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Resolution 2024-33161 RESOLUTION NO. 2024-33161 A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI BEACH,FLORIDA, REGARDING THE SELECTION PROCESS FOR THE NEW CITY MANAGER; DETERMINING THE FINALISTS FOR THE POSITION; AND PROVIDING FOR THE COVERAGE OF TRAVEL EXPENSES FOR THE FINALISTS AND THEIR SPOUSES OR DOMESTIC PARTNERS. WHEREAS, on April 18, 2024, the City Commission directed the City Clerk and City Attorney to initiate the process of selecting and appointing a new City Manager; and WHEREAS, GovHR USA, a government executive recruitment firm, was selected by the City Commission to assist with the search and selection process, which resulted in attracting 124 applicants from 29 states, including 59 applicants from within Florida; and WHEREAS, GovHR USA selected eight semi-finalists based on their experience and suitability for leading Miami Beach, conducted first-round reference checks, social media checks, and personal interviews, and will conduct extensive background checks on the finalists; and WHEREAS, at the July 9, 2024, Special Commission Meeting, the City Commission discussed the selection process for the new City Manager and reviewed the eight semi-finalists presented by GovHR USA. NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA that: 1. The following individuals are selected as finalists for the position of City Manager: Anthony Alicastro, Eric T. Carpenter, Tarik Rahmani, and Jerome"Jay" C. Wilverding. 2. The City shall cover the airfare and hotel expenses for the finalists who do not reside in the Miami-Dade County/South Florida area. 3. The City shall cover the travel expenses for the spouses or domestic partners of the finalists, given the potential impact of the City Manager role on a candidate's family and the expectation that the City Manager will take residence in Miami Beach. 4. The Mayor and Commissioners will conduct in-person interviews with the finalists on July 23, 2024, and public interviews during the Commission Meeting on July 24, 2024. PASSED and ADOPTED this 9th day of July 2024. ATTEST: 14 JUL 1 6 2624 4enMeiner, Mayo ' r Rafael°E. Granado City Clerk APPROVED AS TO FORM&LANGUAGE p��-sE9 ' &FOR EXECUTION INCORP ORATED' = J' I 1¢I2oZ :;Z:y City Attorney Date ,RC;,H`26\ " Discussion Items R9 A MIAMI BEACH COMMISSION MEMORANDUM TO: Honorable Mayor and Members of the City Commission FROM: City Clerk Rafael E. Granado City Attorney Ricardo J. Dopico DATE: July 9, 2024 TITLE: DISCUSS AND TAKE ACTION REGARDING THE SELECTION PROCESS FOR THE NEW CITY MANAGER, INCLUDING DETERMINATION OF THE FINALISTS FOR THE POSITION. RECOMMENDATION Discuss and take action regarding the selection process for the new City Manager, including determination of the finalists for the position. BACKGROUND/HISTORY On April 18, 2024, the City Commission directed the City Clerk and City Attorney to initiate the process to enable the Commission to select and appoint a new City Manager. GovHR USA, a government executive recruitment firm, was selected by the City Commission to conduct and assist with the search and selection process. The firm advertised the position, attracting 124 resumes from 29 states, including 59 applications from within Florida. ANALYSIS Candidate Review: GovHR USA selected eight semi-finalists from the pool of applicants based on GovHR's assessment of their experience and suitability for leading Miami Beach. GovHR USA has conducted first-round reference checks, social media checks, and personal interviews of these eight semi-finalists. To ensure that candidates are thoroughly vetted, an extensive background check will be conducted on the finalists. 1.Anthony Alicastro - Senior Management Advisor, Consultant, Miami, Florida 2. C. Scott Andrews Assistant City Manager, City of Bakersfield, California 3. Eric T. Carpenter- Deputy City Manager, City of Miami Beach, Florida 4. Salah Czapary - Director, Office of Nightlife and Culture, Government of the District of Columbia, Washington, DC 5. Kerrith Fiddler- City Administrator, City of Pensacola, Florida 6. J. David Fraser Senior Associate, Municipal Solutions, Goodyear, Arizona 7. Tarik Rahmani - Deputy City Manager, City of Carson, California 8. Jerome "Jay" C. Wilverding - County Administrator (Former), San Joaquin County, Stockton, California Pane of 4'� Resumes for each of the eight semi-finalists have been attached for your review. July 9, 2024 Special Commission Meeting: During the July 9,2024 Special Commission Meeting, GovHR USA will present a summary review of the eight semi-finalists, including insights it has gathered from references, interviews, and social media searches conducted during the selection process. Having been provided information on the eight semi-finalists by the recruitment firm, the City Commission is expected to choose two to four finalists during the Special Commission Meeting on July 9, 2024. We will first seek your direction as to the number of finalists you will want to consider. Next, we will ask each of you to rank the semi-finalists from 1 to 8, with 1 being your first choice and 8 being your last choice. We will immediately tally the results and announce the finalists. The Mayor and Commissioners will have the opportunity to conduct in-person interviews with the finalists on July 23,2024. The final in-person public interview is expected to be conducted at the July 24, 2024 Commission Meeting. Proposed Interview Format and Questions for the Finalists: Interviews of the finalists will occur in two phases: 1. One-on-One Interviews: Each Commissioner and the Mayor will have the opportunity to interview the finalists individually on July 23, 2024. This will allow for personalized and in-depth discussions with the final candidates. 2. Public Interviews: On July 24, 2024, during the Commission Meeting, public interviews of the finalists will be conducted by the Commissioners and the Mayor. To ensure a comprehensive evaluation,we recommend that the Commissioners and the Mayor submit to the City Attorney and City Clerk two questions they wish to ask the finalists during the July 24, 2024 Commission Meeting. The questions, submitted ahead of time,will be compiled into a master list, ensuring that each finalist is asked the same questions during the public interview. These questions must be submitted by a specified deadline, ideally one week before the interview date.. If two or more members of the City Commission submit questions that are identical or substantially similar, the Clerk will ask one or more members to provide an additional question, as necessary to ensure that there are a total of 14 questions. During the public interviews on July 24,the finalists(and spouses/domestic partners, if applicable) will be sequestered when not being interviewed. This measure is to protect the integrity of the process and ensure that candidates appearing subsequently do not hear the questions being asked. Travel and Accommodation for Finalists: Covering Expenses: It is proposed that the City cover the airfare and hotel expenses for any finalists who do not reside in Miami-Dade County. Your direction on this matter is requested for planning purposes. Inclusion of Spouses:Given the potential impact of the City Manager role on a candidate's family and the expectation that the City Manager will take residence in Miami Beach after the appointment,the Commission may wish to consider offering to cover travel expenses for spouses or domestic partners. Your direction on this matter is requested for planning purposes. Panes A of dA City Tours and Departmental Meetings: Organizing tours of Miami Beach and meetings with department directors will give finalists a thorough understanding of the City's operations, challenges, and opportunities.To facilitate these activities,it is proposed that finalists arrive on the evening of July 21. This will allow sufficient time for tours and meetings before the one-on-one interviews. Proposed Schedule: July 22, 2024: Tours of the City and meetings with department directors. July 23, 2024: One-on-one interviews with the Mayor and each Commissioner. July 24, 2024: The Mayor and Commissioners will conduct interviews of the final candidates at the Commission Meeting. Following the interviews, the City Commission will vote to select the new City Manager(majority vote required)and authorize the Chair of the Finance and Economic Resiliency Committee to negotiate the business terms of an Employment Contract with the new City Manager and the City Attorney to draft a contract incorporating the agreed upon business terms and other standard terms and conditions for a contract of this nature. FISCAL IMPACT STATEMENT N/A Does this Ordinance require a Business Impact Estimate? (FOR ORDINANCES ONLY) The Business Impact Estimate(BIE)was published on N/A. See BIE at: https://www.miamibeachfl.gov/city-hall/city-clerk/meetinq-notices/ FINANCIAL INFORMATION N/A CONCLUSION We seek your input and direction on the proposed interview process and timeline. Applicable Area Citywide Is this a "Residents Right to Know" item, Is this item related to a G.O. Bond pursuant to City Code Section 2-17? Project? No No Was this Agenda Item initially requested by a lobbyist which, as defined in Code Sec. 2-481, includes a principal engaged in lobbying? No PAM5of43 If so, specify the name of lobbyist(s) and principal(s): Department City Clerk Sponsor(s) Co-sponsor(s) Condensed Title Discuss/Action —City Manager Selection Process, Including Approval of Finalists. (CC/CA) City of Miami Beach, Florida City Manager Recommended for Interview Consideration Presented in Alphabetical Order Candidate I Anthony Alicastro Senior Management Advisor,Consultant Miami,Florida Candidate 2 C. Scott Andrews Assistant City Manager City of Bakersfield,California Candidate 3 Eric T. Carpenter Deputy City Manager City of Miami Beach,Florida Candidate 4 Salah Czapary Director,Office of Nightlife and Culture Government of the District of Columbia Washington,DC Candidate 5 Kerrith Fiddler City Administrator City of Pensacola,Florida Candidate 6 J.David Fraser Senior Associate Municipal Solutions Goodyear,Arizona Candidate 7 Tarik Rahmani Deputy City Manager City of Carson,California Candidate 8 Jerome"Jay"C.Wilverding County Administrator(Former) San Joaquin County Stockton,California Pnnc 7 of Al Miami Beach: City Manager Finalist Candidate Summary Executive Current Total Leadership Experience in Priority Areas Experience Candidate - CM,DCM, Director Economic Leading Climate Education Organization Title Reporting Employees Budget ACM,CEO or Dev/Capital Public Resilience/ Relationship ExperiexperieMuncipalnce or equivalent equivalent Programs Safety Sustainability Alicastro, Board of Anthony JD Emovis CEO Directors 650 $900M 17 22 0 Good Strong Good EdD Org Andrews, Bakersville, Assistant City Leadership, City Manager 2,000 789M 22 7 5 Strong Strong Good C.Scott MPA CA Manager Carpenter, Miami Beach, Deputy City Eric BS,Engineering FL Manager City Manager 25,000 $830M 21 9 9 Strong Good Strong Washington, Executive Czapary, BA,Arabic Lang DC Cabinet Mayor/ 37,000 Salah &Culture / Council $21B 8 2 6 Good Strong Good government Director J Fiddler, MS,Constuction City Pensacola,FL Strong Mayor 890 $313.8M 21 5 10 Strong Good Good k Kerrith Mgt Administrator 0 i Boulder City, " Fraser, Board of MPA NV(Nwst City Manager 300 $58M 11 11 17 Good Strong Good J.David current Directors government) Rahmani, Deputy City Indirect Tarek MS,Agric Econ Carson,CA Manager City Manager 1,000 $4B 22 2 8 Stong (Elected Good Sheriff) Wilverding San Joaquin County Board of Indirect Jerome'Jay' BS,Bus/Acctg County,CA Administrator Supervisors 7,800 $2.98 14 3 3 Strong (Elected Good Sheriff) Candidate 1 ANTHONY ALICASTRO Miami Beach, FL I I anthonyalicastro@gmail.com linkedin.com/in/anthony-alicastro/ Highly effective administrator with extensive experience in working in the public sector and administering public assets while in the private sector. Demonstrated ability to achieve transformative results in complex and challenging political and economic environments, with broad experience in complex multinational management. Recognized for open communication, transparency, and authenticity throughout career; built trusted relationships with country presidents, national and local government agencies. Experienced in multiple boards across industries and throughout the world Public asset administration and Operations: Focused on increasing levels of customer service and satisfaction as well as improving the safety and security of operations. Led the process to achieve first-ever international certification for safety and security in Bolivia and Jamaica. Lowered operating costs through restructuring and integration of management teams. Strategic Planning: Developed strategic plans, including vision and mission for multiple companies, in alignment with core values,creating updated strategy and new direction and consistently improving customer satisfaction. Multi-cultural/environment Management: Managed multisite organization across seven countries in US, Canada, Latin America,and Europe, addressing diverse cultures, legal matters, business practices,and languages. Transformation &Change: Led multiple transformations, including start-up and established global organizations, significantly improving company financial performance, workplace environment,and customer service. PROFESSIONAL EXPERIENCE Senior Management Advisor/Consultant, Miami, USA 2024 - ongoing Yunex Traffic, Project executive, Miami, USA 2023-2024 Provided senior project oversight for Yunex Traffic in its $170 million Automated Traffic Management System project with Miami-Dade County,the largest of its kind in the United States. • Led governmental affairs and customer outreach and coordinated efforts with outside contractors and consultants. • Represented Yunex Traffic at Commission, Mayoral and Departmental levels of Miami Dade County government. • Provided strategic guidance and mentoring to project team. Senior Management Advisor/Consultant, Miami, USA 2021-2023 Provide business management advice on a consultancy basis. • Led acquisition team on behalf of an international client in the purchase of a Florida based biotech company. Responsibilities included financial and asset due diligence,on-site inspections and meetings with senior management of target companies. • Advised international digital media start up including corporate structure, tax optimization and business development strategy. Emovis,Paris, France 2018- 2020 With over 650 employees in seven countries, Emovis designs, develops, implements, and operates some of the world's largest free-flow road tolling businesses in the US, UK, Ireland, and Canada. Emovis is the technology arm of Abertis, the world's largest toll road operator, managing over 5,300 miles of roads in 15 countries in Europe, the Americas, and Asia. Chief Executive Officer, Emovis Led transformation of underperforming business: created new vision and strategic plan, revamped commercial policy, and developed innovation and technology roadmap. • Exceeded all 2019 company financial objectives with EBITDA 15%above budget. Deno 1 11 r,f A� • Won €32 million, 50-month contract to design, deliver, operate, and maintain an innovative electronic tolling system for Ashghal, Qatar's Public Works Authority,establishing the first ever free flow toll road in Doha. Led project proposal presentation to senior Qatari officials. • Selected by State of Utah to provide a first-of-its-kind Road Usage Charge for Alternative Fuel Vehicles(AFVs)program. • Instituted an innovation and technology roadmap showing the development of current and future products and the commercial opportunities where they could be deployed. Emovis, Runcorn, England 2015 — 2018 Chief Executive Officer,Emovis Mersey Directed project delivery,business start-up,and ongoing operation of Merseyflow,a free-flowing tolling solution,on the newly- constructed Mersey Gateway Bridge on behalf of Halton Borough Council. • Delivered the tolling system and customer call center on time and on budget.Worked closely and effectively with Halton Borough Council. • Winner of the International Bridge,Tunnel and Turnpike Association 2018 European Toll Excellence Award. • Led the pre-opening media and community outreach campaign, resulting in rapid public acceptance of new tolling scheme. Sangster International Airport, Montego Bay,Jamaica 2014— 2015 Sangster International Airport is Jamaica's main tourism gateway handling approximately 3.5 million passengers annually. Chief Executive Officer Administrator of Jamaica's largest and most strategic asset, including operations and maintenance, financial management, regulatory compliance, capital improvement program, labor relations, and stakeholder and community relations. Overall responsibility for 2014 revenues of more than$67 million, 2014 EBITDA of$32.3 million(+4.6%budget),and 160 employees. • Led successful tariff negotiations with the Jamaican Civil Aviation Authority, resulting in a 70%increase in aeronautical revenues ($22 million additional revenue per annum). Developed regulatory proposal, negotiated with stakeholders, and built consensus with airlines. • Obtained the airport's aerodrome operator's certificate and license following an in-depth regulatory audit in 2014,the first time that this extensive audit framework, based on the International Civil Aviation Organization (ICAO)model,was utilized in Jamaica. • Managed the business during the sale of Abertis' majority shareholder interest in the airport concession, leading management presentations to potential buyers,ensuring a smooth transition to the new shareholder, and continuity of business operations. At the request of new shareholder, remained at the airport during transition to a new CEO. Servicios de Aeropuertos Bolivianos S.A.,Cochabamba, Bolivia 1998—2013 A company dedicated to the administration,modernization,and expansion of the largest and most important airports in Bolivia. Chief Executive Officer Provided strategic, financial, and operational leadership to the three main airports in Bolivia, with responsibility for annual revenues of more than $28 million, EBITDA of $6.3 million, and 420 employees. Led the capital program, including master planning for airport expansions. Developed relationships with all stakeholders,including highest-level government officials. • Sustained profitability over eight years despite a freeze in regulated tariffs and government mandated annual salary increases totalling 62%for the period. • Grew revenues from$16.3 million to$28.3 million during tenure through increased focus on non-regulated sources of income,achieving 50%increase in commercial revenues in the last five years. • Obtained governmental operational certification of the three airports for first time in their history following an intensive cycle of operational audits from both the Bolivian civil aviation regulator(DGAC)and the ICAO. • Reduced staff costs by$500,000 per year through a restructuring of the management teams in the three airports. • Successfully managed the business through two sales processes,ensuring a smooth transition to the new shareholders and the continuity of the business operations. City and County of San Francisco San Francisco International Airport 1990—1998 Panes 1 1 of d' Principal Property Manager Managed property and concession development for over 40 airlines and concessions. Wrote lease and bid documents and negotiated airline,retail,and telecommunication leases. City and County of San Francisco Office of the City Attorney 1986-1990 Deputy City Attorney Represented San Francisco International Airport in commercial and noise abatement matters. Represented San Francisco Retirement System in worker's compensation litigation.Represented Department of Social Services in child protection litigation. BOARD LEADERSHIP Servicios de Aeropuertos Bolivianos SA, Board Member Sangster International Airport,Board Member Chairman of the Board of the following companies: Emovis SAS Paris, France; Emovis UK; Emovis Ireland; Emovis Croatia; Emovis USA;Emovis Puerto Rico EDUCATION Juris Doctor, University of San Francisco School of Law,San Francisco,CA Bachelor of Science in Foreign Service,Georgetown University,Walsh School of Foreign Service,Washington, DC Member,California Bar Association LANGUAGES English, native speaker Spanish,fluent Italian,fluent French,conversational Pono 1 7 of A' Candidate 2 C. Scott Andrews, Ed.D., ICMA-CM linkedin.cotn/in/cscottandrews I I cscottandrews@yahoo.com Experienced, inclusive leader with a high level of emotional intelligence that possesses advanced interpersonal skills and a proactive, transparent, and collaborative management style. Over 20 years of responsible municipal management experience with substantial expertise in city management, team development, strategic planning, economic development, community engagement, conflict resolution, succession planning, public relations, recreation, collective bargaining,and capital budgeting. PROFESSIONAL EXPERIENCE CITY OF BAKERSFIELD,CA ($789 million budget/2000 staff) MAY 2022-PRESENT Assistant City Manager • Acts and serves as City Administrator, in absence of CM. • Supervises productive teams ranging from Human Resources, Finance, Parks & Recreation, Tech Services, Economic Development,Community Relations,and Safety Risk. • Maintains effective working relationships with local, state, regional authorities, civic organizations, and intergovernmental relationships with other cities. • Facilitates the passage of the City's$789 million annual budget and Capital Improvement Plan. • Represents the City on different boards, commissions and agencies as needed. CITY OF COVINGTON,GA ($157 million budget/320 staff) DECEMBER 2019—MAY 2022 City Manager • Serves as City's CAO to a dedicated team of 320 employees in the county seat with a daytime population of 60k residents. • Leads a full service staff, with productive teams ranging from; Electric, Gas, Police, Fire, Airport, Stormwater, Community Development, Public Works, 911, HR, IT,and a Welcome Center. • Partnered to bring transformative economic development projects to the community including:Rivian,the expansion of Facebook, Battery Resources, Archer and the development of Covington Town Center • Championed the bold move to bring main street,economic development,and tourism"in-house"from the Chamber of Commerce, resulting in a renaissance of City engagement, efficiency and revenue options. • Aids staff in facilitation of City's long-range growth. Studies undertaken include annexation study, organizational study, salary study, opportunity zone update, urban redevelopment plan, and transit study. CITY OF SMYRNA,GA (60,000 residents/600 staff) SEPTEMBER 2017—DECEMBER 2019 Assistant City Administrator • Acts and serves as City Administrator, in absence of. • Supervises productive teams ranging from Engineering, Parks & Recreation, Economic Development, Information Technology, Museum, Library, and Environmental Services. • Assisted M&C in the Adoption of"Hands Free" ordinance, which was adopted by other cities, followed by the State of Georgia. • Assists with preparation of the City's$105 million annual budget. • Served as a catalyst for the creation of the City's open container/restaurant district resulting in exponential sales and economic development opportunities for the defined business areas. • Aids staff in facilitation of City's long-range growth.Current studies underway include annexation study, downtown master plan, and transit study. CITY OF SUGAR HILL,GA(30,000 residents) APRIL 2014—SEPTEMBER 2017 Economic Development Director • Orchestrated a highly motivated team responsible for marketing, communications, events, outreach, and business attraction for this"Visionary Award"winning City. Pane 14of4'3 C. Scott Andrews I ,;scottandrewsgyahoo.com I www.cscottandrews.com I Page 2 • Led downtown revitalization efforts, serving as both the Secretary/Treasurer and lead staff person for the downtown development authority. • Collaborated with consultants on traffic studies, void/retail leakage analysis, City master plans, hotel feasibility studies, greenway studies, and executed development agreements for private sector projects ranging from full-service hotels to large scale mixed-use developments. • Initiated the largest municipal event series in Georgia and facilitated all 14 city-based interest groups. • Led the project development and implementation of the transformation of the old city hall into an award- winning business incubator and coworking space called"The Suite Spot." CITY OF TEMPLE TERRACE,FL(28,000 residents) JULY 2003 -FEBRUARY 2014 Recreation Supervisor(2009-2014),Facility Manager(2005-2009),Recreation Leader III(2003-2005) • Responsible for direct management of 5 recreation facilities, 15 parks, and nearly 60 staff members; divisions ranging from fitness, athletics and facility rentals to customer service and aquatics. • Served as representative for the city's pension and contract negotiation team. EDUCATION&CERTIFICATIONS Doctor of Education in Organizational Leadership Argosy University 2015 Master of Public Administration Strayer University 2008 B.S. Business Management Univ. of South Florida/Univ. of Phoenix 2007 Kennedy School of Business Harvard University 2024 Local Governance Summer Institute Stanford University 2023 Climate Change and Health Certificate Yale University 2023 The Power of Team Culture University of Pennsylvania 2022 Diversity, Equity& Inclusion Certificate University of South Florida 2022 Leading Diverse Teams and Organizations University of Michigan 2022 AFFILIATIONS,ACHIEVEMENTS,ENGAGEMENT& SERVICE International City-County Management Association Harvard Kennedy School Scholarship Recipient—June 2024 Executive Committee of ICMA Annual Conference in Long Beach(2026) Selected to Institute on Race, Equity and Inclusion — 10/2022 Selected to Gettysburg Institute—5/2022 ICMA Credentialed Manager(effective December 2020) Presenter at 2021 ICMA Conference(Portland)and 2019 ICMA Conference(Nashville) Selected to Management Exchange Program (Rockville, MD) 2018 ICMA Advisory Board on Graduate Education—2016 - present ICMA Student Chapter Founder/Mentor(Georgia Gwinnett,Clark Atlanta and Cal State Univ.) Small Community Scholarship Recipient-2011 ICMA Emerging Leaders Development Program - 2011-2013 Cal-ICMA Appointed to Board of Directors—2023 Rotary Club —2021-present Executive Officer(Secretary)2024 Cal State University—Public Policy Advisory Board Member—2024 Panes 1 C, of 4 C. Scott Andrews ! cscottandrews@yahoo.com www.cscottandrews.com I Page 3 President's Community Ambassadors-2023 Leadership Bakersfield-Class of 2024 Board of Directors for Boys&Girls Clubs of Kern County-2023 Bakersfield Sister City Board Member-2022 to present Georgia City/County Management Association Appointed to Board of Directors 2021-2022 Facilitator of"Next Generation"sessions and lunches for Aspiring City/County Managers Georgia Municipal Association Appointed to Equity & Inclusion Advisory Council -2022 Presented GMA session on Inclusive Leadership-3/2022 "Visionary City"Winner-Covington - 2022 "Most Active City in Georgia"-Sugar Hill-2017 Toastmasters International Founder and member- Sugar Hill, GA - 2016, Bakersfield, CA - 2022 National Development Council-Economic Development Finance Professional Certification-2017 Gwinnett Chamber of Commerce-Community Wellness Award -2016 Explore Gwinnett: "Friend of Gwinnett Tourism"winner-2014 Georgia Academy for Economic Development-2014 Georgia Downtown Association Georgia Downtown Association Board Member-2015 -2017 Downtown Development Authority Advanced Training-2015 Florida City/County Management Association "If You Care, You Do" Award Recipient -2013 Emerging Leader Scholarship Recipient - 2012 Professional Development Committee-2012-13 National Recreation and Park Association Certified Parks and Recreation Professional (CPRP)Certification-2011-2017 Aquatics Facility Operator Certification -2007-2017 Georgia Piedmont Technical College Board Member-2020-2021 Gwinnett Tech Marketing and Management Advisory Board member-2014-17 Lanier High School Advisory Board Member-2015-17 Leadership Newton County-Class of 2021 Selected to Leadership Cobb County-Class of 2019 Selected to Leadership Gwinnett County -Class of 2018 Distinguished Gentlemen Mentor Program-Lanier High School -2015-2017 Kiwanis-2014-2017 General Manager for Continental Basketball League's Tampa Bay Saints-2012-2015 Assistant Coach for King and Strawberry Crest High School Basketball teams 201 1-2014 Pane 16 of 4� • an 1 ate 3 Dann 17 of A Z ERIC T.CARPENTER,P.E. EXPERIENCE t City of Miami Beach, Miami Beach, FL (May 2013 to Present) Deputy City Manager/Assistant City Manager/Director of Public Works • Since April of 2021 I have served as the Deputy City Manager with a responsibility for all areas of the City including delegated signature authority and duty to serve as the City Manager any time the Manager is away from the office. Specific programs included the General Obligation Bond Program that successfully passed a $159M bond referendum for Art and Culture in 2022. Led the collective bargaining team that negotiated contracts with all five of the bargaining units in the City. Also served as a trustee of the Miami Beach Police and Fire Fighter Pension Fund one of the ten largest pension funds in the state with assets under management in excess of$1.1 billion. • From August of 2015 to April 2021 Assistant City Manager with an expanding portfolio of Departments and Divisions that were direct reports. These include Public Works, Parks and Recreation, Capital Improvement Projects, Parking, Building,Planning, Code Compliance and Economic Development. I report directly to the City Manager and oversee activities related to the infrastructure, public engagement, permitting and economic well-being of the City of Miami Beach, with significant direct interaction with the Mayor and Commission. That has included periods where I have been responsible for over 800 employees and at any given time there are more than 100 capital projects in different stages of planning, design, and construction with a 5-year capital budget of nearly one billion dollars. • Lead negotiator on several public/private partnerships and property acquisition projects valued more than $7S0M that resulted in approximately 15 acres of additional park space within some of the most densely populated areas of Miami Beach; public improvements valued at more than $75M as well as affordable and workforce housing units to provide additional opportunities to diversify the residential population of the City. • Led the program to complete the renovation of the Miami Beach Convention Center, a nearly $600M improvement of the 40-year-old building, to make it competitive for high end convention events that will continue to contribute to the economic stability of Miami Beach and Miami-Dade County. • Principle Administrator tasked with the public education leading up to the referendum and implementation upon passage of a $439M general obligation bond program. Financial planning to raise over$300M in capital for the City of Miami Beach program to provide for adaptation to sea level rise through creative methods such as tax increment financing and stormwater utility structuring. Led the preparation of documentation to meet State criteria and negotiated with Miami-Dade County for the creation of a Community Redevelopment Agency in the North Beach area that will fund improvements to that area for years to come. • Navigated the challenges of operating a primarily tourism economy through the Covid-19 pandemic with significant mid-year budget adjustments and furloughs of employees to avoid the need for more sweeping layoffs. • During tenure as Public Works Director from May 2013 to April 2018 served as Department Head responsible to manage a Sanitation operation (providing municipal solid waste services as well as cleaning services for public spaces, 19 hours per day seven days a week, to keep a busy urban area and tourist destination clean); Property Management (responsible for maintenance and upkeep of over 4 million square feet of space within 96 buildings); Engineering and Operations (that manage the operation and maintenance of approximately 23 million gallon per day water/wastewater system, a very complex stormwater system); Fleet Management (responsible for the maintenance, upkeep, operation and capital replacement of a fleet of approximately 1,200 vehicles and equipment); Transportation (responsible for a public transportation system and traffic engineering functions). Pnnc 1 S2 of A' ERIC T.CARPENTER,P.E. City of Doral, Doral, FL (February 2006 to May 2013) Director of Public Works • Responsible for building a four-person maintenance operation into a full-service Department handling all aspects of approximately SS miles of roads including landscaping, engineering, permitting, capital projects, creation of a stormwater utility, property management and public transportation. Implemented the first public transportation system in Doral, the Doral Trolley and played an integral role in the construction of a new $22 million Government Center, $8 million Public Works facility and approximately $30 million in new parks construction.Also served as the City's Emergency Manager. Cherokee Enterprises Inc.,Miami Lakes, FL (July 2002 to February 2006) Project Manager • Entrusted to coordinate and implement large-scale stormwater management and roadway restoration projects. The work consisted of sites located throughout south Florida and involved the replacement of roadway drainage systems, roadway repairs as well as the maintenance dredging and improvement of canals and culverts. Responsibilities included: interfacing with different agencies and officials including the South Florida Water Management District, as well as various County and municipal entities to ensure the projects were in alignment with the goals of each contributing entity;coordinating with design engineers,geotechnical engineers, and surveyors, to complete engineering designs in the most efficient manner possible; managing the work flow and backlog in order to expedite the construction at over 400 sites. PMK Group Inc., Kenilworth, New Jersey (November 1997 to July 2002) Project Manager • Responsible charge for multiple projects involving many facets of environmental and geotechnical engineering as well as construction management throughout the NY/NJ/CT area. Entrusted with managing large scale multidisciplinary engineering projects including site acquisition and redevelopment for several municipal entities, permitting and cost estimating for remediation and development of property with environmental issues including former Superfund sites; preparation of public bid documents; oversight of construction activities; and interfacing with regulatory agencies. Primary responsibilities included client relations, technical review for accuracy of work performed by colleagues, coordination of staff, and decision-making responsibilities for all aspects of project execution and billing. CERTIFICATIONS/QUALIFICATIONS • Florida Licensed Professional Engineer PE #0061421 • 14 years as member of Board of Directors for South Florida Branch of APWA(Chairman 2017-19) • Awarded 2010 Government Engineer of the Year by Miami-Dade Branch of ASCE • Florida Department of Transportation Intermediate MOT Certification • Army Corp of Engineers Construction Quality Management for Contractors EDUCATION • B.S. Engineering, Major in Civil, Minor in Chemistry,University of Maryland(Class of 1997) • Continuing Education courses in Pressurized Water Flow, Pipe Design, Traffic Calming, Construction Quality Management, Construction Health and Safety, Issues in Design/Build Construction, New Developments in Greywater Irrigation, Problems and Risks Associated in Green Construction, Issues in Environmental Remediation, Brownfield Redevelopment,as well as Laws and Rules for Engineering Principles. COMPUTER SKILLS • MS Office, Microsoft Word, Excel,Access, Power Point, and Outlook, Microsoft Teams,GIS,Zoom PROFESSIONAL AND PERSONAL REFERENCES Available upon request Panes 1 Q of 1' Candidate 4 SALAH CZAPARY • Washington, D.C. 20009 • • salah9victor4gmail.com LinkedIn: w vw.linkcdin.comlin/salah-czapary Twitter (X):Aczaoary CAREER SUMMARY: Accomplished executive leader with over 7 years'experience in municipal government. Expertise in public safety-,community development,and municipal services.Skilled at navigating bureaucracy,working with press and legislators,bridging community needs with government operations,and fostering successful public-private partnerships for transformational change. KEY QUALIFICATIONS: audiences,leads focus groups,and community engagement academics. Executive Leadership o Advises on communication strategy,including drafting press releases and representing the government at press o Serves in the Executive Cabinet of the Mayor of conferences and oversight hearings. Washington,D.C.,and previously the Executive Staff of o Produced an Emmy-nominated public service the DC Metropolitan Police Department. o Manage operations and agency relations within a announcement. government with over 37,000 employees. Financial Management o Provide strategic guidance as a close advisor to the o Advises the Mayor on the city's S20 billion budget, Mayor and the DC Council. ensunng fiscal responsibility. Public Safety o Serves as a surrogate advocating for the passage of the o Extensive experience managing public safety operations city budget to both the DC Council and residents. at a 4,000+ person agency,including crisis management o Secures and manages public-private partnerships for during significant events like January 6th,2021 and municipal projects and programming. President Bidcn's Inauguration. o Co-Chairs the\lultiagencv Nightlife Public Safety Human Resources and Labor Relations Taskforce. o Led recruitment,training,and professional development Community and Economic Development programs,including serving as the final authority on o Serves as the primary liaison for the S7 billion hospitality reserve police officer appointments and disciplinery cases. sector within the government. o Managed labor relations with three labor unions for o Crafts and advises on legislation,policy,and grant issues arising out of collective bargaining agreements. programs serving the industry. o Serves on the Tipped Worker Coordinating Council and o Leads initiatives to support community growth by as a government liaison for various industry councils. attracting large events,including the National Procurement And Capital Projects Independent Venue Association Conference and World o Oversee procurement processes for large equipment Pride 2025. purchases and major consulting services,including a Municipal Services and Operations cultural assessment of the DC MPD. o Provides oversight of operations in commercial o Worked on large capital projects,such as the relocation corridors,including street repairs,park upkeep,waste of the MPD headquarters. management,parking changes,and public transit Innovation And Best Practices projects. o Evaluates and improves existing processes,including o Manage relationships and coordinates with Main Streets implementing electronic routing for all documents at the and Business Improvement Districts. Office of the State Superintendent and discontinuing Communication Sldlls over 50 paper documents at the MPD. o Communicates complex information for diverse PROFESSIONAL WORK EXPERIENCE: 11/2022—present:Director,Office of Nightlife and Culture,Government of the District of Columbia o Serve as an appointed leader,confirmed unanimously by the DC Council,in Mayor Muriel Bowser's executive cabinet,overseeing operations within a government of over 37,000 employees. o Provide expert feedback on public safety and economic development policy decisions impacting the nighttime economy to the Mayor,DC Council members,Chief of Police,and other cabinet members. o Co-chair of Nightlife Multiagency Public Safety Taskforce o Champion of a significant Public Safety Partnership with DoorDash,providing dashcams to all tide-share and delivery drivers. o Hosts Active Shooter/Threat and Stop the Bleed training for stakeholders across government and private sector, maintaining Federal Law Enforcement Training Center certification as an Active Threat Trainer. o Collaborates with community stakeholders, such as Business Improvement Districts and Main Streets, to conduct public safety walks,engage government resources,create public safety plans,and address quality of life issues affecting residents and businesses. o Manage relationships with business stakeholders' post-enforcement actions or crime incidents, ensunng understanding of P�no 91 of A' government actions and appropriate responses. o Represent the government at conferences,summits,special events,and press conferences. 12/2016—2/2022:District of Columbia Metropolitan Police Department(MPD) Special Assistant and Deputy Chief of Staff to the Chief of Police o Served in the executive leadership of the Metropolitan Police Department(MPD),a 4,000+person agency with a 500 million-dollar budget, serving as the primary law enforcement agency in the Nation's Capital. Regularly liaised with other law enforcement agencies and emergency services providers operating in the District and region. o Led and drafted the Community Policing Working Groups Reports of 2019 and 2021,assembling diverse stakeholders from across communities and industries to provide recommendations to the Mayor and Chief of Police. o Lcd the Community Engagement Academy from 2018-2022, providing 300+ residents with insights into MPD's policy and operations,fostering transparency and community trust. o Oversaw the reorganization of MPD community outreach, enhancing the effectiveness and efficiency of community-police relations,aligning with the City's focus on improving quality of life and public safety. o Produced the"Chat with the Chief"wcbinar program for Chief Contee to speak directly to staff and community members about emerging issues,programs,and trends,showcasing strong communication skills and innovation in public engagement. o Hosted domestic and international delegations to showcase MPD's training, facilities, and programs,underscoring experience in global networking and representing the City's interests. o Devised and executed an MPD Youth Summit to elevate the voices of students in the discourse around policing in and around schools,demonstrating a focus on community development and youth engagement. o Planned and ran an awards program that honored MPD officers who responded to the Capitol on January 6th,attended by 1,000+ individuals,and worked with community partners to produce a documentary-like video memorializing the day,highlighting event planning and community collaboration skills. o Managed internal communication from the Executive Staff to members and served as speech writer for the Chief of Police,ensuring clear and effective communication within the organization. o Responded to all officer-involved shootings and serious uses of force to craft legally required community briefings based on available evidence and body-worn camera footage,showcasing crisis management and transparency. o On January 6,2021,tasked with coordinating liaison officer response and transportation to Capitol Police Headquarters after MPD invoked mutual-aid agreements with surrounding jurisdictions,and sourced additional communication equipment for responding agencies,demonstrating leadership and operational coordination. o For the 2021 Presidential Inauguration,coordinated operations and credentialing of—100 reserve officers to serve as liaisons to out-of-state law enforcement agencies,providing additional security given heightened security protocols,showcasing experience in managing large-scale events and inter-agency collaboration. Chief of Staff.Professional Development Bureau&Director,Strategic Engagement Office o Administered a bureau of over 800 sworn and professional staff,leading police officer recruitment,initial and in-service training at the Metropolitan Police Academy,human resources,testing,promotions,discipline,and EEO. o Lcd the procurement for an independent cultural assessment,ultimately conducted by the Police Executive Research Forum,to determine the overall health of MPD's policy and practice,demonstrating expertise in evaluation and process improvement. o Lcd the effort to commit MPD to the 30x30 initiative,aiming for 30%of new hires to be female by 2030.By 2022,27%of MPD new hires were female,and the department was 22%female,roughly 11%above the national average. o Oversaw promotional exams in 2019 and 2021,leading efforts to align the 2021 promotional testing process with COVID health protocols,ensuring safe and effective operational management during the pandemic. o Drafted wide-ranging policy for the department,from Ride-Along program protocols to Police Officer Redeployment, o Provided advice on personnel matters and served as a deciding official in disciplinary cases and represented the agency as an expert witness in depositions. o Formed a new office focusing on recruiting both paid and volunteer talent,growing to 17 full-time sworn and professional staff and over 150 volunteers. The office oversaw the Reserve Corps, Domestic Violence Liaison Program, Collegiate internship Program,and Ride-Along Program,demonstrating innovation in talent acquisition and management. o Guided processes involved in recruitment, hiring, training, and re-qualification of all volunteers, sworn and civilian, as well as Pane 99 of 4'1 managing a yearly marketing budget of over 8400,000. o Led COVID-19 response by coordinating agency-wide contact tracing,daily testing,and welfare check protocols. o Served as the final hiring authority for all reserve police officers,approving or denying appointments based on review of background investigations that included both open-source and law enforcement-sensitive searches, fingerprinting, medical, psychological examinations,and polygraph testing. o Developed policy and directives to govern the MPD Reserve Corps and Volunteer Corps training,operations,and deployment. o Drove process changes for officer scheduling and performance management. o Engaged with the Black Student Unions of DC in 2020 to form a collaborative course with George Washington University, demonstrating a commitment to community engagement and education. o Hosted the Volunteer Law Enforcement Officers Alliance Conference in October 2018. Reserve Police Officer o Served as an armed officer responding to numerous active-threat situations,including shootings,stabbings,riots,providing both investigative and life-saving responses. INTERNATIONAL WORK EXPERIENCE: 08/2013—05/2015:Community Engagement Leader,Nahj Training and Development,Amman,Jordan o Led community engagement among Syrian refugees in Amman,Jordan connecting stakeholders to empowerment programming focused on integration into Jordanian society. 08/2012—01/2013: Security Team Coordinator,Baha'i Temple of South America,Santiago,Chile o Served as a full-time staff member establishing a security team to provide round-the-clock protection for the construction site, offices,and assets valued at millions of dollars. 06/2010—09/2011: Security Officer and Team Lead,Baha'i World Center,Haifa Israel o Lcd the international team tasked with maintenance of the UNESCO)World Heritage Site&served as a security officer working alongside local law enforcement and security officials. EDUCATION Naval Postgraduate School Georgetown University Law Center Master of Arts,Howland Secwriy dr National Defense Police for Tomorrow:Fellowship in Innovative Policing L:xpected Graduation:March 2025 Graduated:October 2018 The George Washington University California University of Pennsylvania Program for Excellence in Municipal Management Bachelor of Arts,Arabic Language and Culture Graduated.:September 2020 Graduated.May 2015 AWARDS 2018: MPD Lifesaving Medal 2019: Mission Award by Homeland Security Today 2020: Leadership Award for Volunteer Police Service Programs by the International Association of Chiefs of Police,MPD Achievement Medal(awarded twice) 2021:Ribbon of Valor for duty on January 6th,2021 2023:Reed Award 2023:Best DC Public Official,Runner-up,The Washington Blade 2024:Emmy Nomination for Production of Winter Sober Ride Campaign Panes 91 of d1 Candidate 5 KERRITH FIDDLER Pensacola. FL 32506 I I kerrithfiddler@gmail.com SUMMARY OF QUALIFICATIONS: • Over 20 years of Public Sector experience • Over 10 years of professional experience in commercial and residential Architecture, Engineering, and Construction • Over 10 years of Public Works experience • Certified General, Roofing, Plumbing Contractor, and Mechanical Contractor • Certified Floodplain Manager and Distribution Operator Level 3 • Qualified Stormwater Management Inspector • Expertise in Microsoft Office, AutoCAD, 3DS Max, Photoshop, and ArcGIS EDUCATIONAL BACKGROUND: Master of Science in Construction Management 2008 FLORIDA INTERNATIONAL UNIVERSITY Miami, FL College of Engineering Bachelor of Design in Architectural Studies 2003 FLORIDA INTERNATIONAL UNIVERSITY, Miami, FL School of Architecture Bachelor of Architecture 2022 FLORIDA AGRICULTURAL AND MECHANICAL UNIVERSITY,TALLAHASSEE,FL School of Architecture EXPERIENCE PROFILE: CITY ADMINISTRATOR City of Pensacola, Pensacola, FL October 2021 —Present • Under the supervision of the Mayor and within the framework of established City policies, this position is responsible for the daily operations of the City through the overall management of available human, financial, and material resources. The incumbent is required to exercise keen judgment, imagination and foresight in making strategic administrative and management decisions to ensure the effective and efficient delivery of municipal services and the implementation of adopted policies and ordinances. • Directs and supervises all department administrators, to include but not limited to all normal director level staff of a local municipality, the Director of a natural gas company, an international airport, a sea port, the Police Chief, and Fire Chief, and their employees in the efficient, effective and economical delivery of municipal services; provides direction and guidance to ensure that mayoral policies and initiatives are properly implemented. • Develops and maintains an organizational structure of offices, positions and units within the City, establishes operational goals, monitors performance and takes corrective action deemed necessary for the efficient and effective operation of the City. • Assists the Mayor with strategic short and long-range planning for the City participates in planning efforts at the local and regional level; keeps Mayor apprised of developments at the state and federal level that impact the City; monitors pending legislation for impact on the City; oversees compliance with new legislation. • Responsible for assisting in the preparation of the annual budget; prepares departmental budget for the Office of the Mayor, reviews departmental budget requests from all City functions for inclusion in the administrative recommendation to the City Council and administers the annual City budget in a manner that maintains an efficient balance between the quality and cost of government. • Reviews and approves or disapproves the hiring, termination or changes in status and salaries of non- administrator positions placed under him/her; evaluates administrator performance. • Represents the Mayor and the City at various meetings, functions, and events: serves as a liaison to various civic or governmental organizations and committees. taskforces, boards, and commissions. confers regularly with officials from other municipalities. the chamber of commerce, authorities, and commissions; provides information about City operations. Pana2.F, nfd� DEPUTY CITY ADMINISTRATOR City of Pensacola, Pensacola. FL July 2019—October 2021 • Assumes full management responsibility for assigned functions, services: and activities of the City specific to Community Development including oversight of assigned departments and/or divisions engaged in the practice of community or economic development and constituent services; through providing direction to assigned staff on implementing mayoral policy and direction and ensuring City goals are carried out by departments • Facilitates Mayoral policy-making, coordinate and supervise the timely implementation of policy decisions. communicate Mayoral policies to elected officials. City employees and the community. • Synthesizes input and ideas from City staff, the private sector, non-profit organizations and the academic community to inform the Mayor's policy formulation process. • Writes policy and position statements and provides direction and information to Communications staff to support the development of communications materials for new programs and initiatives. • Works with Directors and department staff to design action plans and milestones for implementing mayoral initiatives. • Provides ongoing leadership and project management, oversees progress on implementation and keeps the Office of the Mayor informed on project status, progress in policy areas and developing events. • Develops and maintains positive working relationships with community organizations. residents, the business community, non-profit organizations. government agencies and represents the Office of the Mayor at key events. DIRECTOR PUBLIC WoRKs&ENGINEERING City of Kissimmee, Kissimmee, FL December 2014— July 2019 • Oversees a Department with 105 employees • Manages a budget of over$40 million. • Responsibilities include overseeing all of Engineering, Stormwater Utility, Traffic Operations, Sanitation. Street Maintenance, Stormwater, Construction Projects, Engineering Plan Review, and Inspection of Public and Private Construction Protects. ASSISTANT PUBLIC WORKS DIRECTOR/CAPITAL PROJECTS MANAGER City of North Miami, North Miami, FL November 2010— December 2014 • Directly Supervised Operations and Divisions of the Public Works Department including Water and Sewer utilities, the Construction and Facility Maintenance of city buildings, Streets, and right-of-way. Stormwater. Sanitation, Fleet Management • Managed over $20 million dollars in capital improvement projects • Serve as construction/project manager for the city's municipal buildings and capital improvement projects • Coordinate work efforts of external consultants to ensure compliance with the city's quality assurance policy • Construction Administration, and Contract Administration in regard to capital improvement projects for Public Works Department, and preparing Budget items • Applied principles and practices of planning, directing, designing and coordinating a variety of citywide projects, to include beautification projects. • Assisted with the planning the implementing of policies and procedures as it pertained to the Sanitation Division ENGINEER City of Miami Gardens, Miami Gardens, FL August 2007—November 2010 • Performed construction engineering inspections for Public Works Department • Served as construction/project manager for the city's Public Works Department municipal building and capital improvement protects • Coordinate work efforts of external consultants to ensure compliance with the city's quality assurance policy • Construction Administration, and Contract Administration in regard to capital improvement projects for Public Works Department • Performed plan review of civil engineering drawings for construction of private and public utilities Pane 2R of 4'3 ENGINEER City of Hallandale Beach, Hallandale Beach. FL October 2006—August 2007 • Performed administrative and technical engineering work for environmental, water, waste water, and roadway projects • Served as project manager for the city's capital improvement projects • Coordinated work efforts of external consultants to ensure compliance with the City's quality assurance policy • Over saw CDBG projects from the design and construction phases • Construction Management ENGINEER DRAFTER II Miami-Dade County, Miami, FL December 2003— December 2005 • Synthesized maps, plans, aerial photography, survey notes, and other cartographic records • Checked and verified plats for subdivisions prepared by land surveyors for official recording • Prepared plans and detailed lay-outs for water mains, sewer mains, canals, and drainage systems • Supervised junior staff in sub-professional engineering assignments PROFESSIONAL AFFILIATIONS: Association of State Floodplain Managers Florida Water& Pollution Control Operators Association Florida City and County Management Florida Floodplain Managers Association Association TECHNICAL PROFICIENCY: Microsoft: Microsoft Office Panp 27 of d'1 Candidate 6 J . David WORK EXPERIENCE CONTACT SENIOR ASSOCIATE Municipal Solutions -Goodyear,AZ l 2013-Present Davefraser 14tagmail.com •Provide Intergovernmental Consultation to private industry.including Fortune 500 comparies. •Perform Efficiency Studies for local governments to identi'y opportunities for cost savings and Cheyenne,WY 82001 enhanced service provision. •Promote excellence ir local government through a menu of services including executive recruitment. Education sharing of best practices,and partnership creation. Master of Public EXECUTIVE DIRECTOR Administration Wyoming Association of Municipalities I 2019-2024 Marriot School of Management •Refocused the Association's advocacy process to achieve greater legislative success:including passage Provo,UT of bills,establishing an optional municipal sales tax and creation of municipal storm water utilities. •Established improved public,nformatior and media relation strategies to advance the local government Bachelor of Arts in Political agenda. Science •Promote excellence ir municipal government through training and advisory services. Brigham Young Uriversity •Managed successful Constitutional Amendment campaign establisher broader municipal investment authority At A Glance CITY MANAGER City of Boulder C ity.NV i 2013-2017 28 Years of Management •Manage Cry Operations including administration of a S58.000.000 budget and supervision of over 330 Experience full/pt employees. 14 Years Municipal •Negotiated over S288.000.000 in long-term solar revenue for the City,allowing the City to pay off Management 100%of general fund debt in a two-year perod. 14 Years Association •Successfully negotiated fifteen separate collective bargaining agreements.none of which required Executive arbitration. 4 Time City Manager •Managed the operations of two golf courses (one :8-hole and one 27-hole) Also managed the lease for 2 Time Executive Director an additional 18-hole private club 4 Board of Directors •Managed contracted operation of a special events center and restaurant with three-meal daily service. Positions EXECUTIVE DIRECTOR Nevada league of C ities &Municipalities I 2003-2013 Profile •Deseloped the League's first muiti-year Strategic Plan to sharpen the League's vision and expand the League's influence with the State and Federal governments. My experience as a municipal •Developed innovative new League programs including league Executive Director and p g p g' league sponsored web-based community City Manager have uniquely streaming video services and a supplemental retirement pool to better serve member municipalities and qualified me for this position. diversify League revenue sources. Throughout my career I've •Achieved 100%1 eague membership for Nevada cties and significantly expanded corporate proven I have the skills and antic anon and sp onsorship p n League programs expertise needed to ensure •Administered health insurance pool for municipalities,counties,schools and special districts. cities of all sizes-rural to metropolitan-thrive •Served as municipal representative on State advisory boards including State-wide Transportation. Technical Advisory Board(Nevada Department of Transportation).Private Activity Band Advisory Committee(Nevada Department of Businecs and Industry)and the Advisory Committee for Participatory F,aeer page 1 n/2 Democracy(Secretary of Staten Dann ')Q of Al WORK EXPERIENCE ( CONTINUED ) Other Experience CITY ADMINISTRATOR City of Beloit.KS I 1998- 2003 •Supervised daily operation of all City Departments including Airport,Police.Fire. BOARD OF DIRECTORS, Parks&Recreation.Transportation,Finance and Administration as well as the National League of Cities Electric.Water and Waste water Utilities. 2007 to 2010 •Led the City in proactive.goal-oriented planning which included updating the City's Comprehensive Plan,Capital Improvement Plan and City Code;as well as updating the GOVT. AFFAIRS POLICY City's Comprehensive Policy Manual. COMMITTEE. ICMA 2005 to •Supervised significant capital projects including construction of a Fire Station. 2012 Electric Substations,Airport Hangar and Runway improvements.Street Construction and Water/Wastewater improvements. BOARD OF DIRECTORS, NE •Collaborated with local College and Hospital in creating a consortium to own and operate Municipal Power Pool 1998 a multi-use Wellness/Recreation Center. to 2003 •Increased Utility Cash Reserves by 390%with no increase in utility rates while pursuing an aggressive capital replacement schedule. BOARD OF DIRECTORS. KS Municipal Gas Agency CITY MANAGER 1998 to 2003 City of Buchanan,Michigan I 1996-1998 Directed City operations and projects and provided staff support and expertise to community BOARD OF DIRECTORS, KS advisory boards and committees. Muni. Energy Agency 1998 to •Acquired State Brownfield Redevelopment funds for Demolition.Environmental Re-mediation and 2003 Redevelopment of City-owned Industrial Park. •Managed Human Resources including negotiation of Collective Bargaining Agreements. •Supervised Capital Projects including Street Reconstruction.Bridge Replacement and Water Tower Restoration-including Capital Budgeting,Bond Issuance and State Appropriations. Fraser pogo 2 of 2 Pane "An nfd� Candidate 7 TARIK RAHMANI 11 ,‘„,k,.. TA R I K RAH Executive Leader who is passionate about strategically bringing people, information, innovation and technology together to solve M A N I problems, improve outcomes,and Experienced Local G:. . Lxecutive inspire excellence. • Experience President of Finance 2021 -PRESENT Represents the Department on the League's California cities and overseeing the Mayors League of 'a' =IIICalifornia Cities Board of Directors and works in conjunction and Council Members goals.Assisting and Los Angeles,CA with the other members of the Executive providing high-quality service to cities and www.linkedin.comhN Committee to support the priorities of the their citizens tarikrahmani 0 tarikrahmam(u gmail coin Deputy City Manager 2022-PRESENT City of Carson Reports directly to the City Manager and of the City's operating budget, Carson.CA manages the Sustainability,Innovation Capital Improvement and Infrastructure Areas of Expertise and Performance Management Program,financial and fiscal programs, Department. and on-going enhancement of the Citys Budget,Accounting revenues. &Internal Control Oversees:Finance Department, :• Treasury& Information Technology&Security •Works closely with the City Manager and Investment Department,Public Information Executive Management Team to monitor :• Local Government Office,Innovation,Sustainability,and the organizational structure,staffing, Strategic Planning Performance Management Office service levels,and administrative systems Intergovernmental required to accomplish the goals and Relations •Serves as the Citys Chief Financial& vision of the City Manager and the City • Public Information& Innovation Officer responsible for the Council effectively and efficiently. Engagement financial development and management • Capital Improvement imim Programs 2019-2023 Finance Director • Information City of Carson Serves as the Citys Chief Financial City Council effectively and efficiently. Technology& Carson.CA Strategist and responsible for the •Responsible for all strategic and tactical Innovation financial development and management matters related to budget management, • Labor Relations ERP Implementation of the City's operating budget,Capital cost benefit analysis,forecasting needs, Public works& Improvement and Infrastructure and securing of new funding. Utilities Program,financial and fiscal programs, •Leads the technical and managerial • Sustainability and on-going enhancement of the competency in accounting,internal :• Economic Citys revenues. control,auditing.budget.forecasting, Development •Reports directly to the City Manager and financial analysis,planning.debt issuance Organizational manages a department of approximately and management,risk analysis,allocation Assessment 38 full-time and 10 part-time employees of resources and service levels to meet Performance which includes Revenue,Financial residents and business community Management Accounting Purchasing and •Oversees the operation of Finance Budget divisions. division functions,activities and •Works closely with the City Manager and programs,sets objectives and manages Executive Management Team to monitor the performance of subordinate staff the organizational structure,staffing, engaged in defined activities. service levels,and administrative systems required to accomplish the goals and objectives of the City Manager and the . . ■■ate TARIK RAHMANI Dnnc 'a') of A'2 TARIK RAHMANI Executive Finance Officer 2014-2019 The eCityGov Alliance is a government developing strong business plans and agency tha t was formed by nine Washington managing programs to the plan,providing State cities and over 20 public agencies necessary resources and adhering to located in the Puget Sound (Seattle area) budget authority. as an inter-local governmental partnership • Leads the responsibility for all finance with a mission of providing convenient and services and activities including accounting, consistent online services to the public. budget, contracts, grants management •Ensures that eCityGov Alliance Programs, and risk management from proposal development throughout execution, are compliant with the goals set by the Executive Board This includes 2014-2019 Finance Manager City of Bellevue • Oversees the City's fiscal operations financial operations. Recruiting, training, Bellevue,WA including accounting, budget, treasury, developing and supervising financial and payroll, retirement, revenue, purchasing administrative staff,ensuring performance and procurement, Utility rates financial expectations are communicated and met models and budget analysis programs •Built strong and productive relationships through subordinate staff between city departments, and external • Member of Citys Management team stakeholders and outside agencies to supervises staff and manages the daily foster a climate where the organization operations of all financial and business- can accomplish its priorities set by the City related operations. Leads and manages Council and City Manager the Citys Performance Management program •Develop and direct goals, objectives, policies, and procedures for the Citys - ' Finance and Operations Manager 2011-2015 •Manages the Citys operating approval, that authorizes operating City of Seattle budget by developing and providing and capital budget allocations, as well Seattle WA recommendations for strategies, as personnel allocation, and identifies policies, and long and short-term goals revenues to support planned expenditures to effectively deliver the Mayor and City • Year-end revenue and expenditure Council priorities projections;preparation of 6-year financial -Plans,organizes,directs,and coordinates plan;and fund balance reviews. the work of supervisory, professional, -Oversee the enterprise activities including technical, and administrative personnel; vendor contracting, operational support, delegate authority and responsibility;and financial analysis and revenue forecasting/ select,supervise,train,and evaluate staff performance monitoring •Leads teams tasked with analysis of 'Possess an in-depth understanding of the City budget, policies, systems and a robust municipal finance operations processes and develop recommendations and partnerships with the citywide for improvements to ensure quality departments with ability to be strategic services across the organization's various and see the big picture lines of business 'Provides regular and reliable coaching and feedback to ensure exceptional customer service •Leads and oversees the development of the Citys annual budget with Mayors Office,City Budget Office and City Council •Manages the development of the Annual Operations Plan, subject to the Council TARIK RAHMANI Dorset A'2 TARIK RAHMANI Senior Economist 2008-2011 • Identification and estimation of the •Surveyed and analyzed three public policy Seattle Department • of Tranzponatioi, economic and financial consequences of areas. Transportation, Affordable Housing Seattle WA the local and national economy, policy and Local Economic Development with key and management decisions on the City's policy recommendations to the Mayor and revenues and expenditures forecast City Council • Forecasting the City's revenues, • Developed rate proposals for the Seattle expenditures, econometric modeling, department of Transportation. Structured economic-impact analysis, and financial cost centers,sources of data, and basis of modeling to help the Mayor and City various forecasts to be part of the Citys Council adopt a a balanced operating and biennial rate adjustment process for capital budget various permit fees and charges • Applied econometric and financial • Leads a team of operational and capital models to the City's major departments budget analysts to help develop the City's and programs including Transportation, biennial operating budget, carrying out Planning and Economic Development, budget-related functions, and overseeing Information Technology, Public fiscal and financial planning activities Libraries System. Utilities and financial • Provides technical assistance, training, feasibility analyses for public and private and support to the City departments in developments performing financial functions. 2002-2008 District Officer-Accountability,Assessment&Research Las Cruces •Prepare statistical data models, matrices, • Assists in research and interpretation of Public Schools District analysis and reports for all district schools research by statistical and econometric Las Cruces,NY and projects forecasting methods •Use advanced modeling techniques such • Uses the district databases and as mixed models, competing risk models, information systems to provide timely and econometric models information to facilitate decision-making • Assists in both-district wide and state (STARS: Student Teacher Accountability testing programs and data analysis for Reporting System.ESIS), long and short-term plans • Generates programs for departments conducting different types of analysis (budget,federal programs,policies) Education 2004 Masters of Science: Agriculture Economics&Economics New Mexico State University;Las Cruces,NM Minor.Econometrics and Statistical Modeling 2001 Bachelors of Science: Enterprise Financial Management University of Carthage,ESAM,Tunisia Minor:Economic Policy Language Fluent(written and verbal)in French TARIK RAHMANI Panes of zl TARIK RAHMANI itOMNIPP • Awards • ELGL Top 100 Local Government Influencer •The City Manager's 2017 Innovation Award-Bellevue.WA •The Los Angeles Business Journal 2022 CFO Award Finalist •The Best Educator of the year,2006-Las Cruces.NM -Los Angeles,CA •The Los Angeles Times 2021 CFO&CEO Leadership Award -Los Angeles.CA Selected Publications Ward,F.A.,B.H.Hurd,T.Rahmani,and N.Gollehon(2006),Economic Impacts of Federal Policy Responses to Drought in the Rio Grande Basin.Water Resources.New Mexico State University and USDA.Economic research Service http://onlinelibrary.wiley.com/ doi/10.1029/2005WR004427/epdf Tarik Rahmant,Lenda Crawford(2012),Seattle Department of Transportation,Street Use Cost Center,Rate Model Methodology https://docs.google.com/documentfd/1ETU6blkgFOJaZRU-wG7PIkwD5oG-4 vleMJl3DzDJcg/edit W.Hoppler,S.Mallory,T.Rahmani(2013),Seattle Municipal Buildings.2011-2012 Energy Performance Report http:// www.seattle.gov/Documents/Departments/OSE/EBR-muni-buildings.pdf T.Jones,T Rahmani(2016).eCityGov Alliance 2017-2018 Budget.http://www.ecitygov.net/Document%20for% 20Links/Budget%20Documents/02 2017.2018%20Budget%20Workbook_eCityGov9620AIliance.pdf • Financial Systems & Analytics: •ERPs&Financial Systems.PeopleSott,Summit,Oracle,JD •GAMS Optimization Software,linear and non-linear Edwards,Munis.Hyperion.Amanda,Power BI,Tableau programming •Querying and reporting from large-scale databases(SQL SAP, •Survey Analysis Scantron software(Scan Tools II,Design PeopleSoft,Summit.Hansen,AS400,ESIS.SQL) Expert),hardware,and digital scanners(OpScan). •Statistical and Econometric Programming(SAS Enterprise, •Platform/Applications:Windows/NT,MS Office(Excel,Word. SAS/BASE.SAS/JMP,EViews,SPSS,Excel). Visio,Access,PowerPoint.Outlook Exp) Professional Affiliations •The California Society of Municipal Finance Officers •Member of New Mexico State Universitys Sam Steel Society: •The League of California Cities http://goo.gl/qD89rS •The Government Finance Officers Association •Board member of the Washington Moroccan Association •Member of Seattle City Club (WAMA)•www.wama-us.org •Member of the Seattle SAS Users Group,and Pacific NW SAS •Board Member of the Arab Center of Washington(ACW): Users Group:http://goo.gl/Qynz)k http://www.arabcenter.neti Conference Presentations and Participation: 202i:State ana'Local Roles in Building •201' Courageous Conversations. •2014.DRIVE,onference Data, •2009.City of Seattle,Race and Social and Measuring Fiscal Resilience(League Beyond Diversity-Pacific Educational Reporting,information,Visualization and Justice Training Seminar(Seattle) of California Cities Annual Conference) Group(Bellevue) Exchange(Bellevue) •2007:GFOA.'What Every Finance •2019:California Society of Municipal •2017-Great Leaders.Great Teams for •2013.American Library Association- Professional Needs to Know about Finance Officer The Public Sector(Bellevue) Mid-Winter Annual Conference(Seattle) Internal Controls' (Annual Conference) •2017.Fierce Conversations •2012:Computational Finance and •2007.NMSU-Leaoersnip Institute for •2018:Law,Taxes if.Accounting for Not- -Fierce Inc(Bellevue) Financial Econometrics,University of teachers/MC2 Program'-Mathematically for-Profit Organizations •2016.Its Not What We Say,Its Now We Washington(Seattle) Connected Communities (Clark Nuber,Bellevue) Say it-CPM(Bellevue) •2010:United States Census,Automated •2017:7 habits Signature Program •2016:Information Technology Financial Export System IAES)Compliance Seminar (Dancing Shepherd,Seattle) Management Association Conference (Seattle) •2017 Financial Planning and Analysis (Seattle) •2009'Pacific Northwest SAS Users -AICPA(Las Vegas) Group Conference(Portland,OR) TARIK RAHMANI Pans 4F of d t CAREER AT A GLANCE 2019- Present Deputy City Manager I CITY OF CARSON Budgeting and Analysis. Land Use, 1' Public Engagement, Cultural Arts, Downtown Preservation, Public 2015 2019 Works& Utilities. Alternative CFO eCityGov Alliance Transportation. Sustainability. Project Management, Labor 2015-2019 Relations, Inter-governmental Finance Manager I CITY OF BELLEVUE Relations, Economic Development, Organizational assessment 2008-2015 Finance Operations Manager I CITY OF SEATTLE In the past 12 years, galvanized the financial operations and enhanced the budget process of 3 organizations ranging in size from small, medium to large, multibillion-dollar operating budget with focus on new funding strategies and long tern financial planning CITY OF CARSON •Improved City of Carson's Bond rating •Led Carson's Pension Obligation Bond Management of Greatly to an"AA-"for the first time since 1980s. financing which resulted in eliminating complex budget Enhanced &financial Efficiency& Citys outstanding UAL to CaIPERS and affairs of Cities Productivity • Helped increase Carson's General Fund saving the City approximately$47.3 reserve reaching the highest levels. million over the next 20 years. • Fiscal Year 19-20 showed the highest •Led a s successful Transaction&Use Expertise in Bond Issuance, GF reserve at$45.2M(48%of budget) Tax(Measure K)on November 3,2020 Implementation Debt Financing, generating $12 million new revenues. of Technology& &Management •State Auditor has recently ranked Innovation Carson in the top quintile(69th out of •Conducted citywide audit of Oil 454)of cities in California for finance Refineries identifying more than$4 resilience million additional annual revenue in Oil Business Tax. CITY OF BELVUE CITY OF SEATTLE •Oversaw development •Negotiated agreements Oversaw the development closing$117 million in of the City's$480 million and updated policies to and management of the General Fund deficits and budget and 1,380 FIE strengthen the Reserve City's$4 billion and 11,200 rebuilding fiscal services to operating budget Fund to reach record-high FIE operating budget record-high levels levels •Collaborated with 14 •Operations analysis and •Provided strategic vision to departments and City •Developed and management of a breath improve the City's budget Council on managing implemented technology ofCity services including process a structurally balanced and innovative police and fire functions; budget while maintaining communication tools health and human services; •Key member of the the City's AAA bond rating to improve the public's public works and utilities Mayors cabinet,Operations access to budget and Committees,Labor Policy financial information •Helped stabilize the City's Committee and Emergency budget following the Great Operations Committee recession, o,A,.e •za ,.f 11'1 Candidate 8 JEROME C.WILVERDING Stockton,CA 95219 jwilverdingu comcast.net ACHIEVEMENTS ➢ Extensive administrative, accounting, operations, and internal auditing background. ➢ Experience in local government,technology,telecommunications, and manufacturing. ➢ Effectively manages executive, high-level professional, and clerical staff. ➢ Experience with mergers and acquisitions,tax revenue negotiation, and union labor negotiations. ➢ System implementation leadership including Workday, PeopleSoft, and Oracle. PROFESSIONAL EXPERIENCE: SAN JOAQUIN COUNTY, Stockton, CA Mar 2021 to Mar 2024 Central Valley local government County Administrator • Chief Administrative Officer for this$2.9 billion county with an employee base of nearly 8,000. • Reporting directly to a 5-member Board of Supervisors, responsible for implementing policy direction and accomplishing the Board's Strategic Priorities. • Responsible for the County's annual budget,capital planning, Information Technology programs and initiatives,and human resource utilization. • Directly responsible for five central service divisions and administrative oversight for the 20 operational departments within the County, including a County hospital and clinic system. • Managed the day-to-day operations of a County executive team of 16 with an operating budget of over$6 million. SAN JOAQUIN COUNTY,Stockton, CA Apr 2013 to Mar 2021 Central Valley local government Auditor-Controller • Chief Financial Officer for this$2.9 billion county. • Responsible for all centralized countywide accounting operations which include property tax, general ledger,accounts payable, payroll,auditing,the cost plan,and intergovernmental transactions. • Provided centralized accounting services for 26 County departments and over 200 Special Districts. • Responsible for Internal Auditing of the County departments and affiliated organizations. • Key interface between the Assessor and Treasurer for billing and allocation of all property taxes. • Worked closely with the County Administrator and Board of Supervisors on projects and initiatives. • Managed a department of over 30 staff with an operating budget of over S6 million. CONTRA COSTA COUNTY, Martinez,CA Nov 2010 to Mar 2013 East Bay Area local government Chief Accountant • Division financial manager for this S4.5 billion public sector operation. Responsible for revenue accounting, district apportionments,cash accounting,and division revenue budgets. • Responsible for funding county operations and affiliated cities, schools,special districts. • Reporting to the County Auditor-Controller,responsible for coordinating tax-related functions with the Offices of the Assessor and Treasurer-Tax Collector. • Supervise eight professional accounting staff. Pace 38 of 43 EAST BAY MACHINE AND SHEET METAL,Concord,CA Dec 2009 to Oct 2010 Specialty metals manufacturer and fabricator Consultant • Support the President and CFO in day-to-day financial operations of this S5 million company, including accounting,reporting,and special projects. • Perform analysis regarding capital equipment and raw materials procurement. • Assist in preparation of budgets and forecasts for the company. • Provide any recommendations to management regarding improvements in efficiency and control. MOZZARELLA FRESCA,INC.,Concord,CA May 2007 to Feb 2008 National producer of fresh mozzarella, ricotta, and mascarpone cheeses Corporate Controller • Chief financial manager for this$60 million unit. Reporting directly to the President,responsible for all accounting,reporting,treasury,and audit functions of the company. • Responsible for budgets and forecasts of the company, including plans for achieving corporation financial and operational goals and objectives. • Primary financial liaison between the company and its$900 million parent, Sorrento Lactalis American Group. ROBERT HALF INTERNATIONAL,Oakland, CA Mar 2008— Dec 2008 & International agency for staffing finance and accounting professionals Oct 2004—May 2007 Recruiting Manager • As a former client of this S3 billion service organization, successfully shifted into a sales environment by becoming one of the division's top producers in the Bay Area for 2005 and 2006. • Built networking relationships with a wide range of client organizations ranging from $5 million private firms to Fortune 500 companies in industries. • Experience evaluating, interacting,and placing finance and accounting professionals at all levels, from Financial Analysts and Staff Accountants to Finance Directors and CFOs. TEMPLE-INLAND CORPORATION, Antioch, CA Mar 2001 to Jul 2004 Northern California District of the Temple-Inland Packaging Division District Controller/Plant Controller • Directed all financial and various operational functions of this S250 million District using JD Edwards ERP applications and Hyperion Essbase. • Managed plant Controllers and accounting staff at four separate manufacturing facilities. • Responsible for managing standard cost system and managed capital expenditure project accounting. RESOURCEPHOENIX.COM,Alameda,CA Jan 2000 to Jan 2001 Outsourced financial services provider Controller • Built a new accounting department serving five client companies using a virtual private network. • Led the migration process of converting clients onto Oracle financials which included development of the financial reporting package,chart of accounts,and the close routine. • Directed multiple accounting professionals reporting through three accounting managers. Panes of d� AIRTOUCH COMMUNICATIONS,San Francisco,CA Sept 1996 to Nov 1999 Wireless Telecommunications Service Provider(Now part of Verizon Wireless) Manager,Financial Operations • Directed the finance functions over Corporate Headquarters and Domestic Cellular Operations for this S30 billion organization. • Progressive responsibilities included all corporate general ledger activities,implementation of complex GAAP accounting(FX translation,hedging,equity accounting),and various financial reporting using Oracle financials and Hyperion for consolidation. • Reengineered the corporate headquarters accounting department,as well as designed and implemented company-wide finance processes for budgeting, inter-company transactions,and pensions. FIBREBOARD CORPORATION,Walnut Creek,CA Jan 1990 to Sept 1996 Building Materials Manufacturer(Now owned by Owens Corning) Internal Audit Manager • Implemented a new internal audit department within this S400 million company which planned and performed audits and analysis for manufacturing operations and corporate administrative functions. • Proposed and initiated an enterprise-wide conversion of Fibreboard's general ledger system to JD Edwards. Led the migration effort along with the Corporate Controller and IT Director. • Reported directly to the CFO,while making periodic presentations to the Board of Directors. FOSTER FARMS,Livingston,CA Oct 1985 to Jan 1990 S4 billion poultry and turkey producer Senior Internal Auditor • Planned and performed a wide variety of operational audits and special reviews,including manufacturing,distribution,and inventory management. • Also performed year-end financial audits of the consolidated financial statements. • Worked on design and development of a new machine center driven standard cost system. AMERICAN SAVINGS& LOAN,Stockton,CA Dec 1981 to Oct 1985 S10 billion financial services institution(formerly State Savings) Internal Auditor • Performed all phases of financial and operational audits covering corporate operations,branches, construction lending,real estate,and foreclosure. • Participated in enterprise data conversion programs. EDUCATION AND CERTIFICATIONS: • Wilkes University, Wilkes-Barre, PA Certified Internal Auditor 1984 Bachelor of Science in Business/Accounting 1980 Certified Fraud Examiner 1994 COMPUTER SKILLS: PeopleSoft,Oracle,JD Edwards,QuickBooks,Hyperion,Advanced Excel/Word/PowerPoint Perin An of A Notices 1 MIAMI BEACH COMMISSION MEMORANDUM TO: Honorable Mayor and Members of the City Commission FROM: City Clerk Rafael E. Granado DATE: July 09, 2024 TITLE: ADVERTISEMENTS. RECOMMENDATION See attached Ads. BACKGROUND/HISTORY ANALYSIS FISCAL IMPACT STATEMENT N/A Does this Ordinance require a Business Impact Estimate? (FOR ORDINANCES ONLY) The Business Impact Estimate (BIE) was published on . See BIE at: https://www.miamibeachfl.gov/city-hall/city-clerk/meeting-notices/ FINANCIAL INFORMATION CONCLUSION Applicable Area Citywide Is this a "Residents Right to Know" item, Is this item related to a G.O. Bond pursuant to City Code Section 2-17? Project? No No PanesA1 ofdg Was this Agenda Item initially requested by a lobbyist which, as defined in Code Sec. 2-481, includes a principal engaged in lobbying? No If so, specify the name of lobbyist(s) and principal(s): Department City Clerk Sponsor(s) Co-sponsor(s) Condensed Title Advertisements. Panc A9 of Al SUNDAY TUNE tl 2024 I I NEIGHBORS M I !NW CITY OF MIAMI BEACH Meeting Notices CITY OF MIAMI BEACH July ol-Os.2o24 NOTICE OF SPECIAL CITY COMMISSION MEETING Lan lkdaed o6.la 2024 aWg. Jw 0 /l JULY 9,2024,AT 2:00 P.M. a Bam $@!(IW Wamnkl k,rkps L'hnaa fnmm•55ionGMr.�,rs•1)Op(w•ren•un Lenl„pets Ndfba� ,aEE011,Jot,0A ASOam peso,ke.k.Board' .nmumurar,renemae en vuv1112119siour NOTICE IS HEREBY given that on July 9, 2024, commencing at 2:00 p.m., the City 11/0.1 Weft I1952111966„1 BRA 4t3„I/g•AangffiDMaRY of Miami Beach Commission will host a Special Commission Meeting to discuss and emlhaemnm,mnidnutq•vo0e.r„rnvon eerily a+•r•Eioat 5.00 pm PakeruAe,n eeamm epmmpae 09psl/MN/PG8L2824 lake action, if necessary, regarding the City Manager Recruitment Process. During r,y rle urr„n a„ym,losD II)Ms•PesoaeuuEDI•t 766E7c.14e0•smarm 110 1111o1N the Special Commission Meeting, the City Commission wit be physically present in W)sS. snm axm W«m,stsPohrorp,�m •notwAY.g,Awna[.I-fkoi the Commission Chamber. Miami Beach CityHall, 1700 Convention Center Drive, e1pR1011.1Y1 DJ 310,m somas Wywaiew„era, phw,Lenm+nroGaamocu'MD Caraem«n Cent.We red lbw 3rd Floor, Miami Beach, FL 33139. The public may attend the meeting virtually (as 111vhuNl.a!lI provided below).Members of the public who wish to attend the meeting in person may Merprmrar Day � appear at the Commission Chamber, Lry fly:bests melts RIM 1005 No m•elma. The public may join the webinar at: httos://miamlbeaohll-gov.zoom. rr•.„BArY el I.Y.•n.NO.Preens. eMtlh W.1.0 CanholoYlu[reknpml,mnn.Wr ur 1.1..I.1q,ypMgrba Naarta Us/i/$1392$57671 or via telephone at 1.301.715.8592 (U.S.) or 888.475.4499 -M.dMm.MIN ein,el'a6sa a16tu vnss,t•am•rttvsarsa:a,�u/fu.51Ltb' �Lc.ty (Toll-Free).Webinar ID.81392857671 a.Members of the public wanting to speak virtually "L.nvaona r mnee AiMLve MIN on an Item during the meeting must click the"raise hand"icon if using the Zoom app or SO h nnna4ma press'9 on the telephone to raise their hand Aleys S Wool„.„wn akd,ka Owl q a.iA•.I Nara kea n«.Y.oaW n10.,ns..nwarw,e:tmW4rxvn.nemcauallp 5.Y wu,n M.da•uake osho•YnK hue c18«bmingallrMwN.IbiW./4..0thu0131ke,.r.61..41Abll1AALlmgx,WallaNfut4 Polk nay The public may submit written comments by sending an email to CityClerklw ukn axh NA Pow*[Mr•ao rtlendie.A.t.timoirkatelikti, miamibeachf ggy by 5:00 p.m. the day before the Special Commission Meeting. BEACH Please identity the Agenda Item Number in the email subject line. Emails received will W,are nmmiredre AmNdeyeautkm AMOY„reerr and s,kie to all who to,eoa.en phrin ell,rknm.lmpker Bsfxrulremmun!, be forwarded to the Mayor and Commissioners and will be included as a part of the MemRen of Pro puahr rear Nene'Audlnrkruel MY)mahrW,nJ,n+O to hem.am el City Cemminlen Meetly'by uh'lhiep me CAA,Ay E.O.M.prodded meetingrecord. rear m m eaened re M neyeremeel of MarNr.,ux CernmeMeaeoro el-8IA a en era ft)6wness dry peer o 'YAM.,AManee eNm,nL peteMeri•r•.a arrow We r ermakeeen.oep„trrr,l ra man ler Me use or Me me,a,wr AY eacdpmenf.AY merrlah marl be',Ablated N em«,a The Special Commission Meeting will be broadcast live on Miami Beach TV euY„rlpnrkM,matXAR,er nee Woe,les areal AvelnNuh a neladoe Y,rbm Its MAID Group.mixtyew,6616m•INepeyn number.01:Idn,a emnyeeerrdk el me VeSentoon.and Aperxa nee Yak„era al-rM Apnea Rem xxnan.wean morn.-aavorvn,al Meer."In ore enu4 mmkn are (MBTV),viewable on the City's website at,httos://www.miamibeachfl.gov/government/ Ammae4 bin,h lareletrv,yr,v6red,skn•r,.,dI.PGC p/cop.ra,.•roe., .dd foe lRok rue pdn,Me Pnr,rM temMrrx pr•nPOY xercm,Ren.) mbty/as well as on Breezeline Cable channel 660,AT&T U-verse channel 99,Hotwire tdi•.a YYb1e I/001.„...N.Iu 0rN'W e,Kni lna4unk•Ohl.Y Y.•1„11.1[Dam ant„(1r•Iq•ny•qN a„•K W w0an,.K..•aa hate..ernkax Yi,l.•,era,„kM•Y*.bia•e„ria•eie+.•x.NrulebrwaL alrr Y•A.„e Ybgrtf lMda1 IL nArrl/Wre.du aunt„,brmsu Ma lulleM.1**Itwr•WM4rnlnsq•..•eiaMrprlxi,k,q[itryxuxalp,eq,wsassHWar ltlititK„YNi ai lallol«tt«sn,b+m Communications channel 395.and ROKU device on PEG.TV channel Closed captioning n,Yas rSr ln..1„ken s«ek,u«e tfIcl/ KYre„n,rbe,wondotkln•YsiJ,uuwl,•q,x•6ry MMNMeaxa,luAeNler4wrykal displays of the audio portion of the Special Commission Meeting are available in English ee,NA ut N1.t„M1b..1.1.ry"nine el Matte rm".01011eRvicRrNe4.dN,pll auxus'1,76 howobsxia•0601es.r 1i.Lw MtMYr Owes.vn•l4l..eow nnnn,M•Ianww••r.lr llr Wrl.q•nn.„tnnmra.M„„•,IP. rem„ and Spanish on MBTV.The Special Commission Meetingwill also be broadcast live uuerr•1„sal+nay or mina,N«rk•A mg•Karr n d,n.teYe.1/161.al-rxh.rxu M.t Yr ne K..a neat a vv..owl a a„nna„1:watt *kb menabMO.a,nn.n,eAMe een,•6blaa„.I�111. on social media at tacebook.com/cj(Y.1miamibeach.Closed captioning displays of the audio portion of the Special Commission Meeting are available in English on Facebook PUBLIC NOTICE Before every Commission meeting,an Agenda and backup materials are published a- a by the Administration. The Agenda and backup materials are available on the City's website ht1Ds://yyww.miamibeachfI.aov/d[v-hall/churl rk/age/1da-archive-main-oaae-2/. NOTICE IS HEREBY GIVEN that North Bay Village is soliciting bids from interested parties and/or liens in Copies of related Items are also available for public inspection during normal business response to this Request for Proposals 1-RFP")for"PURCHASE OF TRANSFERABLE DENSITY RIGHTS hours in the Office of the CityClerk, 1700 Convention Center Drive, i`"Floor,CityHall, NORTH BAY VILLAGE''. The Bids shall be clearly tilled"RFP 2020-003-PURCHASE OF TRANSFERABLE DENSITY RIGHTS- Miami Beach, Florida 33139.This meeting,or any Item therein,may be continued, and NORTH BAY VILLAGE." under such circumstances,additional legal notice need not be provided. CI) Al bids shall be To request this material in an alternate formal, sign language interpreter •Submilted electronically via WNW DFMANDSTAR.CQM (five-day notice required), information on access for persons with disabilities, and/ ;14 •No later than Monday.July 8.202d,al 2:00 p.m or any accommodation to review any document or participate in any City-sponsored All bids shall open publicly via Zoom on Monday.July 8.2024,at 2.00 p m p proceedings,call 305.604.2489 and select option 6:TTY users may call via 711(Florida •Meeting ID:896 2422 6605 Relay •Password 523348 Service) The amount of each bid and each bid item,if appropriate.and such other relevant inlormalion shall be Members of the public may present audio/visual(AV)materials relating to Agenda recorded,and the record and each bid shall be open to public inspection.Late submittals shall not be Items at City Commission Meetings by utilizing the City's AV equipment, provided that accepted or considered, materials are submitted to the Department of Marketing and Communications by 8:30 a to., Bidder shall submit their bid indicating Bidder's name and Prolecl Name RFP Number,and time and date one(1)business day before the meeting Advance submittal of a presentation will allow of the RFP opening.Bids shall be submitted electronically through syyq DernandStat corn.Failure to comply the Communications Department to plan for the use of the appropriate AV equipment.AV shall deem submittal as nonresponsive The Village reserves then anypro n1 to acceptmaterials must be submitted via email at communications!mramibeachffoov.The body 9g proposal deemed to be in the best Interest of the Village or to waive any informality in any submittal.The Village may rel.!any or all submittals and re-advertise A copy of of the email must include a notation listing the name or group,contact person,daytime the complete bid may be obtained Iron the Nor lh Bay village wehsle.htlas r/notthbawillage-B goy/triOs•rtas/. telephone number,email address,description/title of the presentation,and Agenda Item or by clicking on the Village Clerk link under Village Departments.Select the'Bids'icon Title as well as the Agenda Item Number. Please reference "Audio/Visual Material' in All questions of comments should be directed to the following email-aatkinsgq onbyillage.cvm.Inquiries must the email subject line.Acceptable formats for electronic submission are.pdf,.ppt, pptx, reference'RFP 2024-003-PURCHASE OF TRANSFERABLE DENSITY RIGHTS-NORTH BAY VILLAGE." ,pps, ppsx,.wmv, avi,and mov.(Note that .pdf is the preferred format for PowerPoint In the subject line Deadline to submit written queslions is Friday.June 28.2024.at 5 00 P m presentations.) Pursuant to Section 38 18 of the Vlltage Code.'Ethics Ordinance',a Cone of Silence is hereby imposed whereby any communications between any potential bidder.service provider,lobby's!or consultant and the 1Vr1 A/\.l BEACH Rafael E.Granado,City Clerk Village's staff and elected officials pertaining to this RFP are prohibited. The Village reserves the right to delay or modify scheduled dales and will notify proposers of all changes in City of Miami Beach CihiClerka?miamibeachfl.gov scheduled dates. Alba I. Chang,CMC 305.673.74/1 Village Clerk AD'07062023-01