would be retroactive to
the April 21, 2021 date of the City Manager's appointment.
The proposed Employment Agreement is attached hereto as Exhibit "A."
The terms and conditions of the proposed Employment Agreement are summarized in the chart
below, which includes a side-by-side comparison of the employment terms cunently provided to
City Attomey Raul J. Aguila, and the most recent employment terms provided to former City
Manager Jimmy Morales. As shown below, the proposed compensation and terms of
employment for City Manager Alina T. Hudak are consistent with the compensation the City has
previously provided to both the City Manager and City Attomey.
On Apri! 30,2021, Acting City Attorney and City Manager Hudak met with Commissioner
Arriola, the Finance Committee Chair, to review the proposed terme. Following review of
the proposed torms, Commissioner Arriola advised that the proposed terms are fair and
commensurate with the City Manager's experience and the rosponsibilities of the position
of City Manager.
May 12,2021
Commission fvlemorandum - Alina T. Hudak Employment Agreenent
I'lay 12,2021
Page 2
The terms are summarized below:
RaulAguila Conhact J. iloralec 2019 Contrac{Alina T. Hudak's Proposed
Terms
Term Most recent extension was in
May, 2018, for 3 years and l0
monhs hrough Marct 31,
2022 final retirement date
Up h 4 years, terminaUe at
any time and subject to annual
evaluation
Up to rl yom, terminable at
any Ume rnd rubject to
annualwaluation
Base Salary 1324,418 (2021)$305,736.60 1320,000'
'This salary is comparable to
salary br City of Miami
Manager.
457 Defened Comp
Plan
$26,000 por yoar $25,000 per year, subject to
automatc annual increase to
maximum amount permitted by
law
$26,000, subject to automatic
annual increase to maximum
amount permitted by law
IRA contribution t7,000 $7,000, sublect to automatic
annual increase to maximum
amount permitted by law
17,000, subject to automa[c
annual increase to maximum
amount permitted by law
City Ofiered
!nsurance
City to pay premiums for
Medical, Dental, Lih
Supplemental life,
Short Term Disability, and
Long Term Disability
City to pay premiums for
Medical, Dental, Life, and
Long-term care insurance for
Cig Manager and dependents
City to pay premiums for Life,
Supplemental life, Short Term
Disability, Long-Term Disability,
and Long Term Care
City Manager will decline
Medical/Dental coverage i n
FY2021 ($45,052 value for
family premium PPO
coverage). City Manager may
elect to join City health plan
during open enrollment eadr
year, wrh City to pay premiums
for City Manager/dependents
Annual leave Same as general employees
Cap of accrued leave at 650
hours
Same as general employees,
plus accrualof 120 additional
hours ofannual leave per year
Cap at 500 hours, same as
general employees
Same as general employees,
plus acuualof 120 additronal
hours of annual leave per year
Cap at 500 hours, same as
general employees
Vehicle allowance t800 per month $8fi1per month $800 per montt
Separation Benefits
at Erpiration of
Agreement (i.e. non-
renewal at end of t[-
year term|
12 weeks 12 weeks Separation Payment,
plus Medical and Dentalfor
Morales and dependents for
one year
12 weeks SeparaUon Payment,
plus Medical and Dental for City
Manager and dependents for
one year (if CM elecB to loin
plan). The Separation
Payments will cease if he CM
fi nds altemate employment
Commission Memorandum - Alina T. Hudak Employment Agreement
May 12,2021
Page 3
RaulAguila Gontrac{J. Morales 2019 Contract Alina T. Hudak'g Proposed
Terms
during he 12 week period
following her departure.
Termination May be terminated by he City
Commission at any lime, witr
or wiUrout cause
May be terminated by he City
Commission at any time, with
or wrthout Cause.
However, achievement of
annual performance
bendrmarks shallimprct
eligibilig hr bonus only, and
shall not constrtute a basis for
termination for Cause.
May be terminated by the City
Commission at any time, wi$r
or wihout Cause.
However, rctievement of
annual performance
benchmarks shall impact
eligibility br bonus only, and
shall not constitute a basis for
termination for Cause
Separation Payment
if Termination
Without Caure
20 weeks Separation Payment 20 weeks Separatron Payment,
plus Medical and Dental for
Morales and dependents for
one year
20 weeks Separatton Payment
(he same severance provided
to alloher Charter officers),
plus Medical and Dentalfor City
Manager and dependents (if
CM elects to join plan).
Separation Payment
if Termination for
Caure
None None None
Termination by City
Manager
City Attomey may terminate
upon 90 days prior written
notice. No Separaton
Payment due if City Attomey
elects to terminate.
lf Manager terminates wih 90
days'notice: 12 weeks
Separa[on Payment, plus
Medical and Dental for Morales
and dependents for one year
lf Manager terminates on less
than 90 days' notice, no
Separation Payment.
lf Manager terminates with 90
days'noIce: 12 weeks
Separaton Payment, plus
Medical and Dental br Morales
and dependents for one year.
lf Manager terminates on less
han 90 days' notice, no
Separaton Payment.
Annual
EvaluationlGoals
Annual Perbrmance
Evaluaton (30 days afier May
16u')
Mandatory annual review, with
agreed-upon goals and
performance measures, with
potential bonus up to 10% of
base salary
Mandatory annual review, wifir
agreed-upon goals and
perbrmance measures, and
potentialbonus up to 10% of
base salary. City Manager
Hudak proposes br goals to be
established separately followin g
Commission retreatArcrkshop
in next 34 monhs and
incorporated by amendment.
TOTAL
COTIPENSATION
PACI(AGE:
$394,741.38 '
'The City's contnbutron to the
plan is actuarially determrned
br the plan to maintain benefits
for the entire plan each year
$394,824 60'
'The City's confrbutron to the
plan is actuarially determined
for he plan to maintain
benefib for he entire plan
each year.
$372,413.20 '
'The City's conffibution to he
plan is actuarially determined
for he plan to maintain benefits
for he entire plan eact year.
Commission Memorardum - Alina T. Hudak Employment Agreement
May 12,2021
Page 4
ln addition, consistent with City Manager Jimmy Morales's contract, the proposed Employment
Agreement provides for a mandatory annual review of the City Manager's performance, and
establishes a framework for assigning specific goals and priority objectives to the City Manager.
To this end, the goals and objectives assigned to City Manager Morales, which were first
developed in 2018, with a minor amendment in March, 2019, serve as a useful starting point.
However, those goals and objectives need to be updated to reflect the cunent environment, as
many of the City's cunent priorities, including public safety or post-COVID recovery and other
initiatives, are simply not reflected in Jimmy Morales'2018 performance objectives.
Accordingly, because the priority goals and objectives of the City Manager need to be updated
by the City Commission, in consultation with City Manager Hudak, the Agreement provides that
the goals shall be adopted as soon as possible in the next 3-4 months (ideally, following a
Commission workshop or retreat), and memorialized as an amendment to this Agreement. Until
such time as the City Commission and Alina Hudak jointly establish such agreed-upon goals and
priority objectives, Alina Hudak's immediate priorities shall focus upon (i) the continuation of the
City's COVID-19 efforts, including post-COVID economic recovery; (ii) the continuation of City's
ongoing public safety efforts, including during High lmpact weekends such as Memorial Day
weekend; (iii) City's FY2022 budget process; (iv) the City Manager's staffing and organizational
plan, including filling of key vacancies; and (v) any such other priorities as the City Commission
may establish from time to time.
RP/ag
RESOLUTION NO.
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF
MIAMI BEACH, FLORIDA, APPROVING AND AUTHORENG THE TIAYOR
AND CITY CLERK TO EXECUTE AN EiIPLOYMENT AGREEMENT
BETWEEN THE CITY OF MIAMI BEACH AND GITY MANAGER ALINA T.
HUDAK, TO PROVIDE FOR THE TERMS AND CONDITIONS OF THE CITY
MANAGER',S EilIPLOYMENT, FOR A TERM OF Up TO FOUR (4) YEARS,
COMMENCING AS OF APRIL 21,2021, AND EXPIRING ON APRIL 20,2025,
UNLESS TERMINATED EARLIER BY EITHER PARTY IN ACCORDANCE
WITH THE TERMS OF THE AGREEMENT.
WHEREAS, on April 21,2021, the Mayor and City Commission appointed Alina T. Hudak
as City Manager of the City of Miami Beach, to be effective immediately, on April 21, 2021; and
WHEREAS, it is the desire of the City to provide certain benefits and to establish certain
conditions of employment for Alina Hudak in her capacity as City Manager; and
WHEREAS, Alina Hudak desires to accept the position of City Manager pursuant to the
terms and conditions as set forth in the Employment Agreement attached to this Resolution as
Exhibit nA", the terms of which the parties agree wil! promote the Alina Hudak's continuous
productivity and efficiency in the best interest of the City in her capacity as City Manager.
NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND THE CITY
COMMISSION OF THE CITY OF MIAMI BEAGH, FLORIDA, that the Mayor and City
Commission hereby approve and authorize the Mayor and City Clerk to execute an Employment
Agreement between the City of Miami Beach and City Manager Alina T. Hudak, to provide for
the terms and conditions of the City Manager's Employment, for a term of up to four (4) years,
commencing as of April 21, 2021, and expiring on April 20, 2025, unless terminated earlier by
either party in accordan@ with the terms of the agreement.
PASSED and ADOPTED this 12st day May, 2021 .
ATTEST:
Dan Gelber, Mayor
Rafael E. Granado, City Clerk
APPROYED A3 rOFm t t"AlrcuAcCt FoR EXECUnO|.
f-3 )tr
-
t}lrCr, AEtl,
//
EMPLOYMENT AGREEMENT
THIS EMPLOYMENT AGREEMENT (the "Agreement") is entered into as of this 2l st
day of April, 2021, by and between ALINA T. HUDAK ("Alina Hudak") and the CITY OF
MIAMI BEACH, FLORIDA (the "City") (each, a ''Party" and collectively, the "Parties").
WHEREAS, on April 21,2021, the Mayor and City Commission appointed Alina Hudak
as City Manager of the City, effective immediately; and
WHEREAS, the City, acting by and through its City Commission, desires to anploy Alina
Hudak as its City Manager on the terms and conditions set forth in this Agreanent, and Alina
Hudak desires to to be employed as City Manager on those same terms and conditions;
WHEREAS, on May 12,2021, the Mayor and City Commission adopted Resolution No.2021 approving and authorizing the Mayor and City Clerk to execute this Agreement
with Alina Hudak, for a term of up to four (4) years, commencing retroactively on April 21,,2021,
and expiring on April 21, 2025; and
NOW, THEREFORE, the Parties agree as follows:
l. Recitations. The Parties agree that the recitations above are true and correct and
are incorporated as if fully set forth here.
2. Employment. The City agrees to anploy Alina Hudak as its City Manager and
Alina Hudak agrees to be so employed. Alina Hudak will devote her full working time to her
duties as City Manager and will not accept or perform any other employment, paid or unpaid,
while she is anployed as City Manager, except as expressly set forth herein or expressly agreed to
by the City Commission by Resolution and modification of this Agreement, according to its ternrs.
Notwithstanding the foregoing, nothing in this Agreanent shall prohibit Alina Hudak from
occasional other work, such as teaching, writing, community activities, pro bono work, or civic or
charitable activities as is appropriate to this position of City Manager, provided, however, that
such work shall not interfere with Alina Hudak' duties as City Manager and shall not in any way
reflect unfavorably on the City. Alina Hudak shall at all times apply her best efforts to the
performance of her duties as City Manager.
3. Employment At Will. Alina Hudak is employed at will and serves at the pleasure
of the City Commission. This Agreanent and Alina Hudak's employment may be terminated by
the City Commission at any time and for any reason or for no reason, subject only to the express
Termination provisions of this Agreement.
4. Duties. Alina Hudak will perform the duties of the office of City Manager as set
forth in the Charter of the City of Miami Beach, Florida, and in the Code of the City of Miami
Beach, Florida, and all such duties customary and appropriate to this position of City Manager and
such other appropriate duties as may be assigned by the City Commission or its designee from
time to time.
I
5. Effective Date. This Agreement shall become effective as of April 21,2021 (the
"Effective Date").
6. Term. Subject to the City Commission's annual review and evaluation of Alina
Hudak, as provided in Section 7(d) below, the Agreanent shall have a term of up to four (4) years,
commencing on April 21,2021 (Commencement Date), and expiring at midnight, April 21,2025,
unless terminated earlier or renewed as set forth herein.
7 . Compensation. Alina Hudak shall receive compensation for performing the duties
of City Manager as set forth in this Section 7. Nothing other than those items set forth in this
Section 7 shall be considered or treated as compensation, wages, salary, earnings, or remuneration
to Alina Hudak for any purpose whatsoever, including pension or for purposes of Section 448.08,
Florida Statutes, or in arbitration.
a. Salary. The City shall pay Alina Hudak a salary annualized at $320,000, to
be earned and to accrue bi-weekly. This salary shall likewise be paid bi-weekly according
to the usual payroll practices of the City applicable to unclassified general anployees.
Alina Hudak is a participant in the Section 457 deferred compensation plan (the Plan).
Within fourteen ( I a) days following the execution of this Agreanent, and thereafter on
April 2l't of each year during the Term of the Agreanent, the City shall make a lump sum
contribution on Alina Hudak's behalf into (i) the Plan, in the amount of 526,000, according
to the terms of the Plan and applicable laws, with such contribution subject to an automatic
annual increase to the maximum amount permitted by applicable law; and (ii) an tRA
account selected by Alina Hudak, in the amount of $7,000 (or such lesser amount as may
be required by applicable law); provided, however, that such IRA contribution shall also
be subject to an automatic annual increase to the maximum amount permitted by applicable
law. The City agrees to review the annual salary and/or other benefits of Alina Hudak at
the time of evaluation of performance as provided in Section 7.d. and make adjustments as
the City may determine. An annual salary review of Alina Hudak will be made every year
within forty-five (a5) days after April 2l st of each year, or as soon as practicable thereafter,
in accordance with the Agreement terms.
b. Insurance. For FY202l, Alina Hudak has elected to decline coverage for
herself and her eligible dependents under the Ciry-offered group medical and group dental
plan. During the City's open enrollment period taking place each year of the Term, Alina
Hudak may elect to join any City-offered group medical and group dental plan, and in such
event, the City shall pay the full amount of praniums for the City-offered group medical
and group dental plan selected by Alina Hudak, for herself and her eligible dependents.
The City will pay the full amount of premiums for the City-offered life insurance policy
and supplemental life insurance policy for Alina Hudak, and the City-offered insurance
policies for short-term disability, long-term disability, and long-term care insurance for
Alina Hudak. Alina Hudak may (or, if participation is mandatory, shall) participate in other
City-offered insurance and benefits for which she is eligible on the terms applicable to
unclassifi ed general employees.
2
c. Leave. Alina Hudak will be eligible to accrue, use, and convert leave hours
to the extent and on the terms applicable to unclassified general anployees. In addition to
the foregoing, Alina Hudak shall accrue an additional 120 hours of annual leave annually.
d. Performance Evaluation and Incentive. Alina Hudak's performance as City
Manager shall be evaluated by the City Commission at least once annually, within forty-
five (45) days prior to or following the anniversary of the Commencernent Date, or at any
other time the City Commission may determine. Alina Hudak shall be responsible for
notifoing the City Commission that her annual performance review is due, and for placing
the item on a City Commission meeting agenda within the time period specified herein.
The annual performance evaluation of Alina Hudak as City Manager shall occur without
regard to whether any additional compensation or bonus incentive is sought pursuant to
this Agreernent.
i. The annual review and evaluation of Alina Hudak shall be in accordance
with the specific goals, priority objectives and initiatives the City Commission shall
establish, in consultation with Alina Hudak, as being necessary for the proper
operation of the City and the achievement of the City Commission's policy
objectives. The Panies anticipate that the performance priorities, goals and
objectives for the City Manager shall be adopted by the City Commission as soon
as possible, and not later than 120 days after the Commencernent Date, and
mernorialized as an amendment to this Agreement. Until such time as the City
Commission and Alina Hudak jointly establish such agreed-upon goals and priority
objectives, Alina Hudak's immediate priorities shall focus upon (i) the continuation
of the City's COVID-19 efforts, including post-COVID economic recovery; (ii) the
continuation of City's ongoing public safety efforts, including during High Impact
weekends such as Memorial Day weekend; (iii) City's FY2022 budget process; (iv)
the City Manager's staffing and organizational plan, including filling of key
vacancies; and (v) any such other priorities as the City Commission may establish
from time to time.
ii. The City Commission's annual evaluation of Alina Hudak's
performance and progress toward the goals and objectives shall form the basis for
the City Commission's determination of any salary increases or perforrnance
incentives that may be awarded to Alina Hudak pursuant to this Agreanent, or for
the renewal or termination of this Agreernent, as provided in Sections 9 and l0 of
this Agreernent, respectively. Based on the performance achieved by Alina Hudak
pursuant to the City Commission's annual review of Alina Hudak pursuant to this
Section 7, the City Commission may provide to Alina Hudak a onetime
Performance Incentive of up to l0 percent of the annualized salary amount set forth
in SectionT.a. The Perforrnance lncentive shall not be deemed a part of "base pay"
or other earnings for purposes of pension.
8. Non-Compensation Expenses and Reimbursements. The City will pay for,
reimburse, or otherwise provide for the iterns set forth in this Section 8. These items are paid for,
reimbursed, or otherwise provided because they inure to the benefit of the City and do not
3
constitute compensation, wages, salary, earnings, or rernuneration to Alina Hudak for any purpose
whatsoever, including pension or for purposes of Section 448.08, Florida Statutes, or in arbitration.
a. Vehicle. The City will pay to Alina Hudak a vehicle allowance in the
amount of $9,600.00 annually, paid in proportionate bi-weekly installments to reimburse
her for the use of her personal vehicle for the benefit of the City.
b. Information and Communications Technolory Expenses. The City will
provide to Alina Hudak adequate and reasonable information and communications
hardware, software, and services to support her in the perforrnance of her duties as City
Manager.
c. Subscriptions. Memberships. and Fees. Alina Hudak may include, as an
expense item in the budget of the Office of the City Manager, an arnount to be used to pay
for such reasonable subscriptions, memberships, and fees and other similar costs, such as
travel and lodging, as may be incurred for developmant and advancement related to, in
support of, and inuring to the benefit of the City. No payment authorized hereunder may
be made to an entity that illegally discriminates on the basis of any characteristics protected
under the City's Human Rights Ordinance.
9. Renewal and Non-Renewal. The City Commission may renew or extend the
original term of this Agreanent by resolution for succeeding periods as specified by the City
Commission on the same terms and conditions as then set forth in this Agreement or on such
modified terms and conditions to which it may agree with Alina Hudak. Should the City
Commission not renew or extend the original or any succeeding term, this Agreement shall expire
at the end of such original or succeeding term. Alina Hudak's ernployment shall simultaneously
end with the expiration of the original or succeeding term or period. Should the City not renew
this Agreement, it will either give Alina Hudak 90 days' notice of intent not to renew or, if no
notice is given, the City shall, commencing upon the end of her anployment, pay Alina Hudak an
amount equivalent to 12 weeks of the salary amount set forth in Section 7 .a. (the "separation
Paymants"), along with all payments due for work performed through the date of termination and
other payments due, if any, upon termination on the same terms and conditions applicable to
unclassified ganeral employees and shall have no fuither liability to her whatsoever. The
Separation Payments will be paid bi-weekly according to the City's usual payroll practices. In
addition to the Separation Payments, if at the time of such non-renewal, Alina Hudak and her
eligible dependents are participating in any City-offered group medical or group dental plan, the
City shall pay Alina Hudak the full amount of premiums for the City-offered goup medical and
goup dental plan selected by Alina Hudak, for herself and her eligible dependents, for a period of
one (l) year following the expiration of this Agreement. Should Alina Hudak accept employment
prior to the expiration of l2 weeks after the date of expiration of the original or succeeding term,
the Separation Payments and payments for insurance praniums as provided herein shall
immediately cease and the City shall have no obligation to make any Separation Payments then
remaining unpaid.
4
10.Termination Alina Hudak.
a. With Notice. Should Alina Hudak terminate this Agreement by giving
notice not less than 90 days prior to termination, the City shall pay her in like manner as if
the Agreement were not renewed pursuant to Section 9 of this Agreement.
b. Without Notice. Should Alina Hudak terminate this Agreement by giving
notice less than 90 days prior to termination, the City shall pay her any payments due for
work performed through the date of termination and other payments due, if any, upon
termination on the same terms and conditions applicable to unclassified ganeral employees,
and shall thereafter have no further liability to her whatsoever.
I l. Termination by the City. The City Commission may terminate this Agreernent and,
thereby, Alina Hudak' employment, at any time, without or without notice, and for any reason or
for no reason.
a.wi Cause.Should the City terminate this Agreement without
Cause, as defined in Section I 1.b., it shall pay Alina Hudak an arnount equivalent to 20
weeks of the salary amount set forth in Section'7.a., provided, however, that if at the time
of such termination, Alina Hudak and her eligible depandents are participating in any City-
offered group medical and group dental plan, the City shall also pay the full amount of
praniums for the City-offered goup medical and group dental plan selected by Alina
Hudak, for herself and her eligible dependents, for a period of one-year following the date
of termination of this Agreernent (the "severance Paymetrt"), along with all payments due
for work performed through the date of termination and other payments due, if any, upon
termination on the same terms and conditions applicable to unclassified general employees,
and thereafter City shall have no further liability to her whatsoever. Should Florida law be
changed to permit a Severance Payment greater than that permitted under law at the time
of the execution of this Agreanent, the City Commission will review the amount of the
Severance Payment set forth in this Agreanent and consider making any adjustments
thereto, at its sole discretion. [n the event the City at any time during the term of this
Agreement reduces the salary or other financial beneffts of Alina Hudak in a greater
percentage than an applicable across the board reduction for all anployees of the City or
in the event the City refuses after written notice to comply with any other provision of this
Agreanant benefiting Alina Hudak, or if a majority of the mernbers of the City
Commission in a public meeting requests that Alina Hudak resign, then Alina Hudak may,
at her option, be deemed to be terminated as of the date of such reduction or such refusal
to comply within the meaning and context of this Section I l.a.
b. With Cause. Should the City terminate this Agreement with Cause, as
herein defined, it shall pay Alina Hudak any payments due for work performed through the
date of termination and other payments due, if any. upon termination on the same terms
and conditions applicable to unclassified general anployees, and the City shall thereafter
have no further liability to her whatsoever, including no obligation to pay the Severance
Payment as defined in Section I l.a. Cause is defined as one or more of the following: any
material breach of this Agreernent, provided, however, that the City Manager's progress or
achievement of the goals and objectives as may be established by the City Commission
5
(and memorialized in an amendment to this Agreanent) shall be excluded from the
definition of "Cause" and shall not form the basis for the termination of Alina Hudak with
Cause; conviction of any felony; admission of conduct that would constitute any felony;
conduct that would constitute a violation of any applicable code of ethics or professional
conduct; conduct that would constitute malfeasance or misfeasance in office as those terms
are interpreted under Section I 12.3187, Florida Starutes; or other similar conduct that the
City Commission reasonably determines merits termination.
12. Pension. Alina Hudak shall become a member of the Miami Beach Employees
Retirernent Plan as a condition of her employment pursuant to the governing ordinance of the plan
(which plan, at the time of the execution of this Agreanent, includes an accrual factor of 4 percent
for her period of service in the position of City Manager).
13. Bonds. The City shall bear the full expense of any fidelity or other bond required
of Alina Hudak in her capacity as City Manager under any statute, ordinance, or regulation.
14. Indemnification. The City shall indannifu and defend Alina Hudak or, at its option,
provide a defense to Alina Hudak against claims arising out of and in the course and scope of her
anployment or function, consistent with and to the extent of Florida law under Chapter I I l,
Florida Statutes, and a public official's .ight to a defense against claims arising from their
performance of their public duties performed while serving a public purpose under the common
law of Florida.
15. Notice. Any notice hereunder shall be effective if made by delivery, postage paid,
to the United States Postal Service or by a manner valid for personal service under the Florida
Rules of Civil Procedure or by public statement on the record during a meeting of the City
Commission in the presence of the party to whom notice is to be given. Notice, for purposes of
this Agreanant, is to be given to:
Citv: Mayor Dan Gelber (or successor)
City of Miami Beach
1700 Convention Center Drive
Miami Beach, Florida 33139
City Attorney Raul Aguila (or successor)
City of Miami Beach
1700 Convention Center Drive
Miami Beach, Florida 33139
Alina Hudak: Alina T. Hudak (or heirs)
[Address on file with Human Resources and confidential and
exempt from disclosure under Florida law]
16. No Assisnment or Delegation: No Third-Partv Beneficiaries. The services
provided by Alina Hudak are considered unique and personal to her. Accordingly, Alina Hudak
may not delegate or assign any duty, obligation, or benefit attaching or accruing hereunder. This
and
6
Agreerrant is entered into and intended for the benefit solely of the City and Alina Hudak and not
for the benefit of any other percon or entity.
17. Entire Aere€ment. Severabiliw. Modification. Waiver. The provisions of this
Agreanant constitute the entire agreement between the Parties on its subject matter and this
Agreernent supersedes any other agreement, understanding, representation, or promise
whatsoever. Alina Hudak agrees that she has relied solely upon the express language of this
Agreanant in determining whether to enter into this Agreemant and not upon any other
understanding or communication of any kind, whether written or oral. Should a court or arbitrator
of competent jurisdiction determine that any provision or portion thereof of this Agreement is
illegal, invalid, or unenforceable, the remaining provisions or portions thereof shall remain in full
force and effect. This Agreanent may be modified only by a writing signed by both Parties and
approved by the City Commission by Resolution. Waiver of any right or of any breach of this
Agreanent by either party in any instance or instances shall not constirute or be constnred as a
waiver in any other instance.
18. Construction. Governing Law. Headings. This Agrecrnent shall be construed
according to its express language and not strictly for or against either Party, regardless of
authorship. This Agreanant shall be governed by and according to the laws ofthe State of Florida.
Section headings are for convenience only and shall have no legal effect.
19. Arbitration. The Parties agree that any claim or dispute arising from this
Agreernent, its interpretation, its renewal, or its breach shall be settled in final and binding
arbitration by a single arbitrator under the Arbitration Policies and Procedures of the Federal
Mediation and Conciliation Service. A panel of arbitrators may be requested by either Party and
the Parties will select an arbitrator by alternative strikes. The first Party to strike will be determined
by agreanent or coin flip. Each Party may one time reject a proposed panel of arbitrators and
request another. The party requesting any panel shall bear the expense of the request. The Parties
shall bear equally the expense of the arbitrator and the location of the arbitration hearing. The
Parties shall each bear their own litigation costs, including attorney's fees, court reporter fees, and
witness fees, if any. The arbitrator shall apply a preponderance of the evidence standard of proof.
The party asserting a claim or affirmative defense shall have the burden of persuasion as to that
claim or affirmative defense. The arbitrator shall not have authority to make any award of
attorney's fees or the costs of the arbitration. The arbitrator shall confine himself or herself strictly
to the language of this Agreanent and shall have no authority to add to, subtract from, or modifu
any tenn or provision of this Agreernent. The arbitrator shall have no authority to constnre any
law, regulation, rule, principle of law, decision, or provision or provisions of this Agreernent or to
make any award that would result in or obligate the City, directly or indirectly, to incur any debt,
cost, expense, or liability in excess of the amount initially budgeted, approved, and appropriated
for the funding of this Agreanent. Any such purported construction or award will be null and
void. The arbitrator's award shall be subject to enforcement or vacation by the Circuit Court
according to law. Moreover, ffid without waiving the preceding limitation, in no case shall the
City be liable for any punitive, consequential, indirect, or incidental damages whatsoever.
20. Counterparts. Electronic Simalurqs. This Agreement may be executed in one or
more counterparts, each of which shall be deemed an original and all of which together shall
constitute a single instrument. Execution and delivery of this Agreement by electronic exchange
7
bearing the copies of a Party's signature shall constitute a valid and binding execution and delivery
of this Agreerrent by such Party. Such electronic copies shall constitute enforceable original
documents.
Remainder of Pape Intentionallv l*ft Blank
WHEREFORE, the Parties, after full consideration, including consultation with
independent counsel, do knowingly, voluntarily, and intending to be legally bound, hereby enter
into this Agreanant duly executed on the dates written below.
Anest:FOR CITY OF MIAMI BEACH, FLORIDA:
Rafael E. Granado, City Clerk Dan Gelber, Mayor
day of _,2021.
FOR CITY MANAGER ALINA T. HUDAK:
Witness Signature Alina T. Hudak
_ day of _,2021.
Print Name
Witness Signature
Print Name
APPRO/ED AS TC)
FORM & TANGUAGE
& FOR EXECUNON
T - \-?_tw@?
8
After Action May 12,2021
Hybrid City Commission Meeting
City of Miami Beach
9:16:59 a.m.
R7 A A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH,
FLORIDA, APPROVING AND AUTHORIZING THE MAYOR AND CITY CLERK TO EXECUTE AN
EMPLOYMENT AGREEMENT BETWEEN THE CITY OF MIAMI BEACH AND CITY MANAGER
ALINA T. HUDAK, TO PROVIDE FOR THE TERMS AND CONDITIONS OF THE CIry MANAGER'S
EMPLOYMENT, FORATERM OF UPTO FOUR(4) YEARS, COMMENCTNG AS OFAPRTL 21,2021,
AND EXPIRING ON APRIL 20,2025, UNLESS TERMINATED EARLIER BY EITHER PARTY IN
ACCORDANCE WITH THE TERMS OF THE AGREEMENT.
9:00 a.m.
Office of the City Attorney
ACTION: Resolution 2021-3'170g adopted. Motion made by Commissioner Aniola to adopt the
Resolution; seconded by Commissioner Richardson. Approved by acclamation. Vote: 7-0. Michael
Smith to handle.
Acting City Attorney Rafael Paz introduced the ltem. After the City Commission appointed the first
female City Manager in the City, he prepared the contract with the Finance and Economic Resiliency
Committee Chair, Commissioner Arriola. The agreement is included as part of the agenda ltem, R7 A,
for a term up to four years. The agreement is subject to an annual performance review, it is terminable
at any time for cause or convenience by either party, in the same manner as provided for the other
City Charter fficers. The contract provides a benchmark for goals, and they need to have an in-depth
policy discussion about what those goals should be. Per the contract, they will schedule a Workshop
or a Commission Retreat within the next 120 days, and those goals will be added to the contract by
amendment. He included a chart in the Commission Memorandum of in-depth details and side by side
comparison of City Manager Hudak's contract to City Attomey Aguila, and former City Manager Jimmy
L. Morales.
Mayor Gelber thanked Acting City Attorney Rafae! Paz and Commissioner Arriola for their work.
Motion to approve the Resolution by Commissioner Aniola. Seconded by Commissioner Richardson.
Mayor Gelber stated that the ltem will be approved by acclamation. Once the Commission approves
it, they must do the swearing in. Every day since they chose City Manager Hudak, he has been
reaffirmed that it she was the right selection and best selection. There is a great deal support in the
Chambers for her. He continued to praise her as the first female City Manager for Miami Beach.
Vice-Mayor G6ngora stated this is one of the most important decisions the Commission makes. City
Manager Hudak's selection is a testament to her career in County govemment that she was able to
navigate. She is the first full-time female City Manager, a testament to her and her qualifications. He
added that it is important the Cig Manager can communicate with the community and having a Latina
who speaks Spanish is fabulous. He was vocal about residency, but City Manager Hudak has gone
out of her way to show that she will serve the City all the time including the weekend. She is a dedicated
public servant and Miami Beach is lucky to have her.
The public in the Chambers gave City Manager Alina T. Hudak a standing ovation and applauded her
Page 1 of 1
RESOLUTION 2021-3 1703
AND
EI\4PLOYIVI ENT
AGREEIVI ENT WITH
ALINA T. HUDAK
REsoLuroN No. ZA Z I - J tr I 0 J
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF
MIAMI BEACH, FLORIDA, APPROVING AND AUTHORIZING THE MAYORAND CITY CLERK TO EXECUTE AN EMPLOYMENT AGREEMENT
BETWEEN THE GITY OF MIAMI BEACH AND CITY MANAGER ALINA T.
HUDAK, TO PROVIDE FOR THE TERMS AND CONDITIONS OF THE CITY
MANAGER'S EMPLOYMENT, FOR A TERM OF UP TO FOUR (4) YEARS,
coMMENctNG AS oF ApRtL 21,202t AND ExptRING oN epnit_ zo,2o2s,
UNLESS TERMTNATED EARLIER BY EITHER PARTY IN ACCORDANCE
WITH THE TERMS OF THE AGREEMENT.
WHEREAS, on Aprit 21 ,2021, the Mayor and City Commission appointed Alina T: Hudak
as City Manager of the iity of Miarni Beach, [o be effective immediately, bn April 21,2021; and
WHEREAS, it is the desire of the City to provide certain benefits and to establish certain
conditions of employment for Alina Hudak in her capacity as City Manager; and
.
WHEREAS, Alina Hudak desires to accept the position of City Manager pursuant to the
terms and conditions ds set forth in the Employment Agreement attached to this Resolution as
Exhibit "A", the terms of which the parties agree will 'promote the Alina Hudak's continuous
productivity and efficiency in the best interest of the City in her capacity as City Manager.
NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND THE CITY
COMMISSION OF THE GITY OF MTAMI BEACH, FLORIDA, that the Mayor and City
Commission hereby approve and authorize the Mayor and City Clerk to execute an Employment
Agreement between the City of Miami Beach and City Manager Alina T. Hudak, to. provide for
the terms and conditions of the City Manager's Employment, for a term of up to four (4) yearc,
commencing as of Aprii 21,2021, ind expiring on April 20,2025, unless terminateo Liriier by
either paff in accordance with the terms oJ the agreement.
PASSED and ADOPTED this 12st day May, 2021;
ATTEST:
Dan Gelber, Mayor
E. Granado,
u
ir }]i0 nP CR,iIE APPROVED AS rO
FORT T IA}IGUAGEI FOR EIECUTOil
--
S--3-2.r
CIly Af,omey lf Ddt
ZozD-stzo 3
EMPLOYMENT AGREEMENT
TmS EMPLOYMENT AGREEMENT (the "Agreeinenf') is entered into as of this 21st
day of April, 2021, by and between ALINA T. IIIDAK C'Alina Hudak") and the CITY OF
MIAMI BEACH, trLORIDA (the "City") (eactU a'?arly" and collectively, the "Parties').
WHEREAS, on April 21,2027, the Mayor and City Commission appointed Alina Hudak
as City Manager of the City, effective immediately; and
WHEREAS, the City, acting by and through its City Commission, desires to employ Alina
Hudak as its City Manager on the terms and conditions set forth in this Agreement, ffid Alina
Hudak desires to be employed as City Manager on those same terms and conditions;
WffiREAS, on May L2,2021, the Mayor and City Commission adopted Resolution No.
2O2l- 31703. approving and authorizing the Mayor and City Clerk to execute this Agreanant
with Alina Hudak, for a term of up to four (4) years, corrmencing retroactively on April 21,2021,
and expiring on April 27,2025; and
NOW, THF'REFORE, the Parties agree as follows:
1. Recitations. The Parties agree that the recitations above are true and correct and
are incorporated as if fuIly set forth here.
2. Employment. The City agrees to employ Alina Hudak as its City Manager and
Alina Hudak agrees to be so employed. Alina Hudak will devote her full working time to her
duties as City Manager and will not accept or perform any other anployment, paid or unpaid,
while she is ernployed as City Manager, excqlt as expressly set forth herein or expressly agreed to
by the City Commission by Resolution and modification of this Agreernent, according to its terms.
Notwithstanding the foregoing, nothing in this Agreement shall prohibit Alina Hudak from
occasional other work, such as teaching, writing, community activities, pro bono work, or civic or
charitable activities as is appropriate to this position of City Manager, provided, however, that
such work shall not interfere with Alina Hudak' duties as City Manager and shall not in any way
reflect unfavorably on the City. Alina Hudak shall at all times apply her best efforts to the
performance of her duties as City Manager.
3. Employment At Wi1l. Alina Hudak is ernployed at will and serves at the pleasure
of the City Commission. This Agreernent and Alina Hudak's employment may be terminated by
the City Commission at any time and for any'reason or for no reason, subject only to the express
Termination provisions of this Agreement.
4. Duties. Alina Hudak will perform the duties of the ofEce of City Manager as set
forth in the Charter of the City of Miami Beach, Floridq and in the Code of the City of Miami
Beach, Floridq and all such duties customary and appropriate to this position of City Manager and
such other appropriate duties as may be assigned by the City Commission or its designee from
time to time.
I
5. Ef[ective Date. This Agreement shall become effective as of April 2L,2021 (the
"Effective Date").
6. Term. Subject to the City Commission's annual review and evaluation of Alina
Hudak, as provided in Section 7(d) below, the Agreement shall have a term ofup to four (4) years,
commencing on April 21,2021(Commencanent Date), and expiring at midnight, April 27,2025,
unless terminated earlier or re,lrewed as set forth herein.
7. Compensation. Alina Hudak shall receive compensation for performing the duties
of City Manager as set forth in this Sestion 7. Nothing other than those items set forth in this
Section 7 shall be considered or fieated as compe,nsation, wages, salary, earnings, or remuneration
to Alina Hudak for any purpose whatsoever, including pansion or for purposes of Section 448.08,
Florida Statutes, or in arbihation.
a. Salary. The City shall pay Alina Hudak a salary annualized at $320,000, to
be earned and to accrue bi-weekly. This salary shall likewise be paid bi-weekly according
to the usual payroll practices of the City applicable to unclassified general employees.
Alina Hudak is a participant in the Section 457 deferred compe,nsation plan (the Plan).
Within fourteen (1a) days following the execution of this Agreement, ffid thereafter on
April 2l$ of each year during the Term of the Agreemen! the City shall make a lump sum
contribution on Alina Hudak's behalf into (i) the PIan, in the amount of $26,000, according
to the temrs of the PIan and applicable laws, with such contribution subject to an automatic
annual increase to the morimum amount perrnitted by applicable law; and (ii) an IRA
account selected by Alina Hudak, in the amount of $7,000 (or such lesser amount as may
be required by applicable law); provided, however, that such IRA contribution shall also
be subject to an automatic annual increase to the mar<imum amount permitted by applicable
Iaw. The City agrees to review the annual salary and/or other benefits of Alina Hudak at
the time of evaluation of perfonnance as provided in Section 7.d. and make adjustmants as
the City may determine. An annual salary review of Alina Hudak will be made every year
within forty-five (45) days after April2lst of each year, or as soon as practicable thereafter,
in accordance with the Agreement terms.
b. Insurance. For FY202l, Alina Hudak has elected to decline coverage for
herself and her eligible dependents under the City-offered goup medical and group dental
plan. During the City's open enrollmentperiod taking place each year of the Term, Alina
Hudak may elect to join any City-offered group medical and group dental plan, and in such
event, the City shall pay the full amount of premiums for the City-offered goup medical
and group dental plan selected by Alina Hudak, for herself and her eligible dependents.
The City will pay the fulI amount of praniums for the City-offlered life insurance policy
and supplemental life insurance policy for Alina Hudak, and the City-offered insurance
policies for short-term disability, long-terrn disability, ffid long-term care insurance for
Alina Hudak. Alina Hudak may (or, ifparticipation is mandatory, shall) participate in other
City-offered insurance and benefits for which she is eligible on the terms applicable to
unclassified general employees.
2
c. Leave. Alina Hudak will be eligible to accrue, use, and convert leave hours
to the extent and on the terms applicable to unclassified general employees. In addition to
the foregoing, Alina Hudak shall accrue an additional 120 hours of annual leave annually.
d. Performance Evaluation and lncentive. Alina Hudak's performance as City
Manager shall be evaluated by the City Commission at least once annually, within forty-
five (45) days prior to or following the amiversary of the Commencement Date, or at any
other time the City Commission may determine. Alina Hudak shall be responsible for
notiffing the City Commission that her annual performance review is due, and for placing
the item on a City Commission meeting agenda within the time period specified herein.
The annual performance evaluation of Alina Hudak as City Manager shall occur without
regard to whether any additional compensation or bonus incentive is sought pursuant to
this Agreement.
i. The annual review and evaluation of Alina Hudak shall be in accordance
with the specific goals, priority objectives and initiatives the City Commission shall
establish, in consultation with Alina Hudak, as being necessary for the proier
operation of the City and the achieveme,nt of the City Commission's policy
objectives. The Parties anticipate that the performance priorities, goals and
objectives for the City Manager shall be adopted by the City Commission as soon
as possible, and not later than 120 days after the Commencement Date, and
memorialized as an amendment to this Agreement. Until such time as the City
Commission and Alina Hudak jointly establish such agreed-upon goals and priority
objectives, Alina Hudak's immediate priorifies shall focus upon (i) the continuation
of the City's COVID-I9 efforts, including post-COVID economic recovery; (ii) the
continuation of City's ongoing public safety efforts, including during High Impact
weekends such as Memorial Day weekend; (iii) City's FY2022 budget process; (iv)
the City Manager's staffing and organizational plan, including filling of key
vacancies; and (v) any such other priorities as the City Commission may establish
from time to time.
ii. The City Comrnission's annual evaluation of Alina Hudak's
perfonnance and progress toward the goals and objectives shall form the basis for
the City Commission's deterrnination of any salary increases or perforrnance
incentives that may be awarded to Alina Hudak pursuant to this Agreernanf or for
the renewal or termination of this Agreernent, as provided in Sections 9 and l0 of
this Agreement, respectively. Based on the performance achieved by Alina Hudak
pursuant to the City Comrnission's annual review of Alina Hudak pursuant to this
Section 7, the City Commission may provide to Alina Hudak a onetime
Performance Incentive of up to 10 percent of the annualized salary amount set forth
in SectionT.a. The Perforrnance Incentive shall not be deerned a part of "base pay"
or other earnings for purposes of pension.
8. Non-Compensation Exps:nses and Reimbursements. The City will pay for,
reimburse, or otherwise provide for the items set forth in this Section 8. These items are paid for,
reimbursed, or otherwise provided because they inure to the benefit of the City and do not
3
constitute compensation, wages, salary, earnings, or remuneration to Alina Hudak for any purpose
whatsoever, including pension or forpurposes of Section 448.08, Florida Statutes, or in arbitration.
a. Vehicle. The City will pay to Alina Hudak a vehicle allowance in the
amount of $9,600.00 annually, paid in proportionate bi-weekly installments to reimburse
her for the use of her personal vehicle for the benefit of the City.
b. Information and Communicatio$s. Technology Expenses. The City will
provide to Alina Hudak adequate and reasonable information and communications
hardware, software, and services to support her in the performance of her duties as City
Manager.
c. Subscriptions. Memberships. and Fees. Alina Hudak may include, as an
expense item in the budget of the Office of the City Manager, an amount to be used to pay
for such reasonable subscriptions, memberships, and fees and other similar costs, such as
travel and lodgitrg, &s may be incurred for development and advancement related to, in
support of, and inuring to the benefit of the City. No payment authonzed hereunder may
be made to an entity that illegally discriminates on the basis of any characteristics protected
under the City's Human Rights Ordinance.
9. Renewal and Non-Renewal. The City Commission may renew or extend the
original term of this Agreement by resolution for succeeding periods as specified by the City
Commission on the same terms and conditions as then set forth in this Agreement or on such
modified terms and conditions to which it may agree with Alina Hudak. Should the City
Commission not rsnew or extend the original or any succeeding term, this Agreernent shall expire
at the end of such original or succeeding term. Alina Hudak's anployment shall simultaneously
end with the expiration of the original or succeeding term or period. Should the City not renew
this Agreement, it will either grve Alina Hudak 90 days' notice of intent not to renew or, if no
notice is given, the City shall, commencing upon the end of her employment pay Alina Hudak an
amount equivalant to 12 weeks of the salary amount set forth in Section 7.a. (the "Separation
Payments'), along with all payrnents due forwork performed through the date of termination and
other payments due, if any, upon termination on the same terms and conditions applicable to
unclassified general employees and shall have no firrther liability to her whatsoever. The
Separation Payments will be paid bi-weekly according to the City's usual payroll practices. In
addition to the Separation Payments, if at the time of such non-renewal, Alina Hudak and her
eligible dependents are participating in any City-offered Soup medical or group dental plan, the
City shall pay Alina Hudak the full amount of premiums for the City-offered group medical and
group dental plan selected by Alina Hudak, for herself and her eligible dependents, for a period of
one (1) year following the expiration of this Agreement. Should Alina Hudak accept employment
prior to the expiration of 12 weeks after the date of expiration of the original or succeeding term,
the Separation Payments and payments for insurance premiums as provided herein shall
immediately cease and the City shall have no obligation to make any Separation Payments then
remaining unpaid.
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10. Termination by Alina Hudak.
a. With Notice. Should Alina Hudak terminate this Agreement by giving
notice not less than 90 days prior to termination, the City shall pay her in like manner as if
the Agresrnent were not renewed pursuant to Section 9 of this Agreernent.
b. Without Notice. Should Alina Hudak terminate this Agreement by giving
notice less than 90 days prior to termination, the City shall pay her any payments due for
work performed through the date of termination and other payments due, if any, upon
termination on the same terms and conditions applicable to unclassified general employees,
and shall thereafter have no further liability to her whatsoever.
1 1. Termination by the City. The City Commission may terminate this Agreement and,
thereby, Alina Hudak' employment, at any time, without or without notice, and for any reason or
for no reason.
a. Wi.thout Cause. Should the City terminate this Agreernent without
Cause, as defined in Section I 1.b., it shall pay Alina Hudak an amount equivalent to 20
weeks of the salary amount set forth in SectionT.a.,provided, however, that if at the time
of such termination, Alina Hudak and her eligible dependents are participating in any City-
offered group medical and group dental plan, the City shall also pay the full amount of
premiums for the City-offered goup medical and group dental plan selected by Alina
Hudak, for herself and her eligible dependents, for a period of one-year following the date
of termination of this Agreement (the "Severance Paymetrt"), along with all payments due
for work performed through the date of termination and other payments due, if any, upon
termination on the same terms and conditions applicable to unclassified general employees,
and thereafter City shall have no further liability to her whatsoever. Should Florida law be
changed to permit a Severance Payment greater than that perrnitted under law at the time
of the execution of this Agreement, the City Commission will review the amount of the
Severance Payment set forth in this Agreanent and consider making any adjustments
thereto, at its sole dissretion. ln the event the City at any time during the term of this
Agreement reduces the salary or other financial benefits of Alina Hudak in a greater
percentage than an applicable across the board reduction for all anployees of the City or
in the event the City refuses after written notice to comply with any other provision of this
Agreement benefiting Alina Hudak, or if a majority of the members of the City
Commission in a public meeting requests that Alina Hudak resign, then Alina Hudak Day,
at her option, be deemed to be terminated as of the date of such reduction or such refusal
to comply within the meaning and context of this Section 11.a.
b. With Cause. Should the City terminate this Agreement with Cause, as
herein defined, it shall pay Alina Hudak any payments due for work performed through the
date of termination and other payrnents due, if any, upon termination on the same terms
and conditions applicable to unclassified general anployees, and the City shall thereafter
have no further liability to her whatsoever, including no obligation to pay the Severance
Payment as defined in Section 1 1.a. Cause is defined as one or more of the following: any
material breach of this Agreement provided, however, that the City Manager's progress or
achievement of the goals and objectives as may be established by the City Commission
5
(a.rd memorialized in an amendment to this Agreernent) shall be excluded from the
definition of "Cause" and shall not form the basis for the termination of Alina Hudak with
Cause; conviction of any felony; admission of conduct that would constitute any felony;
conduct that would constitute a violation of any applicable code of ethics or professional
conduct; conduct that would constitute malfeasance or misfeasance in office as those terms
are interpreted under Section 1t2.3187, Florida Statutes; or other similar conduct that the
City Commission reasonably determines merits termination.
12. Pension. Alina Hudak shall become a mernber of the Miami Beach Employees
Retirement Plan as a condition of her employment pursuant to the governing ordinance of the plan
(which plan, at the time of the execution of this Agreement, includes an accrual factor of 4 percent
for her period of service in the position of City Manager).
13. Bonds. The City shall bear the full expense of any fidelity or other bond required
of Alina Hudak in her capacity as City Manager under any statute, ordinance, or regulation.
14. Indemnification. The City shall indemniff and defend Alina Hudak or, at its option,
provide a defense to Alina Hudak against claims arising out of and in the course and scope of her
anployment or function, consistent with and to the extent of Florida law under Chapter I I 1,
Florida Statutes, and a public official's right to a defense against claims arising from their
performance of their public duties performed while serving a public purpose under the common
law of Florida.
15. Notice. Any notice hereunder shall be effective if made by delivery, postage paid,
to the United States Postal Service or by a manner valid for personal service under the Florida
Rules of Civil Procedure or by public staternent on the record during a meeting of the City
Commission in the presence of the parfy to whom notice is to be given. Notice, for purposes of
this Agreanent, is to be given to:
City:Mayor Dan Gelber (or successor)
City of Miami Beach
1700 Convention Center Drive
Miami Beach, Florida 33139
City Attorney Raul Aguila (or successor)
City of Miami Beach
1700 Convention Center Drive
Miami Beach, Florida 33 139
Alina Hudak: Alina T. Hudak (or heirs)
[Address on file with Human Resources and confidential and
exempt from disclosure under Florida law]
16. No Assignment or Delegation: No Third-Party Beneficiaries. The serices
provided by Alina Hudak are considered unique and personal to her. Accordingly, Alina Hudak
may not delegate or assign any duty, obligation, or benefit attaching or accnting hereunder. This
and
6
Agreement is entered into and intended for the benefit solely of the City and Alina Hudak and not
for the benefit of any other person or entity.
17. Entire Asreernent. Severability. Modification. Waiver. The provisions of this
Agreement constitute the entire agreement betwee,n the Parties on its subject matter and this
Agreement supersedes any other agreement, understanding, representation, or promise
whatsoever. Alina Hudak agrees that she has relied solely upon the express language of this
Agreement in determining whether to enter into this Agreement and not upon any other
understanding or corrmunication of any kind, whether written or oral. Should a court or arbitrator
of competent jurisdiction determine that any provision or portion thereof of this Agreement is
illegal, invalid, or unenforceable, the remaining provisions or portions thereof shall remain in full
force and effect. This Agreement may be modified only by a writing signed by both Parties and
approved by the City Cornmission by Resolution. Waiver of any right or of any breach of this
Agreement by either party in any instance or instances shall not constitute or be construed as a
waiver in any other instance.
18.Construction.Law. Headinss.This Agreement shall be construed
according to its express language and not strictly for or against either Purty, regardless of
authorship. This Agreement shall be governed by and according to the laws of the State of Florida.
Section headings are for convenience only and shall have no legal effect.
19. Arbitrafion. The Parties agree that any claim or dispute arising from this
Agreement, its interpretation, its renewal, or its breach shall be settled in final and binding
arbitration by a single arbitrator under the Arbitration Policies and Procedures of the Federal
Mediation and Conciliation Service. A panel of arbitrators may be requested by either Party and
the Parties will select an arbitrator by altemative strikes. The first Party to strike will be determined
by agreement or coin flip. Each Party may one time reject a proposed panel of arbitrators and
request another. The party requesting any panel shall bear the expense of the request. The Parties
shall bear equally the expense of the arbitrator and the location of the arbitration hearing. The
Parties shall each bear their own litigation costs, including attorney's fees, court reporter fees, and
witness fees, if any. The arbitrator shall apply apreponderance of the evidence standard of proof.
The party asserting a claim or affirmative defense shall have the burden of persuasion as to that
claim or affirmative defense. The arbitrator shall not have authority to make any award of
attorney's fees or the costs of the arbitration. The arbitrator shall confine himself or herself strictly
to the language of this Agreement and shall have no authority to add to, subtract from, or modiff
any term or provision of this Agreement. The arbitrator shall have no authority to construe any
law, regulation, rule, principle of law, decision, or provision or provisions of this Agreement or to
make any award that would result in or obligate the City, directly or indirectly, to incur any debt,
cost, expense, or liability in excess of the arnount initially budgeted, approved, and appropriated
for the funding of this Agreement. Any such purported construction or award will be null and
void. The arbitrator's award shall be subject to enforcement or vacation by the Circuit Court
according to law. Moreover, and without waiving the preceding limitation, in no case shall the
City be liable for any punitive, consequential, indirect, or incidental damages whatsoever.
20. Counterparts. Electronic Signatures. This Agreement may be executed in one or
more counterparts, each of which shall be deaned an original and all of which together shall
constitute a single instrument. Execution and delivery of this Agreement by electronic exchange
7
bearing the copies of a Party's signature shall constitute a valid and binding execution and delivery
of this Agreement by such Party. Such elechonic copies shall constitute enforceable original
documents.
WHEREFORE, the Parties, after full consideration, including consultation with
independent counsel, do knowingly, voluntarily, and intending to be legally bound, hereby enter
into this Agreanent duly executed on the dates written below.
Attest:FO BEACH, FLORIDA:
ZO
Rafael Granado,Dan Gelber, Mayor
2P day of HNr . 2ozt.
FOR CITY MANAGER ALINA T. HI]DAK:
witress Siguatue Hudak
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Print Name
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CityAttomeyQqz
.APPROVED AS TOFORM A UNGUAGE
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