Resolution 2024-33223 RESOLUTION NO. 2024-33223
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA,APPOINTING ERIC T.CARPENTER
AS CITY MANAGER EFFECTIVE JULY 24, 2024 AND AUTHORIZING
THE CHAIR OF THE FINANCE AND ECONOMIC RESILIENCY
COMMITTEE TO NEGOTIATE THE TERMS OF AN EMPLOYMENT
AGREEMENT WITH MR. CARPENTER,WHICH AGREEMENT WILL BE
SUBJECT TO FINAL APPROVAL BY THE MAYOR AND CITY
COMMISSION.
WHEREAS, on March 28, 2024, City Manager Alina T. Hudak submitted a letter to the
Mayor and City Commission advising the Commission of her decision to step down as City
Manager; and
WHEREAS, at a Special Meeting of the Mayor and City Commission on April 18, 2024,
the City Commission directed the City Clerk and City Attorney to initiate the process to enable the
City Commission to select and appoint a new City Manager; and
WHEREAS, GovHR USA, a government executive recruitment firm, was selected by the
City Commission to assist with the national 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 the role of City Manager, conducted first-round reference checks, social media
checks, and personal interviews; and
WHEREAS, at the July 9, 2024 Special Commission Meeting, following individual virtual
interviews with the eight semi-finalists, the City Commission selected, pursuant to a ballot vote,
the following individuals as finalists for the position of City Manager: Anthony Alicastro, Eric T.
Carpenter, Tarik Rahmani, and Jerome "Jay" C. Wilverding; and
WHEREAS, the City Commission conducted in-person interviews with the finalists on July
23, 2024, and public interviews during the Commission Meeting on July 24, 2024; and
WHEREAS, following the interviews and deliberation, the City Commission selected Eric
T. Carpenter for the position of City Manager with his appointment to take effect immediately; and
WHEREAS, the City Commission desires to provide certain benefits and establish certain
conditions of employment for Eric T. Carpenter in his capacity as City Manager; and
WHEREAS, Mr. Carpenter desires to accept the position of City Manager for the term of
the Employment Agreement; and
WHEREAS, Mr. Carpenter will enter into contract negotiations for an employment
agreement with the Chair of the Finance and Economic Resiliency Committee representing the
City in these negotiations and the City Attorney responsible for drafting the final agreement, with
the final agreement subject to the approval of the City Commission.
NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND CITY COMMISSION OF
THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City Commission hereby appoint
Eric T. Carpenter as the City Manager for the City of Miami Beach, and authorize the Chair of the
Finance and Economic Resiliency Committee to negotiate the terms of an Employment
Agreement with Mr. Carpenter, which Agreement will be subject to final approval by the Mayor
and City Commission.
PASSED and ADOPTED this 24th day of July 2024
Steven Meiner, Mayor
ATTEST:
JUL 292o24..
Rafael E. Grana& City Clerk
`.1N(ORP�ORATED,•' i
�1 i`I
APPROVED AS TO
FORM &LANGUAGE
&FOR EXECUTION .
4,--110,,.:. : :.,, ,.,., .: -. .
w aw,' ---ii Li 1 z_oz4-
City Attorney Date
Discussion Items -R9 D
MIAMI BEACH
COMMISSION MEMORANDUM
TO: Honorable Mayor and Members of the City Commission
FROM: City Attorney Ricardo J. Dopico
City Clerk Rafael E. Granado
DATE: July 24, 2024
TITLE: OVERVIEW OF PROPOSED CITY MANAGER INTERVIEW PROCESS;
INTERVIEWS OF FINALISTS: ANTHONY ALICASTRO, ERIC T. CARPENTER,
TARIK RAHMANI, AND JEROME "JAY" C. WILVERDING; AND SELECTION OF
CITY MANAGER.
RECOMMENDATION
N/A
BACKGROUND/HISTORY
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. 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. 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 background checks on the finalists. 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. From this review,
Anthony Alicastro, Eric T. Carpenter, Tarik Rahmani, and Jerome "Jay" C. Wilverding were
selected as finalists for the City Manager position.
The next steps in the process include in-person interviews by the Mayor and Commissioners with
the finalists on July 23, 2024, followed by public interviews during the Commission Meeting on
July 24, 2024.
ANALYSIS
I. Introduction
The purpose of this memorandum is to outline the proposed interview process for the selection of
the City Manager, scheduled for July 24, 2025. This process involves individual public interviews
of the finalists: Anthony Alicastro, Eric T. Carpenter, Tank Rahmani, and Jerome "Jay" C.
Wilverding, followed by the City Commission's selection of the City Manager.
II. Proposed Interview Process
1. Timing and Format: Each finalist will be allocated 30 minutes for an individual public
interview with the City Commission. The City Clerk will monitor time and allow a 2-minute
grace period at the 28-minute mark to facilitate a conclusion.
2. Questioning Protocol: During the public interviews, questions posed to candidates will
be drawn exclusively from a Master List. Commissioners have contributed to this list to
Page 1561 of 1750
ensure a comprehensive range of topics. Follow-up questions may be asked based on the
candidates' responses.
3. Commissioner Participation: To accommodate time constraints, each Commissioner
will have the opportunity to pose at least two questions to every candidate during the
interviews.
4. Additional Considerations: In addition to the public panel interviews, each
Commissioner will have an opportunity to conduct one-on-one interviews with all finalists
to further inform their decision-making process.
III. Employment Law Considerations
It is crucial to emphasize that the selection of the City Manager constitutes a significant policy
decision with employment law implications. Federal, State, and City anti-discrimination laws,
including the City's Human Rights Ordinance, prohibit discrimination based on various protected
classes. These include:
• Race
• Color
• National Origin
• Religion
• Sex
• Intersexuality
• Gender Identity
• Sexual Orientation
• Marital and Familial Status
• Age
• Disability
• Ancestry
• Height
• Weight
• Hair Texture and/or Hairstyle
• Domestic Partner Status
• Labor Organization Membership
• Familial Situation
• Political Affiliation
IV. Guidelines for Questioning
While questions on the Master List will be vetted for compliance with anti-discrimination
provisions, Commissioners must remain vigilant during follow-up questions to avoid any
semblance of bias related to protected characteristics. Common pitfalls involve questions
concerning gender, age, or disability. Examples of acceptable and unacceptable questions are
provided as follows:
• Acceptable: "How long did you stay in your last role?"
• Not acceptable: "How old are you and when did you first start working?" (Age
discrimination)
• Acceptable: "Do you have any commitments that might prevent you from performing the
functions of City Manager?"
• Not acceptable: "Are you married? Are you single? Do you have any children or are you .
planning to have children?" (Familial status discrimination)
Page 1562 of 1750
• Acceptable: "Accurately describe the job and ask if the candidate can perform all
functions."
• Not acceptable: "Do you have a disability? Have you ever filed a worker's compensation
claim?" (Disability discrimination)
FISCAL IMPACT STATEMENT
N/A
Does this Ordinance require a Business Impact Estimate? N/A
(FOR ORDINANCES ONLY)
If applicable, the Business Impact Estimate (BIE)was published on N/A.
See BIE at: https://www.miamibeachfl.gov/city-hall/city-clerk/meeting-notices/
FINANCIAL INFORMATION
N/A
CONCLUSION
It is imperative that Commissioners adhere strictly to these guidelines to ensure a fair and legally
compliant interview process.The Office of the City Attorney and the Office of the City Clerk remain
available to address any questions or concerns regarding this process.
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
If so, specify the name of lobbyist(s)and principal(s):
Department
City Clerk
Sponsors)
Co-sponsors)
Page 1563 of 1750
Condensed Title
City Manager Selection Process: Public Interviews and Finalist Selection. (CC/CA)
Page 1564 of 1750
Candidate 1
Anthony Alicastro
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 1S 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
Page 1566 of 1750
• 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 toiling 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
(S22 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
Page 1567 of 1750
{
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
•
Page 1568 of 1750
Candidate 2
Eric T . Carpenter
ERIC T.CARPENTER,P.E.
EXPERIENCE
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
$750M 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).
Page 1570 of 1750
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 fuli.service Department handling all
aspects of approximately 55 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 522 million Government Center, 58 million Public Works facility and approximately 530 million in new
parks construction.Also served as the City's Emergency Manager.
Cherokee Enterprises Inc.,Miam: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 cuiverts. 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 110061421
• 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
• R.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
Ava!lable upor.request
Page 1571 of 1750
Candidate 3
Tarik Rahmani
TA R I K . , . .
. .
RAHMANI
•
Experience
President of Finance
2021-PRESENT Representi the Department on the Leagues California cities and overseeing the Mayors
eAIM .t, Board of Directors anrworkscnconjunction and Council Members goals.Assisting and
.- with the other members of the Executive providing hrgh•que!ity service to cities and
WMr..tigEdia.mm(ut/ to support the priorities of the their citizens
fariloahmati
isticrstanariiailcup 2022-PRE Deputy City Manager
._ i Reports d'rectly to the City Manager ai:t of the City s operating budget.
manages the SustainahiliCy,innovation Capital improvement and inframrurture
and Performance Management Rrogram.financial and fiscal anagrams
Areas of Expertise .
Department. and on-going enhancement of the Coy's
• Budget,Accounting revenues.
&Internal Control Oversees.Fin:once Department •
ir Treasury& Information Technology&Security •Works closely With the City Manage! and
Investment Department,Public Information xer;rive Management ream to monKor
Local Government Office.innovation,Sus:a:na04,and the organizational structure.staffing.
Strategic Planning Pero;rrant r Man.sgemarir Office service ieveis,and acirinistratsve systems
O inter-governmental required to accomplish the goals and
Relations •Serves as t!ie Citys Chief Financial& vision or the City Manager anti the City
Public Information& lnovation Officer responsible for the Council effectively and efficiently
Engagement
t Capital Improvement financial development and inar:agement
Programs 2019-2023 Finance Director
O Information •• ., ' ' Serves as the(-iris Cruef Financial City Council effeuivety and efficiently.
Technology&
SErategi,t a+.,r;-span;ible for the -Responsible for all strategic and tactical
Innovation
financial development aria management m att2rs related to budge:management.
o Labor Relations
-- ERP Implementation of the C:t}'s operating budget.Capital cost benefit analysis.forecasting^eeds.
4 Public Works& improvement anc Infrastructure and securing of new funding.
utlritles cgr.?rrr,fin ':crag and fiscal orag-a rs. Loads the techn:cai and^tan-.er;al
• Sustatnability .zrm on•gr,rg erhance.•nenc of tie co!mrpetency rt;accuuntirt;,intern:ai
v Economic Cirys revenues. control,audrorig,budget.forecasting,
Development •Reports directly:0 the unity Manager a!IC financial analysis.planning.debt.issuance
O Organizational manage:a slepaitrne;rt v''approximately and management,risk analysis.allocation
Assessment 38 tuii orr•e and 1i;part-crow employees of resources and serace levels to meet
t• Performance which induces Revenue.-inancial residents and business romm tiny
Management Acsni;nting.Purc
hasing and •Oversee;the operation of Finance
Runge:d.'nsians division functions,activities and
•'i'lorics closelii with trio .ty Manage` and anagrams.sets orle=nves and manages
executive Management lean,to monitor the performance ol subordinate staff
he organizational structure staff.rig, engaged in tie.fineo air.,,•u�.
service levels.-si vc dmrnistr.st ce s,scen?t
required to,crrjrrplsh the gnats arid
Md':dget •irlu rr•p .
•
Page 1573 of 1750
. „ . .
Executive Finance Officer
2014•2019 The eCflycluv Alliance it 1 mernmen; developmg sirant business plans and
agency rharwas formed bytiineWashington managing programs r p the plan.providing
Stare cities and over 20 poOlit agencies necessary resources and adhering to
tocated ,n the Puget Sound iSeattle area budget author tv
as ar inter-local governmental partnership • Leads the respunsibrlity tur ll finance
votir a mission or provid:ng cor.vernent and services and actrii.ties including azzo..01;ing.
LunsIste:q..,n1we Se '.CeO lii the oulget. wary., mariagew er it
•F7,S;:f e",that eCityGov All:ance Drograms and risk managemenr
from proposal develuorneut oughuut
execut:on, are compliant with trio goals
set r.ty the Executive Board. 1 his •nrludes
=roma
2014.2019 Finance Manager
. • 't• .. • c)versee,., the City!, (!;;..it operanims nnancial operations kerruitmg. framing,
includ.ng accounting. budget. treasury, developing aril sopeopsing financial and
payroll, ret rernert revenue purchasing adimn.strative staff onsui ing performance
and pioctirement, utility rates fmarcial expectat:or.s are communicated afar met
models and budget anal,r4v. •Birilt strong ann productive rnianonships
through suporthriate between city Grua'titients and .Aternal
• Member of City's Management ;earn stakenolder, and outside agencies to
supervises staff and manages the daily foster a climate wilere the organization
operations or all financial and business- can acumplisr: Is priorities set by the City
•elareo ,operatiOniS I:1d manages t:ounc:r antl:.it‘Manage'
:he Peri orrnai. t. Monagement
Pr-)gr din
•Develor.r and direct goals, ,:nieCtives,
policies. Aria DI ocec ore., :or trie city5
Finance and Operations Manager
2011.2015 •Manages toe Citys ocer.ating approval. plat at.irrizes operating
• oudget devele.viing and providing and (apital 6,.; .;tet 3UocatJorls, as well
•
recommendations fo! stra:egtes. as personnel all•dcat•on. and identifies
anci long and snit,mei in goals i everiues to souPot(plan iOejexPerdlture,
to effetlivelv deliver thr ".A.avot inn Ca? • Year•end revenue and expenditure
or.crities proiections orPparat nr of f:ilancia;
"Plans.organizes.dire:.r.s.an-u rni:rdir :Ilan:and fi:nn baiant
toe uf struervisci t
teolnical. and acirrunistrat•or.. dorsonnet. vondor .';),•!l ring. r.me:aNyint support
deirgate autnority arc. lisp.t'ab.l.ty. and Unan:Ril ancli!iS!S to,?Casting:
;erect. ['a:'.and evaluate sr.aff. nerfortr.Fince
*Leads trios tasked wt sraru ii Posss.-: minerstariding of
the Inv ei.trigt.t., poet.le.t . .ti'-'.'' anr? ronnqt nianit,nal isnar,re aperation,
ocesses and develop tecoi•inietidat.ons ar-cm oartnets'iios w•tt, the
fo• improVeMer•ts to •It.urr clepa,err enzs '0410, ,40.1•ty to :me st,dteg,-:
set-aces aCrrni see Zr)
itnes''nosiness
regi..aar a•-•r• ng
ic rCciitk tr: en. •••• •F•ornai
:i1.(erter
•;_eat', dr....1 oversees 0 dever.itairiert
tne C Iv s annual otog.at ..vitr ..1a•ors
Office c_itv Budget Offit.e
•••:••
'tan. sut:,;n•:t
Page 1574 of 1750
Senior Economist
2008.201' . !dentificat:o:: .3';d estrmanerr of the •SLr,,e•ed an .i•�a yieri three mini,:r Ir _i. o._oolrcy
economic and financial consequences of area,: !ranSportatrint. Affor nahle. Housing
. the local end national economy. policy and Local Econo''.c Development with key
and nlanagernent decisions on the Crrjs policy'e•t:cnimenoatlan<to the Mayor and
revenues and enpenditures`orecast City Council
• =arecasting the City revenues. • Developed rate pioposars for the Seattle
expenditure-.. e:orunte:r,r rnodefutt. defier:mer.t u! rrarsuortatton. S'ructufec!
ecorarn;•.••pact araly;s. ;;d frnarc'al cost c enters.sources of data and oasis
o'odeline to iek' the Mayor and Cr; var:o;,'. 'precasts in he part : top City;
Council adap' a a bala••ce aperatirr and biennial rate an;.rstment process for
:apical nudge: lar,?us pert e'ee.and charge,
• APp!:ed econo"'et• , anc tina^Gal • Leads a :earn operational end cap•tal
models cr thr C,tvs main' departments hudgec analysts to help develop the City s
and programs including !ransportennr,. biennial operating budget. carrying out
Planning and France:iv Developrnerd. hi age•-'elarerl fury lions, anti overseeing,
!nfor•Ttat•tii Techtleani Duplrt fiscal didr final icidl planrl:rt,act,Vit•es
Libraries System Uttlit!PS and fininciai • Prairie, technical assistance, training•
fe: .b'l'ty analyses tnr p!i;lc Ind private and 'a:pno't ti the City department,. •7
•ic•:e:op"enti pe' o• •:nu t r`nr :•a:`... _.far-:
2002.2008 District Officer•Accountability,Assessment&Research
•P•toli c s:ar,li:..il oat., : •µios r.atr:its. • As •,::,:• '-eieerJ'and.• ,el cifetat•or
analysis and :.(.,iris to, . rr:c.schools re5ear._r' G) stat••,tii3i 30J eco. r
�i` - •lcr^et s.
and oro;eiSs forecasting contends
• .se advanced modeling ecr.•vques such • Uses the Oistnct ar.itabattes and
as mixed"n.r•".eis. cort'ncet•eg ors:models. +nforrtat:..:n systems to provide timely
,!Ct on•irntatrir models ;nit :n.rt.ari rr I_:I:ate .ar. mak,
:ti
• =ss:si. .• hot' •ctctr•:, :m:F aric' cafe S-aR�. .::clej,. Trainer
:cat rig ;gg' and oat,, eratir5n for Re;;r r; •i•:st_ cSIS;
;erg and sr_,rr•re',n
• Generates p'u:ilra'ns fu' iecd t„Me't,
conducting di`Ie•e-•t t'iJP: : araiys:;
Ibuaget retie., program:.,.:;f:tas:
Education
2004 Masters of Science:
Agriculture Icciernics&Et:in:;: ics
•
Nev;Mex:co S:,.te it:er•:'�: d.._mites,'.PA
'dirt.,...co, rr;c s and St,itr.,t.ra(
2001 Bachelors of Science:
Enterprise Ftrraneral Mar'dge'!•U'.
:Jnwersity of Carthage.ESAM, ,mail
c.onom:: Po!tcy
Language
�f;den•• jotter and :er hal; ••
Page 1575 of 1750
Awards
•ELGL Top 100 Local Government Influencer •The City Manager's 2017 Innovation Award-BelIevue.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://onhnelibrary.wiley.com/
doi/10.1029/2005WR004427/epdf
Tank Rahman'.Lenda Crawford(2012),Seattle Department of Transportation,Street Use Cost Center,Rate Model Methodology
hup5//docs.google.com/document/d/1ETU6blkciFOJaZRU-wG7P1kwD5oG•4 vleMJ130zDjcg/edlt
W.Hoppler,S.Mallory.T.Rahmani(2013).Seattle Municipal Buildings.2011.2012 Energy Performance Report http://
www.seattte.gov/Documents/Departments/OSE/EBR-muni-buildings.pdf
T.Jones.T Rahman!(2016).eCityGov Affiance 2017.2018 Budget.http://Www.ecitygov net/Document%20for%
20Unks/Budget%200ocuments/02_2017-2018%20Budget%2oWoritbook_eCltyGav9620Agwnce.pdf
Financial Systems & Analytics:
•ERPs&Financial Systems:PeopleSoft•Summit,Oracle.JD •GAMS Optimization Software,linear and nonlinear
Edwards.Munis.Hyperion,Amanda,Power 81.Tableau programming
•Querying and reporting from large-scale databases(SQL.SAP, •Survey Analysis Scantron software(Scan Tools II,Design
PeopleSof,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) Viso).Access.PowerPoint.Outlook Expi
Professional Affiliations
•The California Society of Municipal rIn•ince Officer,: •Membe• of New Mexico State Un:aercrt/s Sim;reel.ociety
•'he League of California Cities hrtp.//goo ghuD89rS
•'he Government crnance Officers Assor.Iatlorl •Bo.ird member of the Washingtor.Moroccan Assucranon
•Member or Seattle City Club (WAMA) www.wama•us.org
•Member of the Seattle;AS t;sen Group,anti Pacific NW SAS •Board Merr.ber of the Arab, enter of Washington.,AC!N,
Users Group'http://goo.gl/Qync)k nttp.r=www.araocente' net;
Conference Presentations and Participation:
• 21 Sfa'e and Locdi lioies 3u!:ding •201' :'urageoa .c.rhersal urn •2f14:ORr' Conference'Data pace anti S'X a,
and Sreds_r;^�rxa'Rechern•.league Sevonc 3ners,ri_P3,.t.r Ecurarona' Repc't;rg•lnr r ta:,cr•.v•sua+•:aeon i^.r . st:ce'raining Scram',Seantet
`a:hcn a Cris 4m:'ai..on'erericei Group'Oelte.uei Ee^ar•ge!3etievuet •._.. 50? 'What E.!,, ,.,arce
•Zfi t ,.-.ir•cm,a Coi:•e,.r.;i 1!:,•!r oa. •:•^.!'(year:eager, ,real reams ic! •23 3 Amnrc r.;C'.ir, Ss,v lar:nr Dro!e:c•ora'Need::
^a^ceYt':er •i'c 'oric;t o,3eite,u 41•W:r:!e'4:r•,u3•COrge:er:Ce•Sea;t .
... vdl•.,D!erence. -le!:e:Jr.,efsdt„ •2:1.: ,.,.:att 'a:::r,a^!.r.rd •_.. .ic. ..._,?!:,'p!^St!e.,
;lilt• '.d:. ;at's Lrr^. ,^rr tin .[arrr! life"H'... ^a.^.:3t F...:•for:tc..:fa. ,^t :ea.-eri'I:.orrgr an, .Motif?rnarira!':
'e.Prot•t;)rgan?at:ore; •1016 Its N•,.N'a!Ole Sat r•,tins We Wasinngton"Seattle', ;4•:n,;:!N;I i:'r 'numhes
t-ar: Sava_;oil IBe!lesue, •207t1 Under!State`•'_ersiy.q,:cmatr,,
• P,.k'r ?Cig Ic'C"'31,V .. :':rbf` . .<. _rit"'S»'.en :r:ESi Cor•':p'a^•s..SI,'. .
);actin. Ma^age^'e,!aSi3:li•. __any•• ,:v Sea!:'e.
Page 1576 of 1750
CAREER AT A GLANCE
B.1,,,,nq and Analyse;. Land
Put)lu_ Enyagc!ncnt, Cultural Al,
U3•.vnkvr: Pins riatl!in. Pi.b •
li -
_ & Ut i-ties. Alternative
Transportat.'m Sustainabltr-ti.
Prorer;t klarayement. Ldhur
Retat:or.,. Inter- ovre'rlmental - -
Relations. Economic Dc'vc:xipr.onl
Chdani.'atinnal assessnir't
in the past 12 years.galvanized the financ al 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 fund,ng strategies and long tern financial planning
CITY OF CARSON
r . G,r •Improved City of Carson's Bond rating •Led Carson's Pension Obligation Bond
to an"AA-"for the first time since 1980s. financing which resulted in eliminating
car I.. x ucsge �ai eCity's outstanding UAL to CaIPERS and
=fFr
G tIC!jf.Clar ••i
,;ffa•.;c'`a:e; r r;;_i;, l,.` . •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
GF reserve at$45.2M(48%of budget) Tax(Measure K)on November 3,2020
'''''t•'t''' generating $12 million new revenues.
tiChr •State Auditor has recently ranked
Vris Carson in the topuintife(69th out of •Conducted citywide q 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 the development closing Si 17 million in
*, and management of the General Fund deficits and
City's$4 billion and t 1,200 rebuilding fiscal services to
'r` FiE operating budget record-high levels
Operations analysis and •Provided strategic vision to
management of a breath improve the City's budget
ofCity services including process
police and fire functions;
health and human services. •Key member of the
public works and utilities Mayor's cabinet,Operations
y Committees,Labor Policy
•Helped stabilize the Citys Committee and Emergency
budget following the Great Operations Committee
recession.
Page 1577 of 1750
Candidate 4
Jerome " Jay " C .
Wilverding
JEROME C.W1I.VERDING
Stockton,CA 95219 jwilverdingli ecmna>t.nrt
ACHIEVEMENTS
Y Extensive administrative,accounting,operations,and internal auditing background.
Y 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 S2.9 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 S6 million.
SAN JOAQUIN COUNTY,Stockton,CA Apr 2013 to Mar 2021
Central Valley local government
Auditor-Controller
• Chief Financial Officer for this S2.9 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.
Page 1579 of 1750
•
•
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 FRES(:A, INC.,Concord,CA May 2007 to Feb 2008
National producer of fresh mozzarella.ricotta,and mascarpone cheeses
Corporate Controller
• Chief financial manager for this S60 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 S900 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 Hay Area for 2005 and 2006.
• Built networking relationships with a wide range of client organizations ranging from S5 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 201)1 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 1D 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 live client companies using a virtual private network.
• Led the migration process of convecting 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.
Page 1580 of 1750
•
AIRTOUCII COMMCNiC:ATIONS,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.
• Rccngincercd 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 11)
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
54 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,('A Dec 1981 to Oct 1985
SIO 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 Fdwards,QuickBooks. iyperion,Advanced Exccl/Word'PowcrPoint
Page 1581 of 1750