As soon as William Alonso announced his resignation back in February, the Miami Springs City Council began the process of searching for a new City Manager.  The Council hired Mercer Group, an executive search firm, to recruit and vet the various candidates.  In the interim, the Assistant City Manager, Tammy Romero, was promoted to Interim City Manager.

Miami Springs City Manager Candidates
Miami Springs City Manager Candidates

Well, we now have the four finalists that were submitted by the Mercer Group:

  • Juan C. Jimenez – Town Manager, Pembroke Park, Florida
  • Dale Martin – City Manager, Fernandina Beach, Florida
  • Tammy Lynn Romero – Assistant City Manager, Miami Springs, Florida
  • Christopher J. Russo – City Manager, Sunny Isles Beach, Florida

To be clear, the City Manager is the most powerful position in the City of Miami Springs.  The City Manager is the chief executive officer of the city, very similar to the CEO of a public company.  Residents do not get to vote for the City Manager.  It shouldn’t be a popularity contest.  However, residents do vote for the Mayor and the City Council.  Think of the Mayor and City Council like the Board of Directors of the City with the Mayor holding the Chairman of the Board position.

Now, the City Council will be interviewing the above listed candidates individually before they begin to vote and choose the new City Manager.  The new City Manager will ultimately be the first candidate that gets three Council Members to vote in their favor.

Of course, residents have this period to provide feedback to their City Councilmembers.  So let’s take a moment to review each candidate in alphabetical order:

Juan C. Jimenez (JC Jimenez)

JC Jimenez - Photo Credit: Town of Pembroke Park, Florida
JC Jimenez – Photo Credit: Town of Pembroke Park, Florida


Management professional with over 20 years of ethical municipal administration experience; proven leadership qualities in the areas of budgeting, public works, emergency management, communications, project management, capital improvement planning and intergovernmental relations. A strong effective leader with a talent for motivating people and inspiring confidence and trust.


2020 – PRESENT: Town of Pembroke Park, FL (Broward County) Town Manager

Responsible for overseeing the day-to-day operations of a municipal government serving over 6,000 residents and 6,000 seasonal residents with over 60 employees and a $23 million budget with direct oversight over the Finance, Public Works, Building, Planning and Code Compliance Departments.


    • Worked with the Mayor and Police Chief to create the Town of Pembroke Park Police
      Department which officially started patrolling on October 1, 2022
    • Renovated the first floor of Town Hall to include a new Building Department and Police
    • Facilitated the development of a six-acre lot to include a Wawa, a hospital and a self-storage facility
    • Improved the working relationships with the Town’s largest stakeholders in Amazon, Coca-Cola, Prologis and Feeding South Florida
    • Started the Charter Review Committee process to update the Town’s outdated charter
      Updated the Town’s website to encourage citizen engagement
    • Created a new employee policy manual geared towards creating a culture of integrity and excellent customer service to our residents
    • Implemented the Town’s new financial software
    • Implemented the Town’s new community development software
    • Implemented the Town’s new work order software

2018 – 2020: Town of Bay Harbor Islands, FL (Miami-Dade County) Town Manager

Responsible for overseeing the day-to-day operations of a municipal government serving 6,500 residents with 90 employees and a $25 million budget with direct oversight over the Police, Finance, Parks and Recreation, Building, Code Compliance, Parking and Public Works Departments.


    • Negotiated a development agreement with a developer for additional development rights in exchange for a waterfront lot for a park and $500,000 for the development of the park.
    • Coordinated and implemented the Town’s action plan in response to the COVID-19 Virus pandemic
    • Coordinated and implemented the Town’s first strategic plan which includes a Vision Statement, Mission Statement and Core Values
    • Successfully lowered the Town’s millage rate to 3.6245 from3.7199, the lowest since 1988
    • Implemented the Town’s new financial software system, last updated in 1998
    • Implemented the Town’s Transparency Portal showing the taxpayers where their tax dollars are being spent
    • Updated and launched the Town’s new ADA compliant website
    • Received $250,000 in state funding for the lining of the sewer laterals
    • Received $70,000 in state funding for the Town’s Flood Vulnerability Assessment to determine the impact of sea level rise on the Town’s infrastructure
    • Created a new employee policy manual geared towards creating a culture of integrity and excellent customer service to our residents
    • Completed construction of the new 95th Street Park
    • Started the Bay Harbor Islands concert series at 95th Street Park

2002 – 2018: Assistant Town Manager / Assistant to the Town Manager

Assisted the Town Manager in overseeing the day to day operations of a municipal government with 90 employees and a $25 million budget. Responsible for the direct oversight and budgeting of the Public Works Department, Parks and Recreation Department, Solid Waste/Recycling Department and Public Transit. Additional responsibilities include: Grant Administrator, Community Rating System Coordinator, Intergovernmental Affairs Coordinator and Emergency Management Coordinator.


    • Parks and Recreation
      • Coordinated the planning, design and construction of the Town’s 8,000 sq. ft. community center at a cost of $1.5 million. Secured a $500,000 State Grant for the construction
      • Negotiated with Miami-Dade Public Library System the opening of the Bay Harbor Islands Branch in a portion of the new community center
      • Coordinated the planning, design and construction of the Tot Lot Park at a cost of $500,000 and secured $292,000 in state grants to offset most of the cost
      • Converted an under-utilized public parking lot into 92nd Street Park at a cost of $453,000 and secured all of the funding from state and county grants
      • Acquired a three-lot parcel of land and converted it into Officer Scott Winters Street Park.
      • Construction of the park, which includes an interactive water/play feature, playground equipment, restrooms and a dog park, was completed at a cost of $650,000
      • Coordinated the implementation of the Town’s first Farmers Market
      • Serve as the Town’s staff liaison to the Parks and Recreation Committee
    • Capital Improvements/Public Works
      • Coordinated the planning and design for the Causeway Corridor Improvement Project which is being partially funded by a Federal Earmark
      • Coordinated the planning, design and construction for the Kane Concourse sidewalk replacement project with decorative brick pavers and decorative street furniture. This project was partially funded by the American Recovery and Reinvestment Act and required the Town to be LAP Certified by the Florida Department of Transportation.
      • Responsible for the Town’s LAP (Local Agency Planning) Certification with the Florida Department of Transportation
      • Coordinated the design, purchase and installation of six new bus shelters along Kane Concourse. These shelters were purchased through funds from the American Recovery and Reinvestment Act and required an agreement between the Federal Transit Administration, Miami Dade Transit and the Town of Bay Harbor Islands
      • Coordinated the design, purchase and installation of the decorative street signs throughout the entire Town
      • Worked with the State of Florida to replace all of the streetlights along Kane Concourse/96th Street with decorative streetlights
    • Parking
      • Oversaw the Town’s Parking Department
      • Replaced all of the traditional parking meters along Kane Concourse, three municipal parking lots and parking garage with new pay stations as well as Pay By Phone
    • Intergovernmental Affairs/Grants
      • Served as the Town’s Grant Coordinator and obtained over $8 million in Federal/State/County grants
      • Coordinated the Town’s lobbying efforts in conjunction with the Town’s Lobbyist in Tallahassee
    • Solid Waste
      • Managed the Town’s solid waste and recycling contract, which included coordinating and managing the procurement process.
    • Public Transit
      • Managed the Town’s transit service contract
      • Prepared the route for the Town’s transit service
      • Worked with the Town of Surfside and Bal Harbour Village to coordinate a unified transit system utilizing each town’s transit service
    • Emergency Management/Disaster Preparedness
      • Served as the Town’s coordinator for FEMA’s Community Rating System program which provides property owners with discounts in flood insurance
      • Served as the Town’s staff liaison to the Disaster Preparedness Committee
        • Received a letter of commendation from the Mayor for the coordination and creation of the Town’s Disaster Preparedness Program for residents. As part of this project, a $10,000 grant from the State of Florida was applied for and received for the publication of the Town’s Disaster Preparedness Manual
      • Served as the Town’s Emergency Management Coordinator
      • Oversaw the disaster debris cleanup efforts after Hurricane Irma in 2017
      • Managed the Town’s Disaster Debris Contract
      • Prepared, submitted and managed the Town’s Request for Public Assistance (RPA) to FEMA for disaster recovery assistance after Hurricane Irma
      • Oversaw the recovery efforts after Hurricanes Katrina, Rita and Wilma in 2005
      • Oversaw the Town’s Code Enforcement Department from 2002·2004

1999 – 2002: Village of Key Biscayne
Administrative Assistant to the Village Manager

Assisted the Village Manager in the day-to-day operation of the municipal government with 80 employees and a $20 million budget. The primary assignment was the creation of the first Hurricane Preparation Manual for residents.


    • Florida International University, Master’s Degree in Public Administration – 2010
    • Florida International University, Bachelor’s Degree in Public Administration – 2000


    • Nominated for ICMA’s Assistant Excellence in Leadership Award – March 2018
    • International City Managers Association (ICMA) Credentialed Manager – March 2017
    • Town of Bay Harbor Islands -Distinguished Performance Award – March 2016

Professional and Community Affiliations:

    • International City and County Manager’s Association (Member)
    • Florida County and City Manager’s Association (Member)
    • Broward County City Manager’s Association (Member}
    • Miami-Dade County City Management Association (Former Member)
    • National Association of Schools of Public Affairs and Administration -Accreditation Site Reviewer
    • Florida International University Alumni Association Lifetime Member
    • Member of Pi Alpha Alpha Florida International University Chapter-National Honor Society for Public Affairs and Administration

Dale Martin

Dale Martin (Photo Credit: City of Fernandina Beach)
Dale Martin (Photo Credit: City of Fernandina Beach)

2015 – 2023: City Manager, Fernandina Beach, Florida

Population 13,500; Atlantic Ocean barrier island community (Amelia Island) approximately twenty-five miles northeast of Jacksonville; balanced permanent resident and coastal resort community rich in history with several registered historic landmarks and strong environmental advocacy; city services include municipal water, wastewater, and stormwater utilities; police and fire protection; marina; airport; golf course; streets (approximately seventy miles of improved roads); numerous parks, including nearly ten miles of Atlantic Ocean beaches; fourteen direct subordinates among 230 full-time, 150 part-time/seasonal employees; City Taxable Value, $3,500,000,000; annual budget approximately $196,000,000 (General Fund approximately $26,000,000).

    • Managed community recovery efforts following Hurricanes Matthew and Irma (both impacted community as tropical storms), including a successful arbitration effort against the Federal Emergency Management Agency (FEMA) to restore over $6,000,000 of obligated funding (FEMA original obligation was $650,000).
    • Prepared and championed the 2019 budget, unanimously adopted by City Commission, which included an additional 0.50 mill levy above the proposed operating levy for acquisition of environmentally sensitive and conservation land (generated $1.2 million).
    • Resuscitated 2005 collaborative effort between City, Florida Department of Transportation, and First Coast Railroad to re-open a critical downtown rail crossing (closed for nearly forty years; construction funded in 2022 budget).
    • Led effort to design waterfront resiliency and park project ( conceived for nearly thirty years; construction of first phase complete in April, 2022).
    • Negotiated three collective bargaining contractors over four months (police, fire, and general laborers), as well as the de-certification/re-certification of one of those units.
    • Reviewed and revised staff salaries/wages considering current economic conditions and labor market (unanimously adopted by City Commission).
    • Assessed community infrastructure following decades of neglect (roads, City Hall, recreation centers, public safety), including 2019 pavement management analysis, 2020 City Hall assessment, and scheduled 2023 construction of new fire station.
    • Served as Vice Chairman, Florida Resiliency and Energy District (FRED) Executive Board and Secretary/Treasurer, Northeast Ji1orida League of Cities (NEFLC) Executive Board.
    • Authored weekly article for area print and online media.

Town Manager, Winchester, Connecticut (April, 2011- November, 2015)

Population 11,000; diverse and distressed community in northwest Connecticut, with urban, rural, and natural regions; services included town-owned and operated water and sanitary sewer treatment facilities and distribution systems; police and (volunteer) fire protection; public works (approximately eighty miles of roads); parks; senior citizen center; and general government; sixty full-time employees; annual budget, approximately $33,000,000.

    • Assisted with discovery, investigation, and prosecution of former Finance Director’s embezzlement of approximately $2.5 million.
    • Performed additional duties as Town Planner and Town Economic Development Director.
    • Prepared and awarded state grants of $600,000 for brownfield and economic development assistance; other grant applications have included Main Street Investment Fund, Smart Growth America, Connecticut Main Street Preservation of Place, and Vibrant Community Initiative.
    • Negotiated five labor contracts (Police, Public Works, Supervisors, Assistants, Dispatch)
    • Appointed to State’s MORE (Municipal Opportunities & Regional Efficiencies) Commission; served on Board of Directors for Northwest Connecticut Chamber of Commerce and the Northwest Connecticut Economic Development Corporation.

City Manager, Davison, Michigan (population 5,500; April, 2008-August, 2010)

City Manager, Dowagiac, Michigan (population 6,500; March, 2007- September 2007)

City Manager, Linden, Michigan (population 3,500; November, 1998- March, 2007)

Village Manager, Lexington, Michigan (population 8oo; April, 1996- October, 1998)

United States Military Service:

  • First Lieutenant, 1st Brigade, 3rd Infantry Division, United States Army, Schweinfurt, Bavaria, Federal Republic of Germany (1992-1994) served as Brigade intelligence officer (S2); principal responsibilities included intelligence support for seior commanders (specifically related to ethnic conflict in and dissolution of former n
    Socialist Federal Republic of Yugoslavia).

    • Responsible for international treaty compliance; document security; garrison security; computer security.
    • Prepared for and supervised two “no-notice” international arms control inspections (Russian, Ukrainian).
  • Second Lieutenant, C Company, 2/15 Infantry, United States Army, Ft. Benning, Georgia, and Schwein.furl, Bavaria, Federal Republic of Germany (1990-1992) served as M2 Bradley mechanized infantry platoon leader.
    • Awarded Expert Infantryman Badge, Army Commendation Medal; Army Achievement Medal (with oak leaf cluster), National Defense Service Medal, Overseas Service Ribbon, and Parachutist Badge.

Honors and Service:

    • Full Member, International City/County Managers’ Association (Twenty-Five Year Service Award) and Florida City /County Managers Association
    • Professional Emergency Manager (Michigan State Police)
    • Volunteer, Nassau County Council on Aging
    • Michigan Political Leadership Program fellow (Michigan State University)
    • American Legion Post #54, including National Leadership College (membership: twenty- four years; former Post Commander [Linden, Michigan])


    • Master of Public Administration, Oakland University (Rochester, MI), 1990
    • Bachelor of Arts (Political Science), Alma College (Alma, MI), 1985

Personal interests:

    • Boardgames
    • Singing
    • Golf
    • Reading


Tammy Lynn Romero

Tammy Romero - Photo Credit City of Miami Springs
Tammy Romero – Photo Credit City of Miami Springs


    • Assist in supervision of departments with City Manager
    • Maintain budgets, policies, and procedures across departments
    • Supervise Purchasing and Public Information division
    • Assist with the preparation of the Annual Budget and the Annual Comprehensive Financial Report
    • Plan and organize workloads and staff assignments
    • Assist the City Manager with work procedures, schedules, and workflow of all department’s city wide
    • Assist with the planning and submittal of Council agendas
    • Assist with the management of the city’s operating and capital budget
    • Assist with the management of 130+ full-time and +/- 90 part-time/seasonal employees
    • Assist with the development of internal control policies, guidelines, and procedures for various activities
    • Develop presentations for Council, boards, and general public for dissemination
    • Assist in making recommendations to Council for adoption
    • Effectively and efficiently assist with the management of each annual fiscal budget
    • Attend and participate in all bi-weekly Council meetings and special meetings (as needed)
    • Serve as the lead in the absence of the City Manager
    • Maintain constant communication with all departments
    • Monitor 25+ /-competitively-bid contracts
    • Supervise the progress of construction sites and track progress on pay applications
    • Monitor $10 million worth of grants for (i) major, ongoing projects (e.g., American Rescue Plan Act funding)
    • Supervise and report on COVID Relief funds
    • Supervise and report on the funding and expenditures of major projects (e.g., American Rescue Plan Act) Florida Department of Environmental Protection (FDEP), Florida Department of Transportation (FDOT), Miami-Dade Transportation Planning Organization (TPO), Citizens’ Independent Transportation Trust (CITT)


    • Monitored and supervised the contractor and design team on the $4.8 million-dnllar construction of a new aquatic facility

    • Managed debris mnnitor and dt:bris cont.actors during hurricane Irma cleanup

    • Maintained, gathered, ttacked, and prepared documentation for reimbursements from FEMA relating to hurricane Irma

OCT 2015 – AUG 2016: PROFESSIONAL SERVICES MANAGER, City Hall, Miami Springs, FL

    • Provided oversight and direction to the Professional Services team
    • Supervised and Managed day-to-day budgetary needs of goods and services while conforming to City’s policies and procedures
    • Supervised and managed the productivity of the Professional Services team.
    • Disseminated information displayed on the City’s social media sites, as well as the main webpage

Mar 2012 – Oct 2015 PROFESSIONAL SERVICES SUPERVISOR, City Hall Miami Springs, FL

    • Managed and supervised the administrative team responsible for the daily budget
    • Developed and managed the first-ever written Springs Connection Newsletters circulated monthly
    • Continued with all functions in my previous role as Procurement Specialist

Oct 2009 – Mar 2012, PROCUREMENT SPECIALIST, City Hall Miami Springs, FL

    • Ensured all projects (including federally funded) followed contract terms and conditions
    • Reviewed requisitions and performed buyer processing activities for the needs of the entire city
    • Assisted vendors to obtain products and services, including pricing, availability, and delivery schedule
    • Facilitated methods of procuring goods and services in the best interest of the city
    • Prepared bid documents and contracts for procuring goods and services, including general conditions, specifications and required documents as required for formal competitive bidding procedures
    • Developed, planned, monitored, coordinated, and executed all procurement processes citywide for large projects
    • Evaluated and reviewed bid responses and negotiated contracts within budgetary limitations and scope
    • Maintained vendor lists of items required by the city
    • Administered and monitored inter-local purchasing agreements with other agencies
    • Maintained records management of inventory and supplies purchased
    • Assisted in the research and development of grant applications and programs, project specific
    • Assisted with Finance activities as back-up cashier
    • Managed and approved all cicy requisitions and purchase orders in a timely, cost-effective manner
    • Effectively communicated with vendors
    • Supervised the sole Buyer of the city and all expenditures citywide
    • Monitored and reported on grant funds of over $700,00 written by our in-house grant writer
    • Assisted with the solicitation, selection, and award of the contractor for our new community center
    • Assisted the grant writer with securing grant funds for the new community center
    • Monitored, maintained, and submitted reimbursement requests for projects related to grants
    • Prepared, disseminated, and monitored eight (8) competitively sealed Request for Proposals contracts (e.g., Community Center -$5.7 million, Curtiss Mansion renovations -$2.9 million, and Health Insurance coverage for employees and
      their families -$1.8 million)

Oct 2007 – Oct 2009 ADMINISTRATIVE ASSISTANT II/III Public Works Department, Miami Springs, FL

    • Prepared the annual budget on the City Manager’s behalf for the entire Public Works department including its administration, streets, stormwater, sanitation, public properties, water and sewer, fleet and tree trimming divisions
    • Conducted research and cost analyses for departmental budgeting purposes
    • Assisted with the development of short-term and long-term range plans, goals, and capital improvements for the department
    • Monitored expenditures for the budget to assure fiscal control
    • Maintained inventory list and ensured accuracy of reporting
    • Provided administrative assistance to the director on a daily basis and during meetings
    • Assembled materials, prepared agendas for various meetings, and provided supporting back up
    • Maintained, organized, and scheduled the City Manager’s events, meetings, and calendar invites
    • Assisted with the implementation of the “Free-Bee” wave-n-ride shuttle utilizing funds from the Citizens Independent Transportation Trust (CITT)

Dec 2005 – Oct 2007 ADMINISTRATIVE ASSISTISTANT, Public Works Department, Miami Springs, FL

    • Provided customer service duties with residents and vendors
    • Addressed residenr conccms and responded to inquiries
    • Filed and maintained specific logs, reporting and record keeping on behalf of the Public Works Department including its multiple sub divisions: streets, stormwater, garbage and t.ash, public properties, water and sewer, fleet and tree trimming divisions
    • Maintained and tracked the departmental budget, including balancing, and accounting for the funds associated with its sub-division accounts
    • Gathered, maintained, organized, and monitored data required to report to FEMA for purposes of requesting reimbursements of federal dollars after Hurricane Wilma and Katrina
    • Performed administrative and clerica.l functions for the department director
    • Enhanced and improved tbe City’s Emergency Preparedness Manual
    • Prepared and disseminated material and information to increase preparedness during two major hurricanes impacting our City
    • Assisted the City Manager in the preparation of the agenda memos and backup documentation for regular or special Council Meetings and workshop meetings
    • Composed and/ or compiled information for the monthly News Bulletin in order to keep residents well informed of compliance regulations related to stormwater runoffs, pollutants entering our waterways, trash/garbage and recycling collections and watering restrictions
    • Assisted the City’s Arborist with compiling a city-wide street tree inventory of over 17,000 trees


    • Hialeah Senior High – High School Diploma – 1989
    • Miami-Dade Community College (Some College Credits) – 1989 – 1990
    • Child Development Associate (CDA) Credential in Early Childhood Education – 2005
    • Department of Homeland Security (FEMA): Introduction to the Incident Command System and National Incident Management System – 2006
    • Department of Transportation Emergency Response and Recovery – 2007
    • Procurement / Contract – Red Flags of Collusion – 2009
    • US General Services Administration- GSA’s State & Local Programs, Advantage & E-Buy – 2009
    • National Institute of Governmental Purchasing, Inc (NIGP):
      • Planning, Scheduling and Requirement Analysis – 2009
      • Sourcing in the Public Sector – 2009
      • Introduction to Public Procurement – 2010
      • Developing and Managing RFP’s – 2009
      • Contract Administration – 2009
    • Miami-Dade County- Office of Capital Improvements – Phases 1 & 2 Construction Mgmt  – 2011


    • Languages: English and Spanish (written- partially fluent)
    • Technical Skills: Proficient in Microsoft Office (Level 1 & 2), Excel (Level 1 & 2), PowerPoint, QuickBooks, and working knowledge of Adobe, Canva, and Photoshop
    • Affiliations:
      • National Institute of Governmental Purchasing, Inc (NIGP),
      • Miami Dade County League of Cities, ICMA
      • The Florida City and County Management Association (FCCMA)


Christopher J. Russo

Christopher J. Russo (Photo Credit: Sunny Isles Beach)
Christopher J. Russo (Photo Credit: Sunny Isles Beach)

Summary: 30+ years of experience managing all aspects of municipal government operations.  Skilled in fiscal planning and budgeting, alternate service delivery, zoning & planning procedures, collective bargaining, consensus building and leadership through adversity, turnaround and rapid growth situations. Significant consulting experience in both the public and private sectors. Proven capability to deliver high-quality, cost-effective services in affluent and working-class communities in suburban, urban, and waterfront locations.

City Manager, City of Sunny Isles Beach, FL 2012 to 2021

A diverse, waterfront community incorporated in 1997 with approximately 300 F/f employees, an estimated assessed value of over $12 billion in 2021. The FY 2021-2022 Adopted Budget is 131.8M including CIP of 28.5M. Was requested by the Commission to come back to Sunny Isles Beach after the city experienced turnover of five City Managers in my absence from 2005-2012.

Major Achievements

    • Oversaw $35 million project to underground FPL and other overhead utility lines and install decorative street lighting throughout the city.
    • Oversaw design and construction of two pedestrian bridges:
      • 174th Street Pedestrian Bridge built across a major canal.
      • 163rd Street Pedestrian Overpass across six lanes of a major State Road.
    • Oversaw design and construction of the city’s premier, five acre Gateway Park.
    • Succession Planning.
    • Significantly improved relations with members of the Police Union and Non-union Employees.
    • Oversaw implementation of Smart City efforts including installation of free WiFi in public parks and the beach, real-time mobile application for the city’s free bus service, solar charging benches in city parks and SIBAlert, a voluntary alert program that sends emergency alerts and notifications to residents.

Chris Russo & Associates (CRA), Sunny Isles Beach, FL 2005 to 2012

I took an opportunity in the private sector to establish CRA, utilizing my municipal management experience to provide municipalities in FL and NY and significant private sector property owners with specialized management services in the areas of planning, zoning, and the full-range of municipal government operations.

Village Manager, Village of Port Chester, NY 2008 to 2012

Located on Long Island Sound, the Village Port Chester (VPC) is a diverse, urban/suburban community with a large immigrant and low-income population. Key issues are taxes, cost control, housing and property maintenance. VPC was also struggling to comply with Dept. of Justice action concerning voter representation.

Major Achievements

    • Restructured organization to better focus resources on high priority tasks.
    • Reversed long period of inaction by setting key priorities for Board and plans for staff.
    • Developed long neglected plan for Code Enforcement.

    • Addressed long dormant personnel issues such as discipline and evaluation procedures.

    • Initiated effort to balance large-scale redevelopment with restoration of the historic aspects of the ‘Main Street’ business district.

Town Administrator Southwest Ranches. FL 2007 to 2008

Incorporated in 2000, Southwest Ranches provides all municipal services via contracts with private firms and public agencies. As Town Administrator, I was responsible for restructuring and bolstering professionalism of the entire government organization and re-establishing positive working relationships with government agencies and other business entities.

Major Achievements

    • Reversed several years of negative financial audits, corrected bidding procedures.
    • Rebuilt financial reporting systems to conform to government accounting rules, established the first line-item budget.
    • Developed specifications, negotiated contracts for all services, including sanitation, fire and police.

City Manager, City of Sunny Isles Beach, FL. 2000 to 2005

A diverse, waterfront community incorporated in 1997 with an estimated assessed value of $6billion in 2005. SIB experienced the fastest increase in residential property value in South Florida in 2002. Served as Chief Administrative and Budget Officer. Directed all operating departments and responsible for the appointment, supervision and performance of all city employees.

Maior Achievements

    • Planned and implemented a public/private partnership to spur development of the Government Center.
    • Led the effort to work cooperatively with the FDOT to cleanup and beautify the State roads in the city. Those agreements are still in place.
    • Implemented the City’s first Disaster & Emergency Response Plan.
    • Initiated a Master Plan for the Police Dept. and supervised its development.
    • Developed the first five year Capital Improvement Plan.

Village Administrator, Village of Rye Brook, NY 1987 to 2000

An affluent community in Westchester County, NY with estimated assessed value of $3 billion in 2000. Profiled in the New York Times (May, 1992 and March, 1994) as a progressive local government. Served as the municipality’s first senior manager, supervising all government services including: budgeting, personnel, police, fire, public works, parks and recreation.  Responsible for village elections and records management; acquisition of public lands; contract negotiation and dispute resolution; and planning process and economic development.

Major Achievements

    • Utilized master planning techniques for Police, Fire, and Finance, resulting in a surplus despite tight economic times.
    • Streamlined sanitation and recycling programs resulting in a savings of more than $2 million while maintaining high quality services.
    • Planned and led construction of a new Village Hall/Police HQ and the first fjre Dept. and station.

    • Computerized village operations and developed the first disaster emergency plan.

Assistant to the Village Manager, Village of Scarsdale, NY 1980 to 1987

A high-profile affluent community in suburban NY. Estimated assessed value of $7 billion.  Involved in all aspects of village government including contract negotiations with six unions.

Major Achievements

    • Headed lead agency program in the Building Dept. to streamline permitting process.
    • Contact person for the downtown redevelopment consulting team, working with civic, citizen advisory and business groups.
    • Supported the Police Dept. accreditation program by the Commission on Accreditation for Law Enforcement.

Consulting Experience 1980 to 2012

Assisted local governments in NY, NJ and MD with: development of strategic plans; executive search for administrator/manager and dept. head positions; and labor contract negotiations and dispute resolution. Also assessed viability of consolidating local government operations in NY and NJ and served as an invited speaker at more than 30 conferences on topics such as “Innovations in Local Government,” Public/Private Partnerships,” “Economic Development Incentives,” and “Leadership in Adversity.”

Professional Organizations

    • Member, Miami-Dade City/County Management Association (2000 to present)
      Treasurer in 2021/2022
    • Member, FL City and County Management Association (2000 to present)
    • Executive Board Member, NY Conference of Mayors ( 1994/1995)
    • Chairman, Point Source Subcommittee, L.I. Sound Task Force to eliminate nitrogen and other pollutants (1993)
    • Member, International City/County Management Association (1980 to present)
    • Former President, NY Municipal Management Association (1990-1991)
    • Former President, A.S.P.A., Lower Hudson Valley Chapter (1985-1986)


    • M.P.A. Degree with Distinction, Public Administration, Pace University, White Plains, NY 1984
    • B.A. Degree with Honors, Public Administration, Pace University, Pleasantville, NY 1980
    • Graduated Salesian High School, New Rochelle, NY 1976


Next Steps:

  • Individual in person candidate interviews separately with each Council Member:
    June 29, 2023
  • Vote by City Council to select the new City Manager:
    July 20, 2023

Residents are encouraged to share any feedback they have on the candidates with the City Council before July 20th.  That includes any past experiences (positive or negative) they may have had with any of the candidates.  Of course, you can share your feedback in the comments section below or via social media.


  1. Wonder why Dale Martin was fired from Fernandina. Reading the comments, there were a lot of complaints about him, and allegedly fraud. Did the search firm do their homework on him?


Please enter your comment!
Please enter your name here