All right, we're going to start. >> Thank you. >> Okay, good evening everyone. Um, welcome to the workshop of um, interviewing the manager, potential managers. Today is Tuesday, January 6, 2026, and the time
is 6:08 p.m. Madame Clerk, will you please take roll call? Commissioner Shernoff >> here. >> Commissioner Florimmon. >> Commissioner Jean >> here. >> Commissioner Smith. >> Commissioner Sue
>> here. Vice Mayor Fortuna Smuggler present. >> Mayor Michael Joseph. Thank you. Okay. Please rise for the pledge of >> allegiance to the flag of the United States of America and to the republic for which it stands. One nation under God,
indivisible, with liberty and justice for all. So, we have um three of the candidates here today. One um is out of town and we will hold another workshop tomorrow at 6
for the other candidate. We are going to ask that the three that are here today, we are going to sequester them. We're going to ask them not to use their cell phones, their smartwatches, um just talk to each other like the good
old days, right? So, we are also going to have someone um pick there's three names are here. We're going to ask uh Mr. Kazan to come up and pick the order. Would you like to pick the order? >> Ma madam chair. >> Yes. Um, just as a note, as you
requested, we're asking the candidates to sequester themselves so they can't hear. And just as a note, since we have one >> who is not coming because he's away out of town, >> um, but we should contact that individual also and request him to not
watch the recording or the live stream or something. So, he's in the same position. I mean, I don't know how we would know, but if it's a person who's honorable, they'll honor the request, but we should request them not to watch. Great. >> So, someone >> Mr. Gazan, you can do the other two.
>> One more. One more. >> Yes. So, the first uh person up is going to be Marlene Manaste. Manstein would be >> Darvin Williams. >> Right.
to make sure the name was there. >> All right. And Russia. >> All right. So, um if if they want to listen to what we're going to do before we sequester them and um I have an idea and I want to see if my fellow commissioners agree with it. So, the
goal um of course not to just interview them, but also to get out at a timely manner. So, I was thinking, you know, we're gonna we're gonna, for example, the first rounds of questions, I'll start with Commissioner Smith and then we'll go to Commissioner Jean, Sue
Chernoff. The next time around, we'll go Jean, Sue, Chernoff, and Smith. So, everybody has Me, too. >> Well, I'll be last. Um, but so that way everybody has an opportunity to ask a question first. Is everybody okay with that so far? >> That's a good idea. >> Okay. Thank you, Madam Chair.
>> Yes. Um, are we going to ask the same question to every candidate? >> I would hope that we be fair and ask the same question to every candidate. I think that's the best um for all of them to be fair. >> So once the candidates actually, you
know, leave the room, we can discuss like which topics we're going to talk about so we're not repeating each other. I was going to ask that we're not repetitive, but we could um you know, we can just start like with Commissioner Smith and then hope that Commissioner
Jean has more than one question in case um she's being repetitive and so on and so forth. Okay. So, I'm also asking that um we do five minutes uh with each person and then we go back to another round if we
want to ask >> five minutes. Five minutes each person. Each each of us five minutes. >> Oh, okay. >> Yes. Each of us. >> Oh, with our question >> with our question and answer and then if up to five minutes and then if everybody wants uh to ask a second round of
question another up to five minutes is >> how long are you giving for the total interview for each candidate? Is it 30 minutes? >> Well, we're five people, right? One, two, three, four, five. would be, you know, give them a brief opening, >> a minute to close,
>> and five of you, if you'll go the full five minutes, that's 25. So, if you give them three minutes to open and a minute to close, >> um, that's a half an hour each. And if you're a couple minutes, guess it's probably not enough. >> Give or take a few. >> Madam Chair, are you um thinking about having them introduce themselves in a
short like >> Yeah. >> Okay. No, I I heard you say five minutes, so I No. >> Three minutes for them to >> Got it. Okay. Sorry, I was >> up to three up to three minutes. >> I I don't know through the chair. I don't know that we should say that in
stone. If we need in a couple extra minutes, we need a couple extra minutes. I just don't know that we need to say >> you're roughly 30 minutes. I mean, if it's 32 or 33, the the world will still revolve. >> No. Well, that's what I'm saying, >> right? We just don't want to. >> But yeah, you know, if we want to vote
on it, if we need to vote on it, vote on it, I'll make a motion. >> Second. >> Okay. >> All right. So is all in favor? >> I I >> So it's a workshop. You're not voting, >> but you can all nod your head. If you have a consensus, then that's and nobody
objects. But you're not voting to work. >> Thank you. Let's start. So um if you could sequester, Jacob, did you want to say something? >> Okay. So, Marlene Manaststein, would you like to come up?
>> And and clerk, you'll you'll use the timer, correct? >> Yeah. Oh, okay. >> Let the record note commissioner Lurman's attendance >> noted. >> And do you want to go over the what we decided? Did you hear there? He'll
figure it out. >> Three minute introduction, five minutes per commissioner for questions, a minute to close, and if you're couple minutes past the half hour, no tragedy. >> Well, five minutes per commissioner and then another round if they choose to ask another question.
>> Okay. All right. >> But you can't go an hour per candidate. >> No, that's why we need to keep it at five minutes. >> Okay, Marlene. >> Thank you. Um, good afternoon, uh, mayor, commiss, I'm sorry, vice mayor,
commissioners, and members of the public. My name is Marlene Monestee. I have the privilege of serving as the chief of staff for the city. >> And please, start the clock. >> As well as the interim assistant city manager. Um, I've been with the city for approximately four years now. And in
this, um, time, I've served as the CRA specialist, economic development specialist, then the chief of staff um, for about two and a half years. Uh, prior to that, I was with the city of North Miami where I served as um the assistant to the director in the
community planning uh department. And in that department, I got to be exposed to quite a few divisions, um, economic development, housing and social services, planning, zoning, um, and
sustainability. And to me, I I like to think of community devel development as a pulse of the city. And so, um, though we have a lot of, you know, departments that are very important, um, you get to get a different type of exposure in that
type of space because you see developers who walk in with multi-million dollar deals, but then you also see the day-to-day person who has challenges paying their rent. And so I think being exposed in that space um for about five and a half years I was there uh there
was there was um a growth in myself that I experienced that I can't really explain except to say that I I love what I do. Um always willing and able to be of service to the community. And I think um this is the reason why I decided to
apply for the position just to be able to um move in the direction of uh of an administrator and really see the things that you all set in policy um into place. Uh in addition did want to add that I uh have my master's in disaster
management from FIU and as well as a bachelor's in administration. Um, I think also just being exposed to the elements and us being in a coastal city, there's a lot of unique opportunities to learn about how we can be more resilient
and so I did get certification in flood plane management which I like to contribute to the city as well. Thank you. >> Thank you. >> Here, is the clock not working? >> It's set for five minutes. So, I was you timing her the candidate on my phone. All right. So, she's good.
>> Thank you. Okay. So, Commissioner Smith. >> Okay. So, I'm going to ask one question and then move on. So, my first question that I'd like to ask is what do you, Miss Monosine, plan on doing different from the very first day in reference to
administration, accountability, um, production, um, growth, the things that I see very lacking in our city now. What do you plan to do different that we can count
on that we'll be able to not only feel it but see it? >> Thank you for the question. So for me I walk in a mindset of being very analytical. I chose to get a disaster management um masters not because I'm
interested in doing things with FEMA or working in that space dayto day but really um I didn't want to take the general route where everyone chooses public administration and and and maybe even business administration but um the masters that I chose is a field that
requires you to think through risks and to think to think through opportunities to improve um that's kind kind of been who I have been since, you know, my start. I I always am looking for ways to improve things. In our particular case, I think the city's done a good job in
pushing things along rather um sometimes slower than others, but in this case, um I think we have a great team. I'd want to see um for lack of a better words, ripping the bandage. uh because there's
a few things that I've noticed in the in the weeds that I am in day-to-day that we need to improve on. Um first being the budget amendment. I think we spent a lot of money in this fiscal year um from the fund reserves. I you know did
participate in the budget process um later on in the process and so I made recommendations that I think should be revisited because we should be more fiscally responsible. Um, so that's one of the top things that I would be looking at. In addition to that, um, as
I kind of explained in the housing and economic development department establishment, there are there are departments that have maybe too much staff doing the same things where we can focus more on automation. And so eliminating uh some of the costs on the
personnel side would be um something that I'd like to explore as well. >> Thank you. >> Thank you. Um, Commissioner Smith, you're finished. >> One question and then we're going to go down. Okay. Coming back. >> Yes. Okay. Um, Commissioner Foreman.
>> Uh, thank you, Madame Chair. Um, and thank you so much for um making yourself available uh to apply for this position and um we appreciate your time. Um, based on what you said to Commissioner
Smith's question about uh positions, um, are you referencing redundancy in positions? And if you're referencing redundancy in positions, are you are you looking at ways that those same employees can be utilized better or what
what is your aspect um or approach I should say to looking at positions that are redundant? >> Absolutely. So in part um we have we have um for example the building department that has a lot of permit
processors but we also have some automation in place and some software that we have developed um and included in our process to alleviate the permit um applicants. There are quite a few people in buildings. This is just a
random example. Um as there are in other departments where I feel that we can um really assess personnel, see where they are, where they are in terms of their skill levels, what are they willing to learn if anything new um so that we can focus on other departments that lack
staff. Um a lot of the conversation at least on from the commission is that we don't have enough code compliance um or we don't have enough beautifification uh efforts and that requires more personnel. So, I think being able to um really analyze the organization as a
whole um and looking for opportunities to give not only our staff um opportunity but fill the gaps in service that we have would be prime and ideal. That's um one of the things I would look at to do. >> Okay. Um as far as our strategic plan, I I think
that's something that's so critical to um where this municipality moves forward. Um, I I I think in my in my seat it's it's not about necessarily new ideas, but it's about really
accomplishing the things that we said we would accomplish, right? Because um there's so many things that are on the list. And so, have you taken a look at that strategic plan and what are your ideas about how we can accomplish those things that we've set out um in the past
years that have yet to be done? So, I I appreciate you um bringing that question forward. I wholeheartedly agree. I actually had a one-on-one conversation with Commissioner Jean recently, and one of the things that she mentioned was, you know, we're not other cities, and we
already have an identity that we need to hone in on. And so, some of the things that I would like to implement um would not be reinventing or stop stopping and then restarting the clock. We have momentum. We have, you know, quite a robust capital improvements um program.
We have um staff that have been, you know, doing the work non-stop, including our water plant. So, it's just a matter of continuing the work, but improving how we do it so that we get to the finish line together. >> All right, Commissioner Jean,
>> thank you so much. And again, congratulations on um being a candidate here tonight. Um the first question would be within your first 90 days what would be some of the things that you would want to implement? >> So I actually got that question um earlier this morning my first interview
um it was 100 days so I'll give the same answer because I I feel like a 10day uh difference would still allow me to to accomplish a few things. Um priority again for me would be a budget amendment. I think we've spent we put in too much into this fiscal year without
realizing our threats already. Um, as you all know, water searchcharge is an issue, how we um how we use our funds now, god forbid, the property taxes is, you know, not a thing that happens. Um,
that's another opportunity for us to look at how we're spending and ways that we can be bringing in more revenue into the city. Um so top priority I think is the budget amendment. I think being fiscally responsible we still have room that we can do that. Um in addition to
that I mentioned um organizational reassessment just you know putting the right people in the right spaces and giving other opportunities to personnel who want to explore those things. Um and lastly I would say beefing up what the residents complain about the most. It's
beautifification and it's code compliance. So, um, with your support, of course, putting people in a position and recreating programs where we're focusing on those things would be priority in the the first 90 days. >> Thank you. How long have you spent in
the city manager's office? >> Um, it's been three about three years. Um, I started off in the PSA building when I was in the CRA for 4 months. Um then that came uh with a lateral move to economic development specialist when the
city parted the CRA from the city. Um that was serving in 8 months but still within that time frame I was able to move over um into the city manager's office. he wanted economic development directly under the city manager's office
and since then um have been exposed not just to that but to other facets which more align with the chief of staff role. >> Awesome. Um the follow-up question to that is outside of economic development, what systems would you say you've put in
place um that you can see have been able to improve the city moving forward? Obviously, you were not in that top seat, but were there any initiatives or things that you wanted to see or did start um that we may not have been aware of?
>> That's a good question. Um I mean, I have my hand in so many things as chief of staff and it really wasn't about me wanting to push a certain, you know, idea or program. I think um just off the top of my head being able to secure
funding for the NB jazz academy that was an external and private funding source and you know now we have students that are really engaged and looking at a youth program that can expand far out to what it started to be. Um again with the
snowfest we elevated that experience for our residents. um we secured $15,000 for uh gifts for kids. And so, you know, those things come like second nature to me. Um I think if anyone would ask I
would say anyone in the city manager's office the question like what I did, they'd say that I'd create created space for efficiency. I I tell them all the time, whether it's communications or economic development, there's ways that we can improve on how we're delivering
our services um with better quality. I I always have an eye for that. I think um one of my other examples would be the clerk's office and the agenda process. um being able to really uh make more sense of it and have uh checks and
balances so that things that come before you have less you know error and um are more efficient in how they're presented. >> Thank you. And my last question would be pertaining to ARPA. I know um when M Mr. Diaz was here that was something that
you him and I would always talk about. um how do you hope to kind of be able to decipher through what it is, especially with us having to provide a report at the end of this year? How does that look like for you to be at the helm of untying where we are with it now?
>> So, um thank you. I appreciate that question because I've, you know, u imagined that there's a lot of questions about where we are and our standing with ARPA. Um I you know was given the task of assisting the manager presenting the
items before you all you vote on them and then they go back to finance for finance to do some inputting into our system. Um more recently I'd say since our obligation deadline which which was December 31st 2024 we've continued to provide quarterly reports that's
required. Um but in addition to that there is um a review that we did with our consultants. I asked that the consultant um rec recalculate our revenue loss. Um
we elected when we received the funds to um choose the 10 million like basic allowance for revenue loss. Um that ended up being a bit of an issue for the city because you know there were in the
second phase there were programs that or projects that the departments were submitting that didn't necessarily align with the final rule um provided by the treasury. That meant that um for example, if someone wanted to buy
vehicles and we couldn't categorize uh buying vehicles, then we would have um potentially have to pay those funds back. Uh so with the request of uh me and uh speaking with the finance team and our consultant they recalculated our
revenue loss and identified that all of the funds that we received $21.5 million could be categorized in that sense. So that ended up being that you know there's there's no need to repay any funds back because we've recognized
here's a category that we're eligible to put all of our projects under. um we have until the end of this year to complete our projects. Um so that's something I definitely want to ensure that we see through um so that we um don't leave any money on the table. This
is not a funding source that will come back to us. So just to be able to make sure that those projects are completed in time. >> All right. Thank you, Commissioner Sue. >> Thank you and thank you for applying um for this position. Um, so,
uh, our our we're currently in a structural deficit. So, our current budget identified a 5.5 million structural operating deficit that we're currently covering by spending down reserves. Simultaneously, we have a surplus in our building fund, but state
law restricts that those specific funds could be used. Since we cannot legally transfer building funds money to bail out the general fund, what is your specific 12-month roadmap to close the 5.5 million operational gap before we
hit the fiscal cliff in 2028? >> Um, I think I touched on that a little, so I appreciate the um question. Um, as far as our our gap, we need to create opportunities where we're we have more revenue. We're identifying other re
revenue sources um in addition to looking at the expenditures that we're projecting and reducing those. I think that >> time >> would be priority >> um for me in addition to um the building surplus. >> Can you be more specific?
>> Sorry. >> Could you be more specific? You you you it was a kind of a generality. >> So yeah, sure. >> Like what are the things that you would like to cut? Well, yeah, that would be an exercise of going through your entire budget book. Um, which >> did we do that in September?
>> I did provide some some recommendations that were not um submitted to you all. Um, so I would be expressing those things um just to reach I want to say it was a 2.2 million just in the first exercise that I did um opportunity to
keep funds in the reserves. I think looking back at it now also implementing uh a freeze on hiring so that we can really assess our organizational structure um then we'll be able to you know look at all of the avenues where we can cut on expenses but as far as
revenues are concerned uh we recently established our grants management division um we are more organized in how we are tracking the grants but then also identifying new opportunities to secure them as well.
Okay. What do you see as permanent fixes for these kinds of expenditures? >> It really it really would fall on the commission being able to, you know, really take heed and someone as myself, like I said, ripping the bandage is not
a problem for me. Uh, we need to be real in where we are. Um I I will be very you know it's probably not popular if I say this but I don't mind it. Um we have departments random example would be the library where you
fund and you fund and the services are provided and they're great quality library experience. But I also think that there's ways that we can cut back and maybe look at other funding sources and not tap too much into the general fund so that we can maintain ourselves but still provide quality service to our
residents. >> Okay. So my next question is NMBB water is a regional utility acting as an enterprise business that serves far more customers outside the city than it does inside. This creates a tension. Our
residents want revenue transferred to keep their taxes low while regional customers and regulators demand an aggressive reinvestment in infrastructure. How do you plan to balance the capital improvement projects to prevent infrastructure failure while
defending the utility against political pressure to stir its budget for general fund needs? >> I appreciate that question as well. I think our capital improvements uh program, if I'm not mistaken, is at 109 million. um not to be spent in one fiscal year but um across a few years
and so rep prioritizing based on you know the commission directives and the critical need of our infrastructure um I think that's something that would be ideal uh we would need to identify of
all the things that are happening in all the pos in all the um tough spaces that we're in be it you know roofs are leaking or we need to do septic to sewer conversion or whatever the things are. Um it would be a matter of having you
know an executive session having conversations with you all um with the experts in the room to also identify how we should proceed um so that we're more responsible in how we're spending those funds. >> Okay. Um
>> you're good. I have I have another question and this is uh >> for 2001 >> it was five minutes. No, >> five minutes. >> Oh, >> okay. North Miami
>> North Miami Beach has a passionate >> we have a passionate commission as you can see uh that often uh has split votes on critical strategic issues. If the commission gives you a directive based on a narrow 4-3 vote, how do you ensure the policy is executed enthusiastically
by staff without eliminating the alienating I'm sorry, without alienating the three commissioners who voted against it? >> Um, I appreciate that question as well. I think I have a very good rapport with each of you. Um, I pride myself in being
someone who's focused on doing the work. Um if the directive is we need to move forward with something then enthusiastically it'll be done. That's that's our mission. That's what we do. Um and ultimately I think the relationship that you all have I'd like
to support in ensuring you that um you you may not agree on everything um but I would at least hope that in how we um interact everyone is on the same page and is aware of what's transpiring so we're on the same page.
>> Thank you. >> Okay. Thank you Commissioner Chernoff. I'm going to respect it and only ask one because that's the way we should have done it. >> Okay. Said five minutes. >> Um, congratulations. Five minutes. >> The state legislature is trying to take
away property tax 100%. How do you how are you going to handle that if they do? >> I think you know being the fact that um there was a little bit of push back on establishing a housing and economic development department. This is prime
example of why it really makes sense. We need to look at opportunities where we can um generate revenue. Economic advantages need to be explored thoroughly. Um you need an expert staff person to do that that has the data that
can identify funding sources that can look at your assets and help you take your asset and make more money from it. Your water plant makes you a lot of money, right? um but it's its own funding enterprise source. But then you have other assets here that are sort of
neglected um that we could take more advantage of. Your Litman Theater being one, uh your parks facilities being others. There's there's plenty ways to explore how we can generate revenue, whether it be our um special assessment, uh some sort of uh local business tax,
which is also up in the air. Um but exploring all of those things would come from your economic development department. Thank you. >> All right, my turn. I have been here first. Well, first of all, thank you for applying. I have been sitting on the
deis for a little over seven and a half years. I have been through four managers and three interim managers. So, whoever gets chosen would be the
fifth manager. What made you decide to want to be in a job with statistically no job security? And what makes you different? Why are you going to be here for at least 5 years? >> Um,
very good question. Uh, I'm someone who shows up. I think that's been presented to you all um dayto day. I have no fear of stepping up to the plate. Whether it's, you know, the conversation with
ARPA, whether it's um, you know, showing up to work on early and then leaving late, like I'm I'm fully engulfed in North Miami Beach, though I don't even live here. Um, I patron all the businesses. This is just something that I feel I do. I'm someone
who stays. I think my um, resume will reflect that as well. Don't job hop. Um, I've always been blessed to have the opportunity to be promoted from within until, you know, a new opportunity that was hard to re refuse, um, presented
itself. And so, I'm really someone who, you know, I I see the city as home. Um, the employees are like family. I enjoy coming into work. I enjoy um, pouring into the city. Um whether it be through,
you know, the the day-to-day things that um we do or then the special occasions where you have um identified needs in the community and supporting our residents in in um in in you know where
where I know we can we can take them. Um our median income is about 57 million uh 57,000 per household. Sorry. Um, I want to see us establish a sustainable city.
We're turning 100. Uh, what do we have to show for that? How are we identifying opportunities for our residents to, you know, upskill, make more money, and be secure in what they do? That's that's really my passion. Um, and so, you know, regardless of that title, I think I've
shown up um as an administrator. Uh, that's just my nature and I look forward to continuing to do that. >> All right. Thank you. Commissioner Foreman, do you have a second round of question? >> Um, yes. Uh, thank you. Um, Madame
Chair, you you mentioned the um the collaborative efforts with um the clerk's office. Uh, and I'm assuming that also includes the city attorney's office as it relates to our agenda process and our meetings. It's something
that we've been asking, you know, over and over. Um, and I understand that there's some, you know, difference given to the um to the city commission as to directions that they want to go. But I also understand the importance of staff um
being very clear as to what processes and procedures are um and what we need to do to make sure that we move our meetings uh effectively and efficiently. Um and so how have you looked at the process of how an agenda is created and
um and and what you can do to streamline that process so that we can have more effective and efficient meetings. >> Um so our process was pretty archaic. Uh and um I say that to say you know we recognized that we needed to invest a
little bit in software that makes more sense for us and that's what we recently did. Um so identifying a calendar that's clear um informing you all so that it's not you know two weeks before the meeting it's two months
before a meeting. this is what we're anticipating to present to you all and then of course having additional conversations so that it makes sense where we're not loading one agenda because all the things are last minute and they have they have to happen um
with that that means that there needs to be a contract repository um implemented so that we know when things are ending is a better tracking system of that we don't currently don't have but we're working towards um so I think doing that and aligning with how our current agenda
process is considering um Granicus is is you know forthcoming would be um the answer to that question. >> Thank you. >> Thank you Commissioner Sean. >> Um the last question I have so um out of the other candidates you're the only one
that's been in house. Um this question is about gaps. So, there's been a lot of gaps in, for example, initiatives or delays in each of our I'm not well, I can't only speak for myself, but um
programming that I would have hoped to see be more continuous. I know a lot of the times um staffing was always the the uh scapegoat. Um how do you hope to fill in gaps, especially when things were
basic maybe in your purview? Um, how do you hope to fill in those gaps? >> Um, thank you. I think that's really why I I want to focus on organizational reassessment. Um, it doesn't take a lot
of people to do one thing and I'm, you know, I say it with love because I really appreciate all that staff has done. I, you know, work alongside these folks dayto day. We do do the work. That's not the issue. I think the issue is just identifying how we can do it
better. And so, you know, where things just really don't make sense, there's room to improve upon those things. Um, I don't know if that answered your question enough or you wanted a little bit more. >> Just a little bit more. >> Sure. Um,
so I I can say this for for me it's a matter of going through each department. I'm going to call out parks just because um parks is responsible for their parks
programming but then they also do special events. Um but then there's also other entities within the you know the city that have to contribute to that effort where the service could be more consolidated. Um
one example is you know we're we're trying to get off the ground the uh ribbon cutting or groundbreaking for a few projects. uh there's no one person that kind of like holds the responsibility as a project manager to
move those things along. Not currently. That's where I think where if we're reassigning some folks and giving them a different um fun different functions, they'd be able to assume those those services or those uh tasks so that the
service is improved. >> Thank you, >> Commissioner Sue. So, I love the ideas that you're presenting to us. My question is, what had stopped you from doing this as you are in the position that you're in right now?
>> So, I could honestly speak for the last two um current interim is someone who's really strong about being the interim and leaving certain things to the permanent manager. And so even presenting some ideas, there's been
some pause on that. Um I would say that was kind of the same thing with the previous manager in that um things were prioritized differently. So if I presented um some options to,
you know, eliminate this and and maybe consider, you know, expanding on customer service and and community engagement. Um that was just met at pause. Um, it's not something that I could have controlled, but I did offer, you know, opportunities for us to improve our services. Um, and I can only
speak to what I would do when I'm in that seat and I know I would move forward. >> So then to follow up with that, like how would you empower the people and our staff to to do what what you yourself had the idea of doing but didn't get a chance to do?
>> So I prime example being the housing and economic development department. That's something that didn't come before you without consulting with um staff, hearing their feedback, hearing what they're open to and folks are willing. Um as the interim assistant city
manager, I made it a point to visit all of the departments to have conversations with them as a group um community planning and development, you know, a list of things that they would love to be exposed to. Um, and so I think there's definitely room for that
conversation, but then again, reality is this is where we are as a city. This is where we um we feel and think things should move forward so that we're progressing. Um, and so, you know, where the buck stops, it it has to stop.
>> Thank you. Thank you. >> Thank you, >> Commissioner Shernoff. your 20 years in thank you for your 20 years in service. That's wonderful. Um, describe a time when you faced an ethical dilemma of being in your position and how did you
deal with it? I I don't know that I'd had >> injuries >> a ethical dilemma for myself, but there have been cases where um management has questioned whether a commissioner can do
a certain thing, whether they can, you know, for example, pay for someone to attend a gala. Um, we have an ethics department within the county we relied on for their um, their comment and their feedback. I wouldn't be opposed to
continuing to do that. And obviously um, as a public servant that, you know, for me is not something that would be a challenge at all. Um, I pride myself in doing great work um, and and doing the the most that I can. Um, and so that would continue most certainly. Thank
you, >> Commissioner Smith. Thank you. So, I didn't hear the part about the five minutes, but I'd like to ask you a few questions. First place, what I want to thank you for is putting yourself on the
hot seat, coming up with what you feel you're capable of and what you see as a progression for North Miami Beach. But you have made relationships here. you have made relationships with staff, with
commissioners. That can be a dilemma. It certainly can. Human nature comes in. So, how are we as a commission going to know that the changes that we need will be implemented no matter what?
because what I see is only what I can see related to some other cities, related to our own cities, related to the correspondence I get from residents and business owners. And there's just vast room for improvement.
And I think the most important vote any commissioner can ever make is the vote on for the manager because in our city in North Beach, our manager runs all the employees and runs the whole city. So I
would like you to give us the reassurance of how you're going to handle that dilemma. how when somebody wants an event after they just had an event when we have already in place that there's a limit to how many events and yet you see
them go over and over and over and many of the comments are but I had it all sponsored but it isn't all sponsored because we still have staff we still have cleanup so h how are you going to address that you have made some amazing relationships how are you going to
address that >> um so yes I I think that's an advantage to you all that I made these relationships not just with you but with staff. I presume and I I honestly uh feel that I'm someone that is
trustworthy um in that if you know first of all policy is policy then that's set in stone. But with the relationships that I've built it it's not to say that anyone gets a pass including the city manager's office. Um there if there are things that need to
be approved upon, those are things that I want to assure happen. Um it it really is that simple for me. Um that would just be my word. >> I can tell you that I think in the future right ahead of us now, economic
development is going to be one of the key factors. We have an issue with CRA, which the manager no longer has that under their umbrella, but we don't know if there's going to be an extension. We don't know if we're going to have those funds to help businesses. So, I just see
the cost of running the city continues to go up and yet the improvements and the value of life for the residents and business owners keeps going down. That's something that whoever becomes the manager has to flip.
And and that's one of the most important things to me. the manager that comes into this city has to not only be long-term but has to come in running and try to flip the expense of the city versus the enjoyment
of the city. So h that was my first question is what were you going to do? But now, do you have certain definite besides the budget that you're going to come in and evaluate each department, evaluate each employee,
start with an evaluation for each employee? What's the game plan? >> Thank you for adding that. Um, one thing I didn't mention and um, which would be pivotal, all of our directors have an evaluation process, but we do not extend that to the entire organization. Um and
so number one, accountability. You're in a role. Are you accomplishing the functions of that job um to the standard of the city? Um and how you know just establishing a process where we can evaluate that would be implemented. Um it's something that we lack now. I think
you know should seriously be addressed. Um in addition to that, ultimate reassurance is is is what I can give. Um, I mentioned the city manager's office on purpose. Um, there are things that don't make sense in our office now
that I don't currently have the control to address but would should I have that opportunity. Um, and I think ultimately again your advantage is that I'm here. I am someone who is in the weeds. I see what is wrong dayto day. um and I'm in a
position to act on those things without a honeymoon phase, without someone coming in having to learn all the things. Um and then ultimately you as the decision makers would continue to guide that. So I'm, you know, more than willing and happy to to continue in that
space. >> You know what's interesting? I don't know how many managers I've had in assistant managers and interim managers, but the communication is one of the lowest I've ever seen. Um,
as commissioners, we are up here saying we didn't know, we didn't see it, we didn't get it. We're voting on things that we get right that night. I if there's not improvement, we might as well just have somebody be there and
not have a manager that's effective, that's going to work, that's going to make us see a difference and make a difference. And that's that is so important to me because we have a year before the whole thing could turn over
again. We have to have stability for that year to show whoever comes in here the next time they'd be foolish if they changed that. And that's why it's important for your interview to not only give us the reassurance, but give us the plan.
What What is the plan? Uh I I have two questions here that from the public. One you kind of answered about fiscal stress and what tradeoffs that was the budget. We understand the budget needs revamping. We need to pay attention to how the money spent before the budget
and after the budget's passed, how we're spending it. The other question wanted to make sure that the person would be professional, independent, and non-political. The truth is, I don't think whoever becomes a manager know how they're going to be until they're the manager.
I don't think they know until they put theirelves on that chair. But we can at least ask for you to give us your strongest thing on your closing. How we know that when we made that decision
that for the one person to control 400 employees to control the budget to control seven the mayor and six commissioners, we knew we put the right person in place. So I I my question to you is
again you feel strong and and ready to tackle this and know what we go through here that seven of us can't even be in a meeting together. You're ready to tackle this. You're ready to put your feet in the ground and make sure North Miami Beach can finally start to shine.
>> Okay. Excuse me, Marlene. Can you answer that? Can you also incorporate your closing into it? Thank you. >> No problem. >> Yeah, but I would like I would like her to just answer the question about stepping in. She can also incorporate that in her closing statement, but I I definitely am going to ask that of
everybody about stepping in because if anybody watched the commission meetings, we've had a few that are dysfunctional. >> I would agree. Um uh for me uh and thank you so much for the opportunity just to
to be heard. I what I applied because I know that I'm capable. I applied because I know that I'm ready and I applied because I want to see the good for the city of North
Miami Beach. Um and for me it's it's not about the title, the pay. It's about doing the work that I love to do. Um, that's something that I've said in all the positions that I've been. It's why I came to North Miami Beach. Otherwise, I would have been, you know, continuing continuing on my path in uh, North Miami
probably. But ultimately for for Marlene, um, I I show up. I've I've never stopped doing that since I've started. I I'd like to think that, you know, the rapport that I have with the staff will definitely continue
because we've we've built relationship where it's not just about executing the task, but it's about true collaboration and partnership and having the one mission, one vision in mind. Um, and in closing, I I want to thank you
all. Just >> Sorry. I'm Please close. >> Um, and I just want to for the record, you're saying that the art money, we're not going to lose any of the art money >> based on the obligations uh deadline and what we have submitted. There looks like there's nothing that needs to be
returned. Um, we will >> But this this isn't really a question about your job. So just you you can continue this at another time. Just finish up please. >> Sure. Okay. >> Okay. >> Um again, thank you for the opportunity to to be heard. I sincerely appreciate
it. I wouldn't have applied if I didn't feel and and also think that the city would be moving in the right direction um with my leadership. I you know applaud all of the work that the interim manager has done. he's given me a space where I can really um step into the seat
sort of um unofficially and so having been more engaged and more involved in the day-to-day um oversight of departments um that are very vital to our organization have have been the test. I love being here. I love working
alongside everyone and working to to um bring your policy into play. It's something that I I look forward to continue doing. Thank you. >> All right. Well, thank you so much for applying and we wish you all all of us. We wish you good luck. >> Thank you so much.
>> Thank you. >> Is someone getting Darvin's next right? >> Vice Mayor Um, from an HR perspective, while our director's out, as much as you can, you should try to ask the same questions
of all candidates. I know that was said. I'm just reiterating. Right. As as much as possible. >> Yes. Obviously, we can't ask those questions because but
as much as we can like my my question I know I can but we need to be more timely guys because that was a long time. >> Yeah. have to end. Okay. I said up to five minutes of
questions. >> Not a question of questions. >> Okay. Well, that's not what we voted on. >> We didn't vote. >> That's not what we voted on. I'm just saying.
And it's up to up to five minutes. Doesn't mean you have to take five minutes. Oh, >> you can't. Yeah. >> Yeah. >> Up to five minutes. Next month in February. >> So you have to
>> May 30th probably. Okay. They're still arguing about >> she actually got more. I think that's where Does she she lives works? >> I think she's a a CPA.
>> No. No. I think I've seen her at least I thought, where's Darin? Oh, there he is. All right. Okay. Um, so, um, Darvin Williams, thank
you so much for being here and for applying. We are going to start with, um, Commissioner Jean, >> his introduction. >> Oh, I'm sorry, the opening statement. Yes, you you have up, you have up to
three minutes for an opening statement. Oh >> well. Um um first I'd like to say thank you uh thank you to the commission for this opportunity. Uh my name is Darvin Williams. I'm the former uh city manager
for the city of Opalaka and I'm also a former healthcare executive here in South Florida. >> Talk closer and mic please. >> I'm also a former healthcare executive here down in South Florida. I'm also recently an educator. I'm now the professor of business law for Florida
Memorial University. Uh I'm very excited uh for the opportunity to support the city uh and to um learn. I think the most important thing is to listen and to learn uh observe um what our challenges
are, listen to the commission, take the uh legislative directors and and to execute them. uh my time in here in South Florida. I've been a resident of South Florida for about uh 20 years. I arrived here in 2006. Uh moved here from
uh Washington DC um where I did a joint degree um masters in public health from the George Washington School of Medicine and a doctorate in law from the George Washington School of Law. Uh once I moved here, I also attended uh University of Miami. Go Canes.
>> Goes Canes. first thing we went >> which happens to be the number one ranked business school here in the state of Florida uh where I achieved my MBA. Um I bring a wealth of knowledge and
experience um to the position um having also served the United States military. I'm a former military intelligence officer of the 82nd Airborne Division where I served as a paratrooper with a specialist in linguistics. Uh, and I still speak a little Spanish and just a
tad bit of creole. So, I I I welcome the opportunity to discuss my uh background and my my skill set with each and every one of you and I again thank you for this opportunity. >> Thank you, Commissioner Jean.
>> Thank you so much for applying. So the first question I wanted to kind of remix what I asked the previous candidate. Um since you have government experience of worked as a city manager, what would you do differently based on your experience before and now moving into a new city
and new role? What are some of the lessons that you've learned that you would probably do differently currently? >> That's a great question and thank you for that uh question, Commissioner Jean. Um, I'd like to say and and uh full transparency and vulnerability,
keep the commission informed. Um, there's you think that there's a level of information that is sufficient, but it's best to dot all the eyes and cross all the tees. I started off in the city of Opalaka giving a weekly report and at some point uh the uh I was told by the
commission, you know, members of the commission, why are you doing that weekly report? You know, it takes up a lot of time. We take a lot of time reading it. It's a lot. And you know, you don't have to tell us your your every time you pick up a pen, you don't have to share that with us. But there are times uh moving forward and having
been there. Uh actually, I'm the second longest serving city manager in the city of Opalaka. So, having made that benchmark, I realize how important it is to make sure that every single member of the commission is informed of all things. So, I would go back to doing
that uh weekly report to say these are the things that we're looking at in each department for this week. These are the things that move. These are the things that didn't move. Here are the reasons why. Um you know, maybe not as lengthy as it was, but something so that every single week uh the directors are reporting to me and I'm reporting to you
uh how the city's moving. >> Thank you. So, I'm assuming that you've watched our commission meetings and have been following the trajectory of the things that we've been working on. What will your 90-day outlook, first 90-day look like in North Miami Beach?
>> Oh, thank you for that question. I think the most important thing is organizational structure. Uh so, you cannot uh having been uh served in the military, you cannot move a team forward unless you have a structure by which to execute. So, u you have a lot of interim
um um heads, department heads, which uh when you're interim, having served as a as an interim city manager before, there are just uh you're not going to take full ownership of certain things until you know that this is your role and this is how you would want to see this department or in the case the city move.
So, it's important to uh for the first 90 days to really look at uh the vacancies that are in the city and to really put forward the best forth efforts to get those positions filled, particularly the department head positions filled, whether that's going to be through staff that's going to be
in-house or if that's going to be or we're going to look broader. Uh having had uh a similar experience when I uh when I went to Opaaka, we uh out of our 12 department heads, nine of the department heads were vacant. Um and what you find is there's a different
reason for every department. Uh public works uh director, it was a question about the compensation. Finance director, it was a question about the reputation of the city and the fact that we were under uh state financial oversight. Um and there are some repercussions. Usually a finance
director may have a CPA and um are you willing to put your CPA on the license because there are certain auditory things that could get you dinged if you're the department head and you're the finance director and certain things are not dress right dress. So it was always uh um um a myriad of issues that
have to be addressed but with that first 90 days you want to create an organizational structure that can be responsive to the legislation that the commission passes and responsive to the needs of the residents. >> Thank you. Last question. Um, for me it would be what are some initiatives that
you can take pride in that you've implemented in your previous cities? >> Oh, so I'm very very excited to say that the city of Opaaka was the first uh to adopt the tenants of SB 102 out of the state of Florida and that was under my
administration. Um, we drafted a affordable housing initiative to look to bring more developers into the city and to provide uh um um a working standard by which we could move projects forward uh swiftly. Uh we worked directly
handinhand with the county to draft that initiative and in fact our our initiative became the blueprint that the county now uses. So I'm very very proud of that. >> Do you want to expand a little bit more on the initiatives? >> Oh absolutely. >> Or one that you may want to bring here. Oh absolutely. Um so that particular
initiative the way it works is so we were not flushed with cash uh in the city of Opalaka. So we had to find creative ways by which we could move projects forward. But when you analyze development a lot of time and money is lost in actually waiting for permits uh
waiting for reviews waiting for uh waiting for signouts from the commission. And so what we did, we streamlined that process and we said we got to the table with them and said, "Hey, this project will cost you how much if you go to the 24th mark, 24-month mark because they also have uh
uh site plan scheduling." So you you have the site plan scheduling there that says the fees attached to the timelines. How much money would you save if we were able to reduce your timeline to 18 months for a major project? that can be anywhere upwards of 1.3 to uh to $3
million. So now we have a partner at the table that's willing to work for us and all we have to do is better our processes and no money out of our pockets. So that's the way we were able to put on the table. We presented to the commission during that time period $174 million in projects fully funded. So I'm
very excited about that. >> Commissioner Sue, >> thank you and thank you for applying. Mr. Williams. Um, I'm going to ask the same question I asked the previous candidate. So, um, our recent budget identified a $5 million structural operating deficit that we are currently
covering by spending down reserves. Simultaneously, we have a surplus in our building fund, but state law restricts how those specific funds can be used. Since we cannot legally transfer building fund money to bail out the general fund, what is your specific
12month roadmap to close the 5.5 million operational gap before we hit the fiscal cliff in 2028? >> Yes. So, thank you for that question, Commissioner Sue. I think that's a very very important question. Um, my
background uh is law and finance. So obviously when I was looking at this position, the first thing I did was pull down all the budgets and review them and I did see uh the expenditures um that you are now highlighting uh and thought about where they are. You're also in
litigation for some of the matters about how we're booking those things. So if selected as city manager, I had to come up with a strategy of how to uh how to address that. And it's um uh it's uh fairly simple about how it's more about how you book it. So, GAAP uh government
accounting principles, GAAP has a standard for how much you need to keep in reserves. Now, it's not mandatory, but it's a recommendation. Um, so we want to follow those GAAP standards because if we need to go out for a bond, that's going to be looked at. Uh, if we need to uh pull down credit, that's going to be looked at. If we're going
for certain grants, it's going to look at your creditworthiness and your fiscal responsibility and fiscal accountability, that's going to be reserved, reviewed. So we want to adhere to the gap principle. We want to adhere to the gap principles and one way to do that is how you book it. So currently
now what I saw sometimes is there are things coming directly um there are revenues going into the general budget from certain resources that could be arguably considered restrictive. Um and while we may be in a situation where we
are reviewing that uh we want to make sure that we go the most fiscally sound way and the way that you do that is you if that's a recommended revenue stream or say what we have a best practices if best practices is putting a certain revenue stream uh in the restricted
account you put it in the restricted account but then you can provide documentations where you can loan it from one account to the other. So, that's a simple uh a simple executive uh executive documentation where you say uh let's say the water and sewer fund is
going to loan $100,000 to the general fund. You do that documentation. There's uh there's state requirements about how long that that loan can be. Uh if you can go interest free, but now we have the documentation to say that we're doing everything by the book and that
we're fiscally sound. >> Thank you. Next question. Um, NMBB Water, our crown jewel of North Miami Beach, is a regional utility acting as an enterprise business that serves far more customers outside than it does
inside the city. This creates a tension. Our residents want revenue transfers to keep their taxes low, while regional customers and regulators demand aggressive reinvestment in infrastructure. How do you plan to balance the CIP uh to prevent
infrastructure failure while defending the utility against political pressure to strip its budget for the general fund needs? >> Well, that's a difficult question because part of the answer lies with my bosses. So, uh at the end of the day is the will
of the commission. Um and as city manager at at best in that in a scenario where there we can make recommendations. I do agree that this is the jewel. The utility department is the jewel and it has a such a potential for growth and I think that's how it gets politicized
sometimes because uh something like that uh uh everybody wants what North Miami Beach has uh and that is actually the capacity to not only serve the residents here but is serving and can serve uh additional cities. And that's would be
my recommendation. A revenue increase would to go out there and get more customers. uh go out and get more water customers, go out and um Miami Day County has a significant re revenue stream in their annual budget where they just actually sell water to other cities. Uh why can't North Miami Beach
do that? We have the same capabilities. We have the same capacities. Also, I uh met with one of the former city managers uh of the city of North Miami Beach to discuss um when the utility was brought forward, what was the vision? And the vision was also a training center. So
this was truly going to be not only a service for uh the residents but also a service nationwide. Um and that could be something that the commission could consider too. And more importantly, it could be a a region regional facility. Uh now that's a more polit politicized
discussion, but that could also empower the commission, empower North Miami Beach with its utility business. >> Okay. So how how would you when we're talking about balancing the CIP structures, what are you thinking? Well, capital improvement projects.
>> Well, capital improvement projects, balancing it with >> not with the tax money. >> Oh, okay. >> Capital improvement projects, balancing it with the tax revenue. That is a process of putting forward a budget that accomplishes as much of the important
projects as you can. So, first that would be individual discussions with the commissions to say what are the priorities for capital improvement projects and then getting a total number of that. Uh, in Opalaka that number was like a hundred million. So obviously we didn't have a hundred million. So we had to determine what are we going to
propose to the commission that is going to take care of their priorities. Is there a senior center that the city is in demanding is need and that's have been promised for some time or is there is there um is there some infrastructure needs and in my former city we had some
raw sewage leaks in certain part of the cities that obviously had to be addressed. So taking taking those responsibilities and priorities and putting together a budget that the that you discuss with the commission that's how you balance it. Now the other way you can do it too is also increasing
revenue. Well how do you increase revenue um you know basically there's two things that way you balance a budget. You either you either uh decrease your expenditures or you increase your your revenue. I prefer both wherever possible. Um but also looking at incre I think increased
revenue is really an area that most city managers don't look at because we think you know only thing we can do is tax where there are always creative ways that you can uh look at increasing revenue for for a city and I think North Miami I won't share all of my ideas but
I think uh North Miami Beach has a lot of opportunity where we can actually look at increasing revenue. Um I think uh for development P3s is one of those. I will share that with you. um in the city of Opaaka, we were able to generate a significant amount of revenue from
proposing uh P3s where we continue to maintain our land and our property rather than sell it. Um a developer, we partner with them and then u we take a we take a portion of the revenue stream forever. >> All right. Thank you, Commissioner Chernov.
>> Good evening. >> Good evening. >> All right. I'll ask you one of the same question. The state legislators are trying to take away our property tax. Give me specific ways you would help get revenue to replace that tax money that we would rely on.
>> Well, I I want to be u clear and frank. Well, thank you for the question, Commissioner, but I want to be clear and frank. If that happens, uh there's um it would be like trying to plug up a hole in a ship with a thumb. So I don't want
to overpromise. If that happens, there is not there is not a budget that I will be able to propose to you uh that will be able to cover the loss. Uh we would have to well you are the face of the city. So it's you would have to engage the residents and we'd have to empower
you to engage the residents to prepare for the inevitable cutback on services that would be the outcome of that. Uh there are we would absolutely do as this as the city everything we can to continue to provide the services that you say are necessary and vital and
important. Um but some of those services that are um more community-based uh we would have to look at where we're going to cut um and of course always how are we going to generate additional revenue.
Uh that's always a proposal. one is the u the P3 proposals that we said because absolutely development will continue and that can continue to be a revenue stream for the city. But uh my short answer is my short answer is to not overpromise
that the city would be able to put forward or at least the city administration under my lead would be able to put forward a budget that could cover that loss. >> Thank you. What is the most difficult decision you've made as a city manager and what did you learn by it from it?
um was hiring a chief of police. Again, my uh my background is law and finance, which is a long way from hiring a chief of police. So, um it was a high learning curve for me even just to understand the
language um which was a constant need in the city of Opalanca. And so, what I learned is to identify resources and lie and rely on them. Uh there are three chiefs of police um that I reached out to. Um I I knew one from being at events
with them and the other two I didn't know at all. Uh I consider them friends to this day because they guided me through that process. Um and they were the panel. I didn't pretend to have a skill set that uh uh I knew I had to be the one to make the final decision, but I didn't pretend to have a skill set
that I didn't have. So, I had uh Chief Susa, I had uh Chief Susa from Kiscane, I had Chief Alvarado from Fort Lauderdale. Um and and another chief from from Miami Day County. Uh and they did the I sat in and they conducted the
interviews and at the end we had a meeting where they provided recommendations and pros and cons uh for each chief of police and from there um I was able to make a decision but it was a tough process. >> Right. What processes would you use to evaluate department heads and their
immediate staff in order to identify ineffective performance and positions filled through nepotism rather than demonstrated knowledge, education, and experience? Yes, I think the um I think every city manager coming in has to do
an evaluation uh evaluation of his team um because at the end of the day um part of the job is getting the right person on the bus and then get him in the right seat on that bus. So part of that evaluation process is in the first 90 days is meeting with each department
head asking for organizational structure uh um reviewing their budget for them to say you know why was this a recommendation for the city manager why is this in the budget reviewing their percentage of expenditures. If you ask for if you ask for $100,000 for a line
item and we're in six months in and you've only spent uh $25,000, then I need to understand why you asked for so much money uh or is this a late expenditure? And then challenging them on the decisions that they're making and then and then so doing I think we can
have an understanding of is this is this person best suited for this position? Is this person um um would be better served in someplace else in the city? So that would be the process which I would undertake a 90-day evaluation process meeting with the department heads oneonone uh and reviewing their budgets
and expenditures. >> Okay. My final question, you would have seven bosses. How are you going to deal with all seven of us? >> Yes, individually. Absolutely. Um from the experience that I've had to date of meeting with each one of you, there is
an individual uh a vision for the city. Uh and then it's but that still even though there's seven different visions is still incumbent on the city manager to make that vision come to pass. So um how I was able to survive uh some say in
Opaaka for as long as I did is to create uh have a notebook for each individual member of the commission where we meet uh at your I prefer to meet at least in the beginning once a week or and then once we have a flow going um perhaps we can reduce that to you know twice a
month or once a month but it is uh it is a book that has all of your agenda items in it that has your vision for the city, the things you want to see worked on, the things you want to see delivered, and I report to you uh on a timely and consistent basis where we are. Uh have
we hitten any roadblocks? Do we have to have some additional resources? Do we need to revamp this particular agenda or is mission accomplished? Um and that's the process that I would undertake. >> Thank you. >> All right. Thank you, Commissioner Smith. >> Thank you so much. Uh welcome, Mr.
Williams. >> Thank you. Um, first question is, how would your professor's new job relate to being a commissioner? What's your hours? What's your responsibility? >> Thank you. Um, it's a uh it's a two-hour
uh it's a nighttime gig for two hours a week and for three months. >> For three months. >> Yes. Um, so one of the questions, you said you've watched some of the commission meetings, so you know where
we're at financially. You know where we're at as far as communication and community with our residents. >> What would you do right off the bat to make a difference in North Miami Beach so that the public and we as a board, as
a commission can see the difference? Um, I want to make sure I understand the question. See the difference in how the commission is run. >> See the difference in that the city's going now in a good direction, a right
direction. Not just the commission, but potholes are going to be fixed, that's broken sidewalks, that the residents are going to be heard. >> Oh, wonderful. Uh, thank you for that question. Uh, first thing I would implement was a open door policy. Uh what that means that the residents has
access access to the city manager's office. Maybe not necessarily me per se, but has access to the city manager's office to say, "Hey, uh there's a pothole in my there's a pothole here and it has not been addressed. I've been bringing it up through different avenues." And then we're now want to bring it up directly to the city
manager. Can you get this item moved forward? We will log all of those uh whether it's in our office or sometimes they will uh residents will stop members of the city manager's office at commission meetings. We will follow up with them. We will send a report to the
to the uh commissions uh to the comm individual commissions to say hey this resident brought this up on this date and we got it and we got it addressed. Um, you know, when a manager comes in from out, even within, they bring their own people,
>> which is understandable. They want to have somebody they trust and they want to have somebody that they know does the work. But that kind of changeover would be a shock. >> So, have you thought about that? Have you thought about if this position is
offered to you, you're going to have a certain people that work well with you that you're ready to bring in? >> Well, uh yes, the answer to your answer to your question is yes. And it's not my intention to do a total turnover uh of
the current administration. Um take the water and utility department. um those are very very sensitive positions that sometimes takes years to get the familiarity necessary to move things in those departments. So you would have to have a well old machine already in place
to bring somebody outside in that could be even remotely effective to that and I think uh I think uh past behavior is a good predictor of future behavior right and that was not the approach that I took in the city of Opaaka. Uh I believe that the best talent uh that you can
find to run a department is often right under your nose. So it's identifying that that talent and nurturing that talent and promoting from wherein wherever possible. >> Okay, there's just a couple more questions. Um one of the things that uh I think is
important for you to note is that we have an election in a year. So, we have to get a lot accomplished this year to show whoever is up here, three seats could be up and whoever comes up here that they don't want to make a change
that the city is moving in the right direction. So, the first year is going to be a very difficult year. A lot of work, a lot of away time from home. So what is your feeling about the change
happening quickly and as soon as you come in rather than feeling the feeling it out and prolonging which is a lot of what North Miami Beach does there we're still looking at into which consultant to use seven months later.
So that that's my question is if the time is limited, how are you going to prove that you're going to make the best of that time to show the public? >> Absolutely. By organ the first step, as I shared, was through organizational structure. You got to put together a
team and a machine that can operate. And I'm willing to do the work. Um um staying late at night, coming in early, coming in on the weekends. I was a familiar face in city hall during those times and I continue and because it was necessary and I've become apprised of
some of the challenges that the city faces now and I'm ready and prepared to put long hours in when necessary and when needed >> and I I think one of the things I have two questions one of them was in reference to the physical the phys the budget
>> and the stress of the budget but I think having been a manager and knowing a little bit about that you'll jump in and see where the problems are. Um, the other one is to make sure that the person that's the commissioner, a
guide, the manager that guides all of us up here and gives us some advice and some suggestions is a very independent and non-political. And I thought that was a good question and that they're professional. I don't think anybody up there really knows how
they're going to be till they get there. I've said that before, but do we have your reassurance that when you come into office in North Miami Beach as a manager, you will make sure that the seven of us are seven people that are treated
independently and yet as one commission. >> You have my assurance that I will serve each and every member of this com of this commission 100%. >> Okay, Mr. Williams, I'm going to ask you about the elephant in the room. One one more question. the elephant in the room.
Help me understand you living in Miami Gardens and being the manager for North Miami Beach. I would like the public to hear it. I'd like to hear it from you. >> So, please address that. >> Yeah. Which water do you drink? >> I'm sorry.
>> Yes. Uh I am a water customer of the city of North Miami Beach living in Miami Gardens. So, yes, I am. So, we would like to know, not only are you a customer of ours, but you happen to be married to one of the
commissioners. >> So, I would like to know how you're going to address to the public those those two issues >> who has her business in North Miami Beach. >> Yes, absolutely. So, I'm I'm >> And by the way, we both love the same woman. I love your wife. >> Thank you so much. She loves you as
well. Um um I know that this has been a a discussion and and I'm and I have boned up on the issue because because it's me. It's not something that I ever thought of. Um let me start I'll start it's a great question. I'll start from
the personal a personal answer. Um our ties um my wife and I our ties in um North Miami Beach are very long and and long-standing. Uh my wife owns a medical practice that has been here in the city of North Miami Beach for over 20 years.
And in fact, her first office was across the street here from City Hall, which is why I'm so familiar with so many of your residents um and employees because they were patients and are are patients of hers. I we just had uh one of her patients just had her 80th birthday uh
and she lives in Eastern Shores and as we've been doing for the last five years, we took her out uh uh we took her out for her birthday and that was not just because um and she did wasn't even aware that I am actually a contender for the city manager position. That's
something that we've done for the last five years long be before this position became vacant. Uh my wife has done health fairs as you all are aware some of many of you are aware here in the city where she provides health free healthc care services uh in partnership with the city um she's also provided uh
worked with a member of the commission here to do u breast cancer awareness and breast cancer screenings uh having been a survivor herself. So um yes our home is in Miami Gardens but our heart is still very much so uh in the city of North Miami Beach. uh having been a
healthcare consultant, we've had I've had several medical practices that I've helped uh run and count as clients of mine here in the city. Uh and also doing uh u expert on mergers and acquisitions. There are several businesses that uh I have advised here in the city of North
Miami Beach. Uh several large businesses by the way. Um, so that's the personal level here that we care um about the city of North Miami Beach and have cared and we have a long history of of demonstrating that. Um, next for me as
I, you know, as from a more uh, uh, logical standpoint, um, or as I told you, my expertise are in math and law. And, uh, and so when I look at the math, um, you all may not be aware, but, uh, she's been a council
woman for city of Miami Gardens for one year, and I believe the compensation is $40,000. And so from uh a logical math standpoint, I I I I would be hardpressed if I am your city manager and being
compensated uh over $200,000 a year. While that would be uh compromised uh for a temporary position that she is serving uh for $40,000 a year, um that would not be in the best interest of my household uh should I be in that
position. And from an integrity standpoint, um, wherever I work, uh, wherever I serve, I is it's like in the in the army when I served in the army, uh, whatever the division that you put in, you you serve that division, you
serve that general to the best of your abilities. Doesn't matter if you're if your previous general that you came in under doesn't get along with that general. This is who you serve now. And that is how you are going to execute the mission. Um, so I would never allow uh a
general from another city to give me directives or orders uh that were against the general that I serve. >> All right. Thank you um Commissioner Flormont. >> Uh thank you, Madam Chair, and thank you so much uh Mr. Williams for uh applying
and um being uh one of our finalist. Um the question that I have uh similar to questions that I've asked um before about the uh process of uh putting our agenda together and making sure that our meetings are streamlined um in your
experience and um and in your thoughts about how you would implement a better process, what would you do to work with the clerk and also the city attorney to um to to manage to have more efficient and effective meetings? >> Um thank you for that question, Commissioner. It's a great question. Uh
first I want to absolutely um give the charter members their difference. Um the city attorney serves a very very important role with reviewing the legal sufficiency and that is his role solely and not for the city manager to step in and certainly uh the city clerk uh takes
lead on putting together the agendas. I have reviewed your agendas and where I feel the city manager's office could tighten up and better serve the commission is with information. uh there should be uh for example um
yeah um for example I have uh observed um I've observed a few commission meetings where uh one of you will ask well how much is this what's going to be the fiscal impact of this particular agenda item that is information that should be on the first page of every
agenda that you receive um so that that question is answered uh also there should be a one pager that says uh pertinent information. Um who is going to be uh who's the who's the vendor? What's the fiscal what's the fiscal impact? What's a what's the projected
timeline? Given that information at least on a one pager to the commission will allow you to make better informed decisions and execute more promptly and swiftly and hopefully have even a faster commission meeting because that information will already be in your hands. >> Thank you.
>> All right. Thank you. Um, so I have been serving here for a little over seven and a half years. If you were chosen, you would be um the fifth city manager that I would serve with and um
not including the three interim city managers. So, what made you decide to be in a job that has statistically no job security? And what makes you different? Why are you going to be here in five
years? >> Thank you, Vice Mayor, for that very tough question. So, um I'd say again that uh I'm looking to perfect um a process um I took I took
pride in being the longest serving city manager in the city of Opalaka um in in in a decade. Um, I was only beat out by Kelvin Baker by six months and if I had lasted six more months, I could have beaten his record. Uh, but
things are as they are. And I think that um I can unite um by being uh indifferent to each member of the commission and serving you wholeheartedly and fully and getting to
know um there were certain getting to know your commission. Like for example, um one of the things that um that served me well was identifying um key targets and initiatives of the people that I
that I worked for. So if a vendor came to the city and uh he was wanting to talk about ecosystems, I knew right away that that would be something that Commissioner Williams, Commissioner Veronica Williams would want to look at and be participating in if it was
something that was serving the children in the parks. I knew that uh Vice Mayor Irvin that that that would be something she would be passionate about. So it would be connecting uh the opportunities to the members of the commission that can best push it forward or are passionate about it because what I find
is when um your jobs are not easy. Your jobs are not easy. Um many of you have full-time positions and full-times jobs that you have and then you come here to serve the public. So part of the role of a city manager is to facilitate the business that you have to do for the
city. And one way to do that is to anticipate what your needs are, anticipate what your goals are. And absolutely my expectation is that you will articulate them to me. But as you have beun working with me, I need to be able to understand. Okay, this is
something that uh Commissioner Smith would like to push forward. Let me discuss this with her. This opportunity that Commissioner Sue has already discussed in commission meetings. Let me present this to her. and in working together fulfilling that vision. I think
that it's a very delicate balance. I do not have all the answers but I think I have a a vision and a process by which uh we could work together and I could serve uh all seven of you uh to your satisfaction. >> All right. Thank you. Um so we're going
to see if anybody has uh more questions. Commissioner Sue Okay. So my last question is uh I think this is I I think you pretty much have addressed this already which is about the the
narrowly voted on items right like in in our city it's very rarely that we take initiatives like 70 you know it's always like a 43 or you know like that that is often common. Uh the question is if if there's a directive that comes with a
narrow vote, right? How do you ensure the policy is executed enthusiastically by staff without alienating three other commissioners? And how would you handle that? >> Again, thank you for that tough question, Commissioner Sue. Um >> it's it's pretty much the same.
I I think that well again law and finance those are my areas of expertise and and the fact of the matter is that once the majority of this commission votes on an item and it passes that's the law. It is now not an option for my op is not an option for my office to
execute that law. It's not our opinion that will say how the speed by which we we push it forward. It's not our job to get it done and I am going to be evaluated on how well I get done the things that you pass and it's my goal to ensure that once something passes that
it gets done. Uh because that is what a fair evaluation of myself as a city manager I hope to be. >> Great answer. Thank you. >> Um that's it. Commissioner Turnoff.
>> Okay. Commissioner Smith, >> you know, North Miami Beach, the most important thing I think going forward now is economic development. >> Um, we don't know about the tax dollar, but we know the costs to run the city
are going skyhigh, and we know that there's a lot that needs to be done from everything from speed bumps in some of these streets to just repairing the streets, cutting the How are you going to
not just streamline the process, but bring people in to North Miami Beach to want them to make this their next place of business? >> Uh, thank you for that question. That's a a great question, Commissioner Smith.
We have to sell the city. We have to sell uh like multiculturism. That is something that draws people to cities, and we have it here. Uh we have a diverse community. Uh we have a strong Jewish community, a strong Haitian community, a strong Spanish community. That is something that draws businesses
in. And we don't sell it enough. I don't see it sold enough. Uh I think that um perhaps we should look at a marketing company that will work with the city manager's office and work with the commission to see what are the selling points of the city. What is going to be the thing that we're going to say come
to the city of North Miami Beach if you have a business and here's the reason why. My office as you said will provide those streamlined processes and those little those uh financial incentives that say uh to a business or a developer you want to be here but we also have to have a vision and vision is set out by
the commission. So I would love to engage uh the commission on that discussion what is going to be the selling points or the selling point for the city of North Miami Beach and then executing on that vision. Um,
all right. Commissioner Flormont has stepped out. If you can hear me and you have another question, please come in. Otherwise, um, Commissioner Jean. >> Before I get the I I my it's not really
a a question per se. I think for outside candidates, you know, you are going to present your best your best to us. and I've spoken to your previous bosses. There's always speculations, rumors, all kind of things. But for me, um, and you
know, we we've all had discussions on how transparency is important as well. So for me, my my statement would be we're really looking for someone that has good boundaries and good protocol. Those are the two things I think that will unify this board. And that would be one of the things I would want to hear
in your closing statements. How are you going to unify? and also have those protocols in place that allow each member of this commission to be respected and seen. >> Understood. >> All right. So, you know, I just want to say a few years ago um during the
commissioner status for women, we were um talking about for the heart health walk who was going to be our speakers and someone had mentioned um Michelle, Dr. Powell, and they're they're all like, "Oh, yeah, it'd be great. It'd be great." They, you know, they're all saying how wonderful, how wonderful. And
like two minutes later, I'm like, "Yeah, she said yes." And they're like, "You have her number?" She said yes. And you know, they the employees go to many of the employees. And and I'm talking about the employees that were were really happy that she was one of our speakers. So, we thank you for for um we thank
Michelle for I'm not sure she was she's going to be able to do it this year, but we we thank Michelle for always being part of the heart health walk. and and that's how I actually met her through a breast cancer awareness that we did also um in the commissioner status of women in the library. So anyways, thank you so
much for applying. We wish you good luck. >> Thank you. >> And um can you want to do a closing statement? >> Yes. >> Just like a minute. >> You have a question or >> um sorry.
No, >> I I heard about the closing statements and be included in them. I think that, >> you know, I definitely like to hear about how you plan on the entirety of North Beach, especially on our
>> what your plans are for the first days. >> Thank you. >> So, if you want to incorporate that into your closing statement. So um thank you for this opportunity. Um it's not uh it's not remiss on me how
important this role is and and at the timing of it. Uh you have an election as stated in 2026 uh later this year. Um we have um challenges in the water department, challenges in litigation, uh challenges
in the budget. Um but at the same time there's a gym here that I also think is the reason why um North Miami Beach gets some of the spotlight it does. They see the opportunity um they see the opportunity for development. Uh they see
the opportunity for u small businesses. They see the opportunity in multiculturalism that other cities here in Miami Dank County quite frankly don't have. And so if chosen as your city manager, I'd like to work with you on developing your vision for those things,
not just the challenges, but the opportunities um to make it better for all of the residents. Uh every single one of them because that's what they want. Um there are, you know, over 40,000 residents in the city. Um, but we only engage uh
through this process probably maybe a hundred a thousand at max per year because there's other 39,000 to, you know, 44,000 that are working every day and just rely on you once they voted for you uh to take care of their needs. And
so my goal is to facilitate facilitate that process um one by policies and procedures by transparency. Uh one thing I already mentioned is weekly reports. Uh it will be my goal no matter how difficult it is and how high that bar is to make sure that each one of you are
informed on a weekly basis on any major issues that are going on this city in writing. Um and and that would be by having that come to me from my department heads. So that would mean a strong communication uh from the department heads of what's going on on a
timely basis. uh whether it be on the weekend um or if it's a water mane burst and it's a weekend I want to be notified immediately if there's a police incident as unfortunately we've seen a small uptick in that I I need to be notified im immediately so I can timely inform
you on the things that you need to be um made aware of and I think working with department heads so that we have those communications line uh streamlined and and there's an understanding that you have to get this information to me so I can get it to my bosses so that they
because they're the ones you are the ones that are going to have a microphone in front of your face while you're while you're walking about your day saying, "Hey, such and such happened in your city. Do you know about it?" And so it's my job to make sure that you know about it even if the response is no comment.
Right? So, um, and I think, um, I've heard a lot through the last commission meetings and through this process about transparency, and I do think that is achieved through policies and procedures. And so, it's going to be reviewing those policies and procedures. I have some thoughts about, you know,
the process as I've gone through it as one of your candidates. And so, I question, you know, how is it for other candidates or for other positions going through this process? Are there's policies in place? Are there procedures in place? are they being informed? Um, are they being timely notified? So,
yeah, I think that's incumbent upon the city manager to review all of those policies and procedures and make sure that that they're in place, that it's a transparent process, and that there is communication directly to the commission. >> All right. Well, thank you so much. >> Thank you. Thank you. >> All right.
>> Thank you. >> Um, we can call in the next person, please. Thank you. while they're bringing Yeah, we're going to take just a few minutes while they bring in the next person and we can go to the bathroom and
All right, we're going to start again. >> All right. Hello. Is my mic on? Yes. Okay. We're starting. >> All right. So we are here now with
>> we are back and um we are here with Rasha and we're going to ask that you um do a about two minute how many minutes? Two minute three minute introduction up to three minute introduction of yourself please.
>> Okay thank you very much. Good evening everyone. Good evening. Uh my name is Rasha Camo. I am one of your um applicants for the city manager position. Um I have worked in government and public um affairs for over 20 years.
I've been a public servant in the nonprofit in the government world for like I said 20 years. Um I started my career in public service in nonprofits. I worked at um human services coalition
um where Mayor Cava um she had created this nonprofit organization which is now community um catalyst but at the time I was her only part-time employee and I wanted to get paid so I created the systems I helped her grow the organization to what it is now and that helped me realize what my skill sets
were um so my my specialties are always in systems um operations and efficiencies um I have an undergraduate degree in public administration and I have a master's in business. Um, my heart has and passion has always been in
either nonprofit or government, but I also want to run it like a business to make sure that it's running efficiently and that we're getting, you know, we're helping people. Um, from that, I also worked at the city of Miami. I was a Little Haiti um, administrator and I was
also the founding director for the Little Little Haiti Cultural Center when it was created. Um, and then I was here in North Miami Beach for a couple years. Um, I worked in the manager's office. I um, and I also helped with the CRA. And
when I was here during that time, Commissioner Smith was there. Um, we we did successfully do um, one so far that I know of, a TIFF negotiations, which is a Lazul project. And then from there I went to work for the city of North Miami
um arrange reorganizing their CRA and then Miami date county where I was the assistant director for their annexation and incorporation and their CRAAS. And lastly in terms of government, I was the city manager at the city of North Miami.
So I've seen and I've experienced a lot of different aspects of government and a nonprofit and that's why I'm here in front of you today. >> All right. Thank you very much. We're going to start with Commissioner Chernoff.
>> Good evening. What is the most difficult decision you've made as city manager and what did you learn from it? >> Um, well, in my past experience, my past uh stint in the city of North Miami, most
difficult is when you have to terminate staff. Um when I started working there and uh the city had a lot of issues. Um I realized that the issues that for them to be fixed, I had to replace some staff
people, some key staff people that were responsible for some of the obstacles or the challenges that we faced. And it's never easy to terminate somebody. And I and I say that all the time because everybody has a family, everybody has obligations. It's it's not something that you do lightly, but it's something
that you have to do. Um, and to me that takes a toll on you and on me. And um, I do not regret doing that because it then helped us fix the issues that the city was going through and it has improved from that point. But that was extremely
difficult. Thank you. What processes would you use to evaluate department heads and their immediate staff in order to identify ineffective performance and positions filled through nepotism rather than
demonstrated knowledge, education and experience? >> Okay, that's a very loaded question. >> Yeah. So again, my experience even, you know, if I were to be lucky to get the position, you know, part of my first 90 days is to assess the staff and the
departments and even meeting with the each commissioner, but meeting the department directors first. I meet with them individually to understand their issues, their challenges, what they're working on and so on. And usually I get them to provide me with their, you know, the org chart, their policies, what is
going on, and who the staff people are. And from that point on, I do I observe because part of it is yes, you know, somebody's going to tell you what you want to hear, but I also have to observe to see how they work and how the staff is working. And the other part about it
was I had an open door policy. Um, when I was at the city of North Miami, I was in my office at 7 a.m. So, I had an open door policy. So, staff came to my office without an appointment because I was there and they knew they can say anything to me. So it didn't matter
which role you had, which position you had, but you can come and talk to me and tell me. And I have experience in HR, so I know to keep certain things confidential. But it helped me to understand some of the challenges that they were having because I can't just rely on what the department director is
telling me. It's not just a top down. It has to be, you know, all around. It has to be like a 360. So that helped. The other part about it is um you know there is some there is some um advantages of having the experience the um educational background but I have to look at how
they're getting the job done. You know you can have a books smart person but they just can't get the job done and you can have vice versa. So I have to determine based on you know their past evaluations, their past work performances, what the issues are and also looking at the challenges that you
guys are facing when you when you re you know when you go through your council meetings like how these items are being presented how they are being done. If a capital project is not moving, why not? And if that's because this person may not have that skill set, is it a
training issue that they need to be trained to learn how to improve or is it something that I need to fix and they need to be replaced? >> The state legislators is looking to remove our property tax. We're not sure where it's going. If it happens, what
would you do? How would you get revenue? >> Well, I mean, again, another I love these loaded questions. A little closer. Is it better? Okay. Um, yes. I love these loaded questions. Um, is everybody with loaded questions, too?
>> So, I mean, again, um, you know, one of the challenges is, especially for a city like North Miami Beach, you don't have tourism tax. You're not you're not, you know, able to find funding that easily. But I have to I can't tell you right off the bat what it is because I have to
look at what your finances are and what your revenues are and where you're getting them. I do know um I was looking at your um audited financial statements and >> over 80 something% from property tax. >> I know. >> Yeah. >> But you do you do get a lot of fees,
right? And I saw in and again not reading the whole thing and because I'm not involved in the day-to-day, I can't presume to know every single thing. Um, but I do know that um I saw you had a finding on your building permit fees, right? That's an overage that you need
to resolve. So, some of the money you have to give back, some of the money you have to figure out how to fix. There are ways to um generate revenues. Some of it we don't want to raise taxes and we don't want to definitely raise fees, but some of it is reallocating some of the revenues that you're receiving. I can
give you a perfect example again, city of North Miami, um the building department was charging fees for um reoccupancies and so on and so forth. They were using the building code, so it had to go into the building fund. When I removed that function and put it under
the code office and they used the state code, that fund went to the general fund. So, it increased their revenue because of that. So, but I can't tell you right off the bat how you're going to find 80% of your revenue. I'd have to look at it. Um, also your grants. I
looked at um, in your audited financial statements, you need to look at prioritizing fundraising and and you know, federal, state grants to cover a lot of these things >> and some of it, I apologize, may be you have to cut some things.
>> Thank you. >> All right, Commissioner Smith. >> So, this year is our centennial year. And that requires more money spent to advertise our city
and to let the public know that we are proud to be 100 years old. But it also reminds us we have to go 100 years forward. So to me, the management team, whoever is there at the helm, in charge of 400
and something employees and in charge of helping the commission to make the best decisions, they have to be prepared to, like you just said, bring in revenue and make sure the revenue is spent in the right direction.
>> What's your goal coming in right off the bat? because we have an election year. Whoever's there might only be there for a year, but I want to show the public that we're moving in a good direction with this new manager. What What are some of your goals and thoughts to off
the bat? >> Okay. Thank you. Um that was not so loaded. Thank you. >> So, I mean in in any position, the first thing you do, you need to, you know, um review everything, right? Again, meeting with the commission. I mean, there's seven of you. That's seven different
opinions. I need to understand each one of you, how you are and and what what makes you tick and what does what does make the community tick. Um then again understanding the departments and what their issues are so I can come and and provide you with a recommendation on how
we're going to be moving forward. Secondly, your finances. Um again I mentioned your audited financial statements. You have five deficiencies that need to be addressed, but you also have other issues that you need to look at to set up moving. so that you can prepare for the future and also for
potential deficits. Um thirdly, I would look at any quick short-term projects that can be done. Um some of the things that I've heard before is um some of your capital projects have been in standstill for whatever reason. It could
be, you know, management or money or the vendor or procurement, but I don't know what it is. But I would definitely make sure that whatever short-term projects that can come out right away would be prioritized and and moving forward. Then
I would work on a 12 to 18month plan for you um to review and see how we can move forward in the future. I don't look at everything on the day-to-day. Yes, we're working on this year's budget, but we need to be looking at the next five years. you need to prepare for the next
five years because it's not just we had COVID five years ago, right? So, it's not just this um property tax that could be an issue. There could be others. So, preparing for it and making sure we have safeguards set in place um to make sure that we can move. I always operate with
the process um the policy of in case I dial in the lotto. I tell people that every day and they laugh at me. And the point is I want to make sure that I set it up so that it can run properly whether I'm here or not. And you don't have a gap in service. You don't have a
gap in leadership because somebody's not here. The systems are set in place. The departments are running as they should until you bring in the next manager. >> And how long does that process usually take you to jump your feet in and make sure it's rolling? >> Well, it it depends, but it's usually
about 90 days. >> 90 days. The first 90 days. And to me, I've said it to the other two and I want to give you that thought as well. To me, the most important thing is economic development. >> And I mean responsible economic
development. North Miami Beach is set dormant. Aventur built up around us. North Miami built up around us. Miami Gardens built up around us on the Isles. And we really sat dormant. We need responsible. But the cost of running the city has certainly gone skyrocketing and
will continue. So what can you do in your capacity as manager to bring in economic development to our city? >> Well, I mean you just voted to create a new economic development department and I know you do have a relationship and a partnership with the Beacon Council. So understanding what strategic plans that
they're going to be doing and what funding there is so much federal dollars available for opportunities, let's say workforce training. Um there so much that you can do. One of the things that I that that I noticed and and full disclosure, I'm working on Commissioner
Bastian's economic development master plan for district 2, primarily the unincorporated side. So, not really um the municipal um partners, but one of the things that we talked about is training the employees and training the residents in the community. You have a
new generation. My son is one of them. He's 16. I'm afraid, right? they're not properly trained to take on any workforce that's out there. Um, you know, we were focusing so much on STEM, but not on trade, not on all these other opportunities and and and
these professions that we let it go by the wayside. So, there are opportunities there, but before I don't like to come in and bring things. I like to find out what's there and if this is what your priority is, then I'm going to tweak it and make it work.
So speaking about coming in and how you do things, usually when a new manager comes in from outside, they have their own people, which makes sense because they trust them and they know how they work. But unfortunately, sometimes that doesn't work. Like we have an amazing
police department. Finally, everybody's happy. The police are happy, the residents are happy, the staff is happy. But have you thought about that? Have you thought about some ideas if you do become the manager who you'd bring in? >> No. Um I don't. I usually come in and I
assess because it probably you probably have great um team members here already. I just need to know who they are. Um and help them with their skill set. Some of them could be it's because of the you know how the manager was before. It all depends. Um but if I see there's
something lacking then I will have to you know bring it up. Like I said before, I the diff most difficult thing I had to do in North Miami is I I had to let go of some key directors because I realized that they were not the ones to be responsible for the task that that needed to be done. But I don't have a
team. I don't bring a team. I work with what I have now and then from there I I'll figure out what else is necessary. >> And all right, Commissioner, >> I have the last question in reference to you working with seven people. So, how are you going to make sure that every
voice is heard and everybody feels as if they definitely have a say in how the government is run for North Beach. >> So, I mean, again, uh I know I mean seven different opinions. It's it's wonderful. Um so, um you know, one is open communication, right? Regular
briefings. I I I insist on it. Um, I've been known to go to people's houses just to do the briefing to make sure that, you know, we've discussed everything that needs to be discussed and I have your concerns. Apart from the briefings, the feedback, um, I need to hear from
you if I'm doing it right. Yes, I don't need praise, but I need to know if I'm not doing it right. I need to know more importantly because I need that feedback because I may not realize that what I'm doing is incorrect and it's not it's not the priority of the commission. So, it's extremely important for us to have a
two-way communication. Um, again, working with your staff, um, and because for me, the one thing that I noticed also is, you know, normally if you're not doing briefings, at least your staff is aware of the key issues and they're communicating it with with you in a
timely manner. The one thing I hate is when an elected official is out in public and they're they're being blindsided by a resident or a vendor on something that happened and they're not aware of it. And that's the worst that you you know that you know for you as an elected official and and for me as a as
as a city manager. So I always want to make sure like there are issues that are going to come up anything if if not you you're not available then your staff is aware and your staff is going to communicate that with you so that you're aware and you're prepared for whatever Thank you.
>> All right. Um, Commissioner Florund, >> thank you. Um, Madame Chair, and, uh, thank you for applying and making yourself available for this process. Um, we talked a little bit earlier about our strategic plan and how the strategic
plan pretty much leads us in in every direction, in every department. uh how have you been effective in making sure that uh municipalities that you've worked with or organizations that you worked with have really stuck to their strategic plan and made sure that they accomplished the goals that they set
out. So, um, with with the with AI pretty much, right, using a CRM system, um, for the city of North Miami, I used monday.com. It's a it's a system that they use in the private sector, but it is it is a godsend. Um, it helps for you
to understand the complexities of how to get the projects done, the deadlines. Um I I gave an example this morning of uh again the minutiaas of the departments and you know you have the strategic plan you have the goals what do you need to get done it keeps everybody in check but
even the minutiae of you know returning a phone call right I was at a function one time with uh mayor DME and this lady just came at him and I was there and he's like well this is the city manager you know you know talk to her because I know I gave her the information so she's like well yeah the procurement department didn't contact me blah blah
blah blah blah and I asked her her name and her information. I pulled up Monday from my phone and I researched it and I'm like, "Well, we contacted you. I have proof that these, you know, this has happened." And she goes, "Oh, you have the wrong number. I gave you the wrong number." So, and she apologized. Let me tell you, Mayor Des uses
monday.com now. Right. And it helps for larger scale projects because it provides you with a dashboard that you can see like if if you want to know where you are on Washington Park or the Highland Village project, you don't really have to call me or ask me because it's there on the dashboard. You can see
it and the departments can see where they fit in. It helps also because what I hate the most is when employees are pointing the finger at another department. It's not me, it's this, it's stuck in procurement, it's stuck in this, it's stuck in that. It removes that because they're working as a team
and they're able to see okay I was supposed to get this done by the 15th. What is the issue and why didn't it get done and it helps us streamline a lot of these things. It remove for me personally in terms of employee relations it helps remove remove a lot of stress. Okay. Um for council I would
assume it would be great just for you to have that information. same information I have, you have, and the residents have is the best because it you're not getting mixed messages and they don't feel like they're be being given different, you know, kind of information. Um, so I would definitely
be using some kind of CRM system to help make sure that whatever the strategic plan says, it's being followed. >> Thank you, >> Commissioner Jean. Thank you so much, Madam Chair, and congratulations on getting through to
this level. Um, my first question is since you're coming from another city or you're an outside candidate, per se, what would you have what would you do differently in this if you were to get this role that you did in your previous role? >> Very good question.
Um, well, I have to say a lot of the things that um happened um may maybe I don't know. I I I haven't really fully thought about it, but I would definitely I would try to make the council
understand a lot of the decisions that need to be made um a little bit more, right? um the decisions that I made in North Miami had to be done and the improvements happened, right? But
because these these decisions affected personal friends or relations, it affected the work and therefore it affected my relationship with the council, right? Um I I don't take things personally. For me, it's business. It's professional. Um, and I will always be
as professional as I can be, but um, I try to help. I try to do as much as I can for the council. Let's say you you're asking to get a project done. As long as I'm doing it ethically, properly, legally, I have to impress
upon let me do it. As long as the end result is what you wanted, then allow me to take care of it. Um, and not so much getting direction from the council on how to get it done. Definitely. Thank you for your answer. Another question would be I think we kind of alluded to that. How does your
first 90day look? Um hitting the ground running. How does how does your process look like on the first 90 days? So um again it's factf finding and the factf finding is is time consuming because it takes up a lot of time and energy just
you know apart from meeting with you um meeting with the department directors and so on meeting with key stakeholders the community and so on just to hear what the issues are and meeting with other um you know staff in terms of in general staff middle management and and
so on so that I can understand what the issues are and I can prepare for it. Um the other part about it again is the finances. Um you know your audited financial statements have already provided me with some stuff that I realized that are red flags that need to be addressed in the future if you're
going to be taking out any loans, any things like that. You your book's got to be clean. So that to me, your finance department is going to require a little bit more TLC um to make sure that we have the staffing and also having a proper succession plan. One of the key things
that I read all over it is because there was such a high turnover. However, you know, if you're bringing in experienced people, you should be able to pick up and move along. Um thirdly and fourthly again is looking at all the capital projects or any projects that you've had
lingering for a while right and then looking at how we can streamline some of it and finally presenting you with a 12 to 18month plan of okay based on your strategic plan your economic development plan this is what we will be focusing on with your blessing you know can I move
along with it um so that that would be it for now >> and any initiatives that you look that you've done in the past that you would look to replicate here or anything that you would want to bring to the table? >> Well, I mean I have again until I've done my assessment um but definitely bringing either monday.com or some kind
of CRM to help um technology with AI is it makes things less stressful and seamless. Um you know one of the things that I did uh in North Miami um that maybe it depends on what I see in North Miami. One of the complaints that they
had and Mayor Des passed a resolution um in response to it was um residents would call it would take a week no response and you know it would just go unanswered and emails and so on and so forth. So he had passed a resolution that staff needed to respond within 24 to 48 hours.
Um, and to make that happen, what I did in addition to monday.com, I did create the position of a public engagement officer, and that person's job was to manage the inflows of information and communication and respond in a timely
manner. Um, I can tell you it helped like the the complaints went down by 90%. It was it was not it was no joke. It was because we were able to respond. The other thing that I did when I was in North Miami, when I worked with all the HOAs, we were in a group chat. Again,
that's to help with dissuading misinformation, right? Um, we had a when there was one time there was a uh it was it was around November and there was a bad storm. It was a lot of flooding and um a lot of trees fell and this resident put on the
group chat, "Oh, there's a pickup public works pickup truck just passed by. They didn't stop by for this branch. bless you. Um and I responded, "No, two blocks away from you, a whole um tree fell on a house. The priority is them. We will get to you as soon." And she's like, "Oh,
okay. Thank you." But if I had not responded, if somebody had not responded right away, it would just continue continue and just, you know, a lot of misinformation, not being aware of everything. Um so that's something that I would do here. And lastly, um, you
know, I loo I had looked at their agenda format. Um, and I streamlined that as well. Um, I made sure that the memo staff memos were legible and easy to read and clear so that anybody, it doesn't have, you don't have to be a
resident or somebody who's involved with the project. You should be able to read the memo and understand what it is that's going to be voted on so that when people come, they're they're speaking specifically to the item and they understand what the item's about. Um, and I mean, you you could check council
meeting time went down. I mean, at one point they were even making bets on how early can they leave. Um, and we did it as a joke, but essentially it helped because residents understood, they read it, they had the agenda, it was clear. We're not speaking resolution legal
lingo. We're speaking clearly so they can understand where their tax dollars are going and what the issues are. >> All right. Thank you, Commissioner Sue. >> Thank you. There's a couple things that you've already touched on like finance needs uh TLC and whatnot. Um also you
talked about building from looking at our budget. So um our recent budget identified 5.5 million structural operating deficit that we are currently covering by spending down our reserves. Simultaneously, we have a surplus in our building fund, but state law restricts
how those specific funds can be used, and you talked about how you um did something over there. Um since we cannot legally transfer building fund money to bail out the general fund, what is your specific 12-month road map to close the
5.5 million operational gap before we hit the fiscal cliff in 2028? >> Okay, again, not going through every single details. Um, some of it has to be, you know, tightening the belt, you know, making certain restrictions so
that we can get to that point. But not only the 5.5, you have to look at your next year's budget. Your next year's budget is going to be higher than this year just by function of inflation and raises and so on. So, you have to be able to have a balanced budget moving forward as well. So, I would be looking at how am I
going to make the savings not just on the 5.5, but a little bit more so we can have a little bit of leeway. And again, like I said, looking at how um your funds are, your impact fees, all these things need to be visited. I don't know if we're doing it regularly, but again, based on your audited financial
statements, those are issues that were not being um looked at regularly, right? >> Um in terms of your surplus, there are improvements, um staff training and all these other things and even rebates. I think the priority usually is you have to give a rebate back, right? Mhm.
>> Um but if not, you do still need to you can do certain things for the department that helps enhance the department's um role, right? And therefore that helps your residents and that helps your community and they see a value in it, right? So you don't have to spend it out of the general fund. But again, not
knowing specifically and sitting down with your finance staff and your building staff, I can't tell you like point blank like each each thing. But um definitely I know it's I know definitely with inflation and all these things, you know, we we can't you can't say we can't
raise taxes, but it's not something that we can do. Even if you do property taxes, they're going to be touching your business tax receipts. There's a lot of things that are going to be touching. So, we need to prepare for it. >> Do you see anything specific when you talk about tightening? What do you see?
>> I a loaded question. I would I cannot presume to just make a blanket um thing like that. But you know, again, at the end of the day, it's not going to be me. It's going to be you. I'm going to provide you with recommendations of what they are and you as the council and the commission, I'm sorry, will determine
what the priority is and what we need to be focusing on to get to that point. Um you know, I will provide you with the options and you provide me with the direction. >> Okay. So, my next question is about our crown jewel. NMBB water is a regional utility acting as an enterprise business
that serves far more customers outside the city than in than inside it. This creates a tension. Our residents want revenue transfers to keep their taxes low while regional customers and regulators demand aggressive and reinvestment in infrastructure. How do you plan to balance the capital
improvement plan to prevent infrastructure failure while defending the utility against political pressure to strip its budget for general fund needs? Part of that I have to say is on the council, the commission's shoulders
in terms of policy and lobbying at the state level, right, to ensure that our rights are not being removed as it is right now. Um just because we're one of the largest um distributors of water for the outside cities doesn't mean that we have to be penalized for for that. Um
definitely looking at the the priorities in terms of what are the improvements that need to be done. Um I'm I don't know if you guys have already worked on your POS issues. Um that's something that's that was that's been going on, but I I'm not familiar with where you are on that yet. But there are funding
opportunities for that. And more importantly, we need to look at how legislatively, even though I know you went through a lawsuit and and a whole bunch of litigation and stuff, but to avoid that, we have to look at it at a policy level
and look at it legislatively to make sure that our rights as a city are not being infringed. >> Okay. Thank you. Now, third question. I have a minute left. Um, North Miami, this is a passionate group of commission. I think Commissioner
Chernoff and uh Commissioner Smith also asked about this, but um how do you how how do you see directives being taken? Okay. If the commission gives you a directive based on a narrow 4-3 vote, how do you ensure the policy is executed enthusiastically by staff without
alienating three commissioners who voted against it? >> So, I I guess the the issue is um personalities that are coming out. I'm I'm trying to understand because to me if if a directive is a directive and if it's a even if it's a 43, a 52 or a 70,
it got to be done. So I'm trying to understand are we talking about personalities that are involved in the in the thing. All right. So that's part of I guess a one of the things that I would do and I did that also in North Miami is training, right? Not only after
we're done with determining what the strategic plan is and what the what we're going to be doing, I need to make sure that every single employee understands what the vision of the council and the city is and what the direction is. How do you behave? That's
all part of it. Um, however, they were doing it before will not continue moving forward. Um, this is a professional environment, a professional business. So therefore they need to come in professionally and do the work as
passionately as they need to because that is what the mandate is. So that will be my responsibility to make sure that they do that properly. And again if we're talking about personalities then I have to work with the HR department because then that will affect their performance. >> All right. Thank you.
>> Thank you. >> Um all right. So, back in um early 2023, we were having some issues with the CRA and I reached out to you. And I want to thank you so much for taking time. You were not an employee. You were not
subcontracted, contracted, anything. You just came and and helped us. And I really appreciate your help and your input in your education. >> Thank you. >> Thank you. Um, so you have probably worked with the last four city managers
that we've had at some point or the other in your life. Um, but like I said, I uh, well, what I didn't say is, and I feel like a broken record now because I've said this is my third time saying it, I have been here and the commission for seven and a half years. I've been
through four city managers. Um, whoever you yourself or or the other candidates will make it five. We've had three interim managers. >> So, uh, what made you decide to be in a job that statistically has no job
security? And what makes you different? And what h what what are you going to do? What what's going to keep you here for five years? >> Okay. I love these loaded questions. Um, is that my closing statement, too, or
>> No, there's actually a second round. Now it is my closing statement. >> But you can you can answer it later if you want. >> No, thank you. Thank you. I mean again the the the position of a city manager of a public servant comes with you know the blessing of serving the public and the community and and you know the world
at large but also the the curse of you know you're easily you know pushed to the side and and and it moves on. Um I'm a passionate uh person. I'm very driven in terms of, you know, when I see there are issues, I want to fix it, right?
Maybe I'm maybe I have a maybe I'm add about it, but my passion is I want to help. I want to fix North Miami Beach. Something that commissioner said earlier about the city. I was here um in 2014
when Lorenzo's was still open and we were talking about a train stop back there. It is now closed. you don't have a train stop and Lorenzo's is still Lorenzo's but closed right um the you know when I'm looking at the you know Henford Boulevard those are all things
that we talked about before when I was here and yet nothing has really moved and for me I I want to see I want to see action I want to see movement and you know we're a city on the cusp of becoming an entitlement city right
you're a few thousand residents short of 50,000 And so that gives you opportunities for more federal funds and and other other opportunities and resources. So I want to be there to guide the the city staff and to guide the city and with your direction making
sure that your vision of the city and with the community's um input where does North Miami Beach want to be in 5 10 15 years you know like the commissioner says 100 years. I don't I don't I don't have a hundred years of me left, but you know, 5 10 15 years. Yes, I would like
to be part of that team that's going to set the groundwork so that North Miami Beach can move forward and that you can all be proud. I mean, your positions are not lifetime positions either, but you live here. You've been here for for decades. You want to be able to say, "I did this, and I would like to be part of
that." Um, I don't just see um you know, the the finances and so on. you know, part of my uh my clients also like the c when I say residents in the community are my my customers, the employees, right? The employee relations that is
extremely important. Um some places they don't even see the staff as staff. They just see them as, you know, there's a worker, we're getting paid minimum wage, just get it done and and move along. I want to help them grow. And if not them, they're, you know, they're if they're
especially if they're residents, right? You have a lot of people and their residents if their kids want to learn, they want to go to a training school and they want to learn and make this a something that they're proud of and that's something that I want to be part of and that's that's really why I'm applying. >> All right. Thank you. So, we're going to
start the a second round. We're going to start with Commissioner Smith. >> Well, I want to thank you again for applying and for taking your time. And the main thing that I'm concerned about is time is so limited with the fact that we have a new election coming and we
don't know what that's going to project. So I would like to know some of your ideas besides the 90day study. What you feel you can get off the ground that the public can not only see it but they can feel the difference you made in North
Miami Beach in the following year. >> It's a very good question. Um well um one your economic development plan right um I I did do a preliminary evaluation of um the stats and in terms of growth
there hasn't been that much growth in you know the the commercial sector of of the city I want to be able to help with that but again understanding what your beacon council and what your economic development department is working on is
extremely key. Um, I can help with creation of these programs that will help your residents whether they are, you know, small business owners or patrons of small business owners. But until I've actually, you know, seen and understand what it is that your plans
are, what your CRA plans on doing, um, that's another issue. Um, your your CRA is set to expire um, in 2028. What is the plan and what do you intend to do? because as far as the county is concerned, you know, that not much has
happened, right? Um, and how do we flip that to make sure that the community sees that there's things happening? Some of it doesn't have to be tangible groundbreaking things. It could just be the customer service that we provide them. It could be how we run our commission meetings and they're getting
the answers that they need so they can see that the city's working. So, some of that will be there are some intangibles and some tangibles that will happen. But until I know what your finances are because one of the things that I will not do is I'm not going to spend money that you don't have. So I need to know
what that is. >> Right. Commissioner Farund, >> uh you talked about uh the employees and how important they are. Uh they're they interface with our residents on a daily basis. How do you intend to in improve
morale and um you know increase participation um by employees? And when I say participation, you know that employees are fully engaged um in in the strategic plan that we have and understand what role they play in making sure that our
organization improves and feel really proud of that. How are you going to work on that? Well, um, again, and North Miami when when they hired me, one of the commissioners, one of the things that he comments that he made was he wanted to see that employees were not
leaving at 4:50 every day, right? Because by 4:50, everybody's in the parking lot, everybody's in their car, and then they're gone because they're here just for the paycheck. He wanted to see the the that like employee morale. So, couple things that I did. One of them was in terms of helping to build um
because you know I think even in this city they operate in silos. I've noticed you know they they stay in their departments and they're not communicating amongst each other and if there's an issue they're pointing f fingers at each other not trying to figure out how to solve the problem. Um so one of the things that I did over there was and and I think I had
mentioned it to commissioner man was I did the grill off right. I did a competition, a barbecue competition, and I had departments against each other, and they and all they got was just bragging rights for a year and a tiny little trophy. And that started them
just talking and working together, just the competition. And by the way, the city funds were not used for it. I I it was donated. Um, but they enjoyed the banter. They enjoyed being able to talk to each other and and doing that. and they wanted to do this on a a yearly basis. So that was the first thing that
I did just so I know I can get to know the departments, get to know the the the employees and stuff. The second thing that I did again was, you know, at 7 a.m. I'm in my office. Anybody can walk in. We started talking and they would tell me what their issues were, whether it's with the supervisor or the system
or they had an idea on something that they wanted to fix, but they just couldn't get it moving up. Um, so that helped a lot. The third thing I did was I looked I worked with HR and looked at the benefits you're you know what are the benefits that you're offering them
to make it worth for them to stay here. Um I know you're now working on evaluating the FRS system and that's extremely very good because if you want to recruit um good qualified people and have them stay you know my recommendation like we had discussed is is extremely important to be in the FRS
system. Um so that helped as well. Um, the other thing was a pay analysis because a lot of people were complaining that they hadn't gotten raises in years. Um, some people get it and some people don't, but they wanted to see a you know
a broad um change and and I and I did that. Um, I even had to deal with the police um union their contract and that was behind by two years. So when they had hired me, they were at an impass and they were going to go to court. But again, sat down, we went through the
whole process and I explained to them, listen, I'm not trying to choke I don't try to choke anybody. I want everybody to be taken care of equally, the residents, the community, the employees, but I'm not going to disadvantage one for the other. I want to make sure that
everybody understands that. And that's what I've done. And lastly, what I did was we set up a lot of trainings. Um so after I had a uh strategic uh retreat with the council on the plan my next 12 to 18 month plan and they were they gave
me the green light to to operate. I started doing trainings with them all the departments and I was the one that did the training. So they were getting it from me. They were not getting it from their supervisors or anybody. They were getting it from me and I was explaining to them why we're going to be
going through this process. why for the next 12 to 18 months we're gonna have to change how you were trained on issuing a permit because this the end result is you know what I'm saying it's not working now we're going to change it we have to change the technology or we have
to change how you're answering the phone because we were trying to change the way the culture that we have now um and that helped a lot um I have to say even though I'm I'm no longer in North Miami sadly I'm still getting um phone calls and text messages from the employees
that they still miss And that's because I gave them a way to communicate and tell me what the issues were. Now, I'm not the nicest person because at the end of the day, the job has to be done. So, I will help you to do the job, but if
you're not willing to do the job or make any effort to do the job, then it's a different conversation that you're going to have with me. So, I'm extremely fair, but I'm also extremely firm. >> Thank you. >> All right. Um, Commissioner Jean,
>> thank you. Thank you for sharing your expertise tonight. I I think my it's not necessarily a a question, but more of a statement that you can maybe incorporate in your closing statements. So, we have a lot of outside forces that are, you know, trying to infiltrate North Miami
Beach in different ways, be it political, different powers or what have you. So, wanted to kind of hear how you hope to navigate those things. Uh, also confidentiality and trust is a big thing with the commission and like I mentioned to the previous um, person that was
interviewing, I've spoken to different folks that your previous bosses as well, right? So, there's always stories and truths and three sides to every story. So, confidentiality, trust, and also those boundaries of those outside forces
coming into the city. So, I want to kind of hear your take on managing all that. >> Yeah. Um well thank you so much again for the loaded question comment I should say. Um yes I mean I I have to say that I I even myself I had some personal trust issues because it felt like you
know if I have a conversation with somebody and then afterwards it gets repeated but it the information is diluted right and that's one of the reasons why I'm I'm really here and I'm grateful for the opportunity to speak because I want to be able to answer all your questions. I've heard you know you
know I'm suing the city. I'm doing so many different things, which I'm not. Some of it also was well, you know, she took away my uh you know, my my um my revenue stream, right? And I didn't I don't do anything intentionally. I just
want to make sure I explain that to people. If you are here as a lobbyist, if you're here as a vendor, you follow the process, and the council chooses to hire you, then that's great. But I don't have any um I don't have an angle. I I I
want to get the job done. Now, if the recommendation is to hire, you know, vendor A, however, vendor B has more resources or more benefits or better quality or something. I want to make sure that you're aware of it before you make that decision. I'm not trying
to take away from vendor A, okay? I just want to make sure that you know as the decision maker, these are your choices and they have a lot of benefits. Um I don't I don't do rumor mills and and I have to say for the past 14 months
there's been a lot of that especially as the way you know I had to exit North Miami but apart from what I said before I don't regret the stuff that I did because at the improvements were there um results were there they they had two
clean audited financial statements without a deficit or a mention of a of a deficiency um so the work was done. Um I will make sure that when I have my discussion with my commission members
individually or together what stays with what is told to me stays with me and I work with that. I think one of the challenges is when you have exactly what you said outside people making comments or conversations and I think I had
mentioned it to somebody one time I says if you have something to say to me don't go via a third party tell me. I don't take things personally because I know this is work. This is a professional job. So, you know, you know, except you unless you go into my personal, you
know, you know, mention my my family, my mother or whatever, right? If not, then it's a, you know, professional position and therefore I'm not going to take it personally, but I would rather you come to me and say, "Hey, Rasha, I didn't appreciate you saying this or or you doing this because this this doesn't
help me." Right? um as opposed to getting three different conversations in three different ways where you know I so >> Commissioner Sue,
>> thank you so much. Okay, so just to piggy back off of this what we were talking about before with the 43 and whatnot, the city manager has an authority in our city of $50,000, right? the authority to approve. >> Do you think that amount is too much or
too little? >> It's I guess it's about average for especially with inflation for the cost of getting things done. Um when I was in North Miami it was at 25,000. >> Um but your challenge is you have one monthly meeting and because if you have one monthly meeting you have a lot to
pack in. >> So doing you know being able to get a lot of things done it would limit >> it would limit the operations part of it. But I did it I was doing it in North Miami under the 25,000. So but now with
inflation things are more expensive. Um so 50 would be about average of what it is. Okay. Then the question next would be if you disagreed strongly with um with the commission or the mayor on certain things of a of a spending that
was within the authority. Um how would you handle that situation? >> I'm trying to understand. So you have an authority of $50,000. There was something that maybe was does it doesn't necessarily have to come to a vote if your approval is there.
>> So my question is if the mayor or commissioner came to you and said, "Hey, I'd like to approve this and you disagreed with it." How would you handle that situation? >> Okay. Um, in terms of so you want me to
approve from my as my position. However, you if I'm if I'm correct, you as the commission, you have your own spending abilities. Correct. >> Well, not 50,000 though. >> Not 50,000. >> But you want me to approve something for you for you. Let's say let's just use
you as an example. >> And I don't agree with what you need me to approve. >> Yes. >> Okay. Um, so that's a again that's a one-on-one conversation with you in terms of the rationale for it. Um, I you know I'm not going to do anything that's unethical or
I look at everything in terms of are we going to pass audit, right? Are we going to pass the public records request? So, to me, if you're asking me to approve something that's not within my purview, um, but you'd like me to do it for you, I'm going to have the conversation with
you and say I can't because you know, public records and audit everything I do. I make sure that I pass a not for me in a new dress or a new car or anything, but it it's it is actually something that the city uses. >> Well, that's different then. Then I I
mean, my point is then I would I wouldn't really disagree. So I was trying to understand that part. >> Okay. But this then this is where I said where it's it's something that the city uses but you disagree. >> That's why I wanted to see how you handle it. >> Yeah. I mean because again if the city
uses it it's something if I disagree that's a personal opinion, right? So I'm not going to put my personal opinion. >> Would you have that that item go through procurement? >> If the if I mean your procurement law says that there's that most of the things have to go through procurement.
So yeah, it would have to go through procurement. I mean you have certain exceptions and I'd have to ask what they are. I I know I think marketing and special events I think don't go through right >> procurement but most of everything else have to go through procurement if I'm
not mistaken unless you have a um you know an emergency and a single finger thing. >> No, I have two minutes. No, thank you. I'm done. Thank you. I yield back. Um, Commissioner Chernoff, >> since you've had so many hard ball, this
is a softball question. >> What question should we have asked you? And if so, answer it. >> Good question. >> Yeah. >> Wow. >> Did you ask everybody else that? Did you ask everybody asked that? >> No. >> No. >> He's not being fair.
>> No. >> You did you ask everybody that? >> Yeah. >> Yeah. Okay. >> Is there any question we should have asked you? Um well I mean just to you know um you know any issues with my termination in the city of North Miami if because I know a lot of people had a
lot of questions about that. So I mean to be clear yes I was um terminated by council without cause. So I did get a severance. Um no I am not suing the city of of North Miami. Um it a few residents
are suing the city in terms of um sunshine and charter violation, but it's not me. Um I don't uh need um you know, the minute I got my severance, I've moved on. Um I I have no ill will
against anybody. I just want to work and I I'd rather just leave that behind me and move ahead. >> Thank you for being here. >> Thank you. Thank you. >> All right. Well, thank you so much for applying and we wish you good luck and
we'd like you to do a closing uh a one minute closing. Goodness gracious. >> Wow. >> No, no, no. I know we all want to go, right? It's Is it really nine o'clock? It's 8:54. Oh my god. >> Yeah. >> Oh, yeah. That is true. That is true.
That is true. Well, well, c can I can I say if I am hired, one of the promises is that the your commission meetings will not be till midnight. Is that is that something? >> Okay, she's hired. >> Right. Right. Right. Right. So, but thank you so much for the opportunity.
Um, you know, be coming back here would be not only just uh a dream come true, but you know, when I first started here, um, you know, Raz hired me and then I worked under Anna Garcia and I worked in the manager's office on on special projects
and their CRAAS and everything. I was really just starting to grow into my management, right? Um, and it was it was wonderful. Um, being able to then take that to North Miami and again, North Miami, they were going to their CRA was
going through a grand jury investigation and so on and that helped me again to be able to see the systems and and fix what the issues were so they can grow to be the organization that they are now. um coming back here would I don't know it
would be like a welcome home kind of celebration and if if you put your faith in me um and your trust in me um I would do my best to ensure that the city's um you know a couple of things that I've heard from some of your employees was
you know leadership and structure the need for leadership and structure um bless you um and I want to be able to provide Not I want to be able to have your residents not come in your public comments and talk about items that are,
you know, that I'm not saying that there shouldn't be that difficult, but the items that they should be able to understand clearly. One of the items that I saw one time was a uh I don't want to a the trolley, right? It was an item on the agenda and somebody was coming because they were removing it or not and the item was not even referring
to that. Um your finances. Oh my goodness. I would love to be able to be the person to help you to lead your department into you know not only correcting it but being able to see the vision for the future so that you can redevelop you
know yes you can't get the train stop at this point but that site where Lorenzo is you know your your whole corridor needs to be needs the TLC it needs to be redone um I the TCO site all of that was there when I was here in 2014 and it
feels like North Miami Beach has been in a haze or a standstill and I'd like to be that person to help you move ahead and and move along so that when you do retire you can say I was part of the team that helped the city move along. >> Right. Thank you much. Thank you so
much. >> All right. So, um we are meeting again tomorrow at 6. We only have one candidate so we should be done before by or before 7 o'clock. And
um we have then after tomorrow we we vote on this January 20th. Is that the commission meeting? >> January 20th at the next commission meeting >> vote. And uh right now I um I would love to vote for all three of you. You were all amazing. So thank you to all three
of you. You did a wonderful job. We really appreciate it. And thank you for the public that came out and and we couldn't have done it without Kazan. um picking those names out of the question the the box. Thank you. >> Before your mo Thank you, Madam Chair.
Can I be recognized? Um the voting process have we do we need to how is that going is that going to be a call? Is that going to be have we can HR >> fixed one? It can there are a number of
ways that the commission can conduct the vote >> a ranking >> and you have to decide no >> which method you're going to use >> before you take the vote. >> So can we do that tomorrow since >> No, it's a workshop. >> No, I mean can we decide tomorrow how we're going to vote?
>> We can discuss it. >> Can it be an item on the Can it be an item or noticed as an interview >> for the manager? >> You have a workshop. to have an interview. >> Um, >> so we cannot discuss the privilege of
deciding how you're going to conduct the vote, >> but you can not >> we're not picking. No, I just want to decide how we're going to decide >> how two two points. How >> happy to talk about it with you off, Mr.
Attorney, >> but the bottom line is I'm sorry. Yes. how we're going to decide, but also wanted to know I think and um vice chair mentioned next meeting we will be making a selection. So if that's the case, would that be an agenda item? Would that be a special meeting? I mean, that's
what I'm trying to figure out. >> That prohibits there being a special meeting, >> right? If there is one, okay? If there is not, then at the meeting when you're going to have an agenda item to select, >> right?
>> The first thing you would discuss would be how that selection will take place. Okay? >> And you have broad discretion within the the bounds of the law, such as there is no such
thing as a secret ballot. Everyone's vote is public. Everyone's vote is transparent and made known to the public. But with the exception of a few legal requirements, how you choose to
make your selection is a matter that you have broad discretion and unless there's a special meeting, which there to talk about that process, which there could be, but I don't want to presume it. We're getting pretty close. Um, if there's not, then the first thing you'll
talk about is well, how are we going to take this vote? >> So, can we add that to tomorrow's workshop? >> Can we add that to the >> notice that agenda? >> I understand that if you're as Okay, listen. You can do anything you want to.
I've given my advice. I don't think you can, but I'm not the boss of you. It's vice versa. If you decide to do it, you do so. But I recommend that you do not. But that's just advice. That's all I
have is advice to give you and you're the decision makers, not me. So I would I would want to um mention to the clerk to add an item to the agenda that's either in the the first order of business that we conduct
>> at the top of the agenda. >> At the top of the Oh, yeah. The top of the agenda >> at our regularly scheduled commission meeting. in January. >> That is a very appropriate thing for you to do >> to decide how to vote and then to vote. >> Yes.
>> Okay. >> At that meeting >> that's discussion not not >> is entirely before >> but it can be as a separate agenda item. It's a very important decision and a directing that it be the first item of business at the meeting that's going to
be >> the first item of business would be to discuss how to vote and after we discuss how to vote then we will vote. >> Well, you could do it 20 minutes later, an hour later. I just want to make sure
that we we know that both things will be on the agenda. >> I will remind you that you vote to set the agenda. >> Okay. So you can take up the actual vote at any time that you set it on the
agenda, but um if you want to have the discussion and decision about how you will vote be the first item of regular business, you can certainly direct that and get that
out of the way. And then beyond that, if you move to an immediate vote or get to it in legislation or take it up, it's >> there is nothing that will stop you from setting the agenda in whatever manner that you decide to do it. >> Do I hear motion to second?
>> Motion to second. Second. >> Can I motion? >> Happy New Year everybody.