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You as the City's elected leaders have a ciear vision for the community. You have <br />invested many resources to improve community infrastructure and aesthetics. It is time <br />for the organization that implements the vision of its elected leadership to change into <br />an entity that is better prepared to deliver both the quantity and quality of services that <br />the City's residents expect and deserve. And it is time for the City to invest more <br />resources into its workforce to achieve these desired results. This plan addresses how <br />our people are organized. In the future, as our financial conditions continue to improve, <br />I hope to come back to you to address how our people are compensated. <br /> <br />Of all the goals of bringing our organization to the next level in its development, freeing <br />up strategic time for leadership is most critical. Currently several department heads are <br />working on average 65-70 hours a week. Our department heads are bogged down with <br />transactional activities like administrative paperwork, day to day functions and reacting <br />to 'fires'. Consequently, many of the thought leaders of our organization do not have <br />'think time,' let alone a healthy work-life balance. <br /> <br />In order for our department heads to envision the future needs of their departments and <br />work on improving the quality of their operations and service delivery, and in order for <br />them to also contribute as members of the leadership team to the improvement of the <br />overall organization, they require more time within a work week of reasonable length to <br />be strategic, proactively improve their operations and prevent those 'fires' from ever <br />starting up. Many of the changes in this plan are designed to free up strategic time for <br />the organization's leaders. <br /> <br />Providing higher levels of service is being driven by different factors. Construction <br />activity is now picking up again, and with it comes more residents and greater demands. <br />The construction activity itself places special demands on our organization, and we <br />have carefully planned ways to address those demands. Not only do we already have <br />more service demands from more residents, but we also have demands for different <br />services and higher quality services. As we grow as a community, our residents expect <br />us to provide them with quality services commensurate with the quality image of our <br />community, Florida's Riviera. The changing demographics of our community are also <br />resulting in new service demands. As we evolve into a younger and more family <br />oriented community, the needs of our new families place new demands on our <br />organization, not only in what we provide but how we communicate. Many of the <br />changes in this plan are designed to address the growing service needs and demands <br />of our growing and changing community. <br /> <br />Whenever one looks at making changes to the structure of an organization, one must <br />look at ways of improving operational efficiency. For example, we have similar <br />functions that reside in different departments. At times it makes sense to combine <br />these similar functions under one roof. We benefit from improved economies of scale, <br />eliminating redundancy of effort and achieving a more focused, coordinated and <br />comprehensive delivery of services. Sometimes improving operational efficiency <br />requires increasing staff in specific areas that are understaffed and sometimes it <br /> <br />2 <br />