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<br />') <br /> <br />-DataCollectionand..Review <br /> <br />) <br /> <br />) <br /> <br />This task will consist of interviews with department staff and internal clients of the <br />department within the City of Sunny Isles Beach. <br /> <br />Interviews will be scheduled with department personnel, public safety users, and <br />state/federal regulatory agency officials for acquiring an understanding of issues and <br />concerns related to the department objectives. In addition, we will interview "internal <br />clients" of the department. Theses clients will consist of representatives of other City <br />departments (Police, DPW, Inspections etc.) The results of these interviews, combined <br />with the data review described herein, will form the basis for the completion of a general <br />review of the City and the departments included in the study and serve as a basis for a <br />preliminary discussion with City officials regarding our preliminary findings. <br /> <br />During our records and data review, we will examine: <br /> <br />. <br /> <br />The City's Charter, Ordinances, and related local and state rules and regulations <br />that prescribe the legal basis for the administration and operation of the various <br />department. <br />All current labor and/or employment agreements <br />The organizational structure focusing on operating procedures, reporting <br />relationships, evaluation of work performance, establishment of department and <br />individual employee goals and objectives, and department staffing <br />responsibilities, <br />Department operating and [mancial planning budgets and forecasts for the <br />purpose of determining the use of performance management tools in the <br />budgeting and forecasting process, and capital budgets to identify methods used <br />to prioritize, rank, and fund capital projects. <br />Automation and information management system practices with an emphasis on <br />how these support the department's business and service operations; examining <br />the financial system (general ledger, subsidiary ledgers, accounts payable, cash <br />disbursements) and the link to operational activity records management; and <br />integration with the City's financial system; the equipment and fixed asset <br />inventory system and integration with the City's system; and the work order <br />system and integration with the City's financial system. <br />Business performance measurement systems, examining in particular existing <br />internal management reports; public safety programs and activity structure; <br />program and activity budget allocations; work schedules and how work hours are <br />recorded by program or activity. <br />Current department goals, objectives or performance targets; existing measures of <br /> <br />. <br /> <br />. <br /> <br />. <br /> <br />. <br /> <br />. <br /> <br />. <br /> <br />7 <br />