HomeMy WebLinkAboutReso 2012-1842
RESOLUTION NO. 2012- \91.\ ^'
A RESOLUTION OF THE CITY COMMISSION OF THE CITY
OF SUNNY ISLES BEACH, FLORIDA, APPROVING THE
REORGANIZATION PLAN FOR THE CITY OF SUNNY ISLES
BEACH GOVERNMENT DEPARTMENTS, ATTACHED
HERETO AS EXHIBIT "A"; AUTHORIZING THE CITY
MANAGER TO DO ALL THINGS NECESSARY TO
EFFECTUATE THIS RESOLUTION; PROVIDING FOR AN
EFFECTIVE DATE.
WHEREAS, at the January 26, 2012 City Commission Workshop the City Manager
presented a Reorganization Plan for the City's Government Departments; and
WHEREAS, the City Commission wishes to approve the City's Reorganization Plan,
attached hereto as Exhibit "A", to improve operational efficiency, provide higher levels of
service where needed, and to free up strategic time for leadership.
NOW THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE
CITY OF SUNNY ISLES BEACH, FLORIDA, AS FOLLOWS:
Section 1. Approval of Reorganization Plan. The City Commission hereby approves the
Reorganization Plan for the City of Sunny Isles Beach Government Departments, attached hereto
as Exhibit "A".
Section 2. Authorization of the City Manager. The City Manager is authorized to do all
things necessary to effectuate this Resolution.
Section 3.
Effective Date. This Resolution is effective upon adoption.
PASSED AND ADOPTED this 16th day of February 2012.
! orman S. Edelcup, Mayor
ATTEST:
~QN~~
Jane . Hines, CMC, City Clerk
Page 1 of2
APPROVED AS TO FORM
AND LE AL UFFICIENCY:
Vote: ~
Mayor Edelcup
Vice Mayor Thaler
Commissioner Aelion
Commissioner Gatto
Commissioner Scholl
Moved by: ~~ S C \-\o\-L
Seconded by: \flU. Mft1:s'vl W'rt-~iR..
~CYes)
~Yes)
---1.L(Y es)
~Yes)
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Page 2 of2
_(No)
_(NO)
_(NO)
_(NO)
_(NO)
City of Sunny Isles Beach
18070 Collins Avenue
Sunny Isles Beach, Florida 33160
(305) 947-0606 City Hall
(305) 949-3 113 Fax
(305) 947-2150 Building Department
(305) 947-5107 Fax
City Commission
Norman S. Edelcup, Mayor
Lewis J. Thaler, Vice Mayor
Isaac Aelion, Commissioner
Jeanette Gatto, Commissioner
George "Bud" Scholl, Commissioner
Alan J. Cohen, City Manager
Hans Ottinot, City Attorney
Jane A. Hines, CMC, City Clerk
MEMORANDUM
TO: The Honorable Mayor and City Commission
FROM: Alan J. Cohen, City Manager
DATE: February 14,2012
RE: Updated Reorganization Plan
The following is an updated reorganization plan for the City of Sunny Isles Beach
government departments. It includes an overall rationale for the recommended
changes, a detailed description of the changes, and a five year projection of how these
changes will impact the City's budget. These recommendations are based on the
professional expertise of our department heads, which collaborated with me in the
development of this plan. They are also based on both my best assessment of our
organization's needs and on the considerable input I have received to date from the
members of the City Commission, including during the City Commission meeting on
January 19, 2011.
OVERALL RATIONALE
The changes in the plan are being recommended to 1) improve operational efficiency,
2) provide higher levels of service where needed, and 3) free up strategic time for
leadership.
To address these points, it is useful to look at where the organization is today. The City
is almost 15 years old. While the organization has grown over time to reflect the service
needs of a rapidly growing community, that growth was halted out of necessity by the
recent national recession. The economic conditions in our state worsened, with the real
estate and construction industries particularly hard hit. This led to a temporary
cessation of construction activity in the City and a reduction in the property tax base.
Our property tax base is once again on the rise, and our revenues will rise as well.
The type of organization (the culture) that we have today is similar to the one that was
first created in 1997. It is a transactional-based, reactive organization, which is
characteristic of a new organization that is striving to promote development, build out its
infrastructure, and accomplish its objectives quickly. As our City grows and matures
and our organization follows suit, we must evolve into strategic-based, proactive
organization. This does not mean that the organization will be any less efficient, but it
does mean that it will do so consistently and equitably. It also means that product and
service quality will improve. Agenda Item '0 A
'2- \ l,,-l"'2-
1
Date
You as the City's elected leaders have a ciear vision for the community. You have
invested many resources to improve community infrastructure and aesthetics. It is time
for the organization that implements the vision of its elected leadership to change into
an entity that is better prepared to deliver both the quantity and quality of services that
the City's residents expect and deserve. And it is time for the City to invest more
resources into its workforce to achieve these desired results. This plan addresses how
our people are organized. In the future, as our financial conditions continue to improve,
I hope to come back to you to address how our people are compensated.
Of all the goals of bringing our organization to the next level in its development, freeing
up strategic time for leadership is most critical. Currently several department heads are
working on average 65-70 hours a week. Our department heads are bogged down with
transactional activities like administrative paperwork, day to day functions and reacting
to 'fires'. Consequently, many of the thought leaders of our organization do not have
'think time,' let alone a healthy work-life balance.
In order for our department heads to envision the future needs of their departments and
work on improving the quality of their operations and service delivery, and in order for
them to also contribute as members of the leadership team to the improvement of the
overall organization, they require more time within a work week of reasonable length to
be strategic, proactively improve their operations and prevent those 'fires' from ever
starting up. Many of the changes in this plan are designed to free up strategic time for
the organization's leaders.
Providing higher levels of service is being driven by different factors. Construction
activity is now picking up again, and with it comes more residents and greater demands.
The construction activity itself places special demands on our organization, and we
have carefully planned ways to address those demands. Not only do we already have
more service demands from more residents, but we also have demands for different
services and higher quality services. As we grow as a community, our residents expect
us to provide them with quality services commensurate with the quality image of our
community, Florida's Riviera. The changing demographics of our community are also
resulting in new service demands. As we evolve into a younger and more family
oriented community, the needs of our new families place new demands on our
organization, not only in what we provide but how we communicate. Many of the
changes in this plan are designed to address the growing service needs and demands
of our growing and changing community.
Whenever one looks at making changes to the structure of an organization, one must
look at ways of improving operational efficiency. For example, we have similar
functions that reside in different departments. At times it makes sense to combine
these similar functions under one roof. We benefit from improved economies of scale,
eliminating redundancy of effort and achieving a more focused, coordinated and
comprehensive delivery of services. Sometimes improving operational efficiency
requires increasing staff in specific areas that are understaffed and sometimes it
2
requires reassigning staff to new tasks that require our attention. The rest of the
changes in this plan are designed to improve operational efficiency.
RECOMMENDA TIONS
Department of Community Development - This Department (formerly known as the
Services Division) is currently comprised of the Building Services Division and the Code
Compliance Division. A third Planning and Zoning Division will be created. This
division will be comprised of a new full-time Planner and an existing GIS Technician.
The former ACM/Director of Services previously served as the City's Planning and
Zoning officer. He was supported part-time by the Administrative Coordinator of the
Code Compliance Division and by an outside consultant. The new Planner position will
be devoted full-time to planning and zoning issues, which will be particularly important
during the city's next growth phase. Over time, we expect a marked decrease in the
need for outside consulting services in this area.
The GIS Technician position currently resides in the IT Department. The vast majority
of the work product of this position is focused on planning activities for the Departments
of Community Development and Public Works. The only other person in the
organization who is cross-trained to support the GIS area happens to be the employee
who will become the Planner. Moving this position to the Department of Community
Development will provide the position with more relevant oversight and provide for
better coordination of services. It will also provide the position incumbent with cross-
training opportunities in other areas of this department.
The Code Compliance Division will see the elimination of the Student Intern position as
the position incumbent moves into the Administrative Coordinator role being vacated by
Planner. A new Parking Enforcement Officer position will be created to provide more
coverage during our night time hours, the costs of which will be partially offset by
increased parking revenues.
The Building Services Division will see a significant increase in personnel over the
coming months and years. These increases will be synchronized with increases in
building activity, and will be paid for in full by the fees generated by the new building
activity. You have been provided with an attachment that lays out the incremental
staffing increases we foresee based on the incremental increase in large building
construction activity. For every two new buildings added, we will move to the next step
in the staffing plan. Both full-time and part-time personnel will be added. When this
next building boom tapers off, we will reduce staffing incrementally in the same way we
increased it to ensure that we maintain the right balance between an adequate level and
a surplus in staffing.
The only change in the Building Services Division that you are being asked to approve
now is the increase of the Chief Plumbing Inspector to full-time. We will come back to
you for the other staffing increases called for in the Building Services plan as needs
dictate.
3
Department of Public Works - The position of the Director of Public Works/City
Engineer is being split up into two positions. It is not possible for one person to
adequately perform all of the work currently required of the current position. The new
Assistant Director position will provide the Director with professional assistance in
managing contractors and capital projects, in addition to managing our front line
personnel. This will provide increased accountability for the various work crews in
Streets, Facilities, Fleet, Construction and Transportation. This will also free up time for
the Director to provide in-house engineering services that will save the City a significant
amount of money that it currently spends on outside consulting firms.
In May 2012, after the new leadership of the Department of Public Works has been
established, the Transportation Division currently located in the Department of Cultural
and Human Services (CHS) will be transferred over to the Department of Public Works,
a more natural home for this function.
The Parks Maintenance (Parks) group in Public Works will be combined with the Parks
group at CHS. The new consolidated group will be housed under the umbrella of CHS.
Department of Human Resources - The incumbent Assistant to the City
Manager/Human Resources (HR) is retiring and the position is being eliminated. A new
Director of Organizational DevelopmentlHR is being created. This position will serve as
a strategic HR partner for the City Manager and will focus on organizational
development, which is a body of knowledge and practice that enhances organizational
performance and individual development. This includes organizational strategies,
structures and processes for improving the effectiveness of the organization, as well as
leadership development, change management, performance management and
coaching to name a few.
Department of Finance - Two new positions are being created in this department;
Buyer and Senior Accountant. The Buyer will primarily work with the Purchasing Agent,
helping to speed up the procurement process. A standardization of effort in this area
and increased oversight of contracts has already yielded hundreds of thousands of
dollars in annual savings, but has resulted in a slower turn-around time of the purchases
and contract signings of other City departments. The additional assistance in this area
will practically pay for itself by allowing the Purchasing Agent to spend more time finding
the City savings in its purchases and contracts.
The Senior Accountant position will help alleviate the ongoing work overload being
experienced by both the City Controller and the Director of Finance. The Director will
shift several new responsibilities to the Controller, who in turn will shift many
responsibilities to the Senior Accountant. The Director will take on the new
responsibility of overseeing the City's Risk Management program (currently housed in
HR), which includes most of the City's insurance portfolio except for health insurance.
Police Department - The Ocean Rescue Division of CHS is being transferred to the
Police Department. This brings under one roof all of the public safety activities of the
4
city. It provides the most natural home for this division in the absence of a City-run Fire
Department. It will also improve coordination and communications between Ocean
Rescue and the Marine Patrol Officer, Beach Patrol Officers and other members of the
Police Department.
The Operations Division will be split with the formation of a new Special Operations
Division headed by the current Lieutenant of Operations. This new division will house
all special operations outside of the road patrol, including the Motors Unit, the Detective
Bureau, the Marine Patrol, the Ocean Rescue Division, the enlarged Special
Enforcement Unit (SEU) and the new Community Policing Unit. The existing Sergeant
of Investigations position will oversee both the Detective Bureau and the new Special
Enforcement Unit, while a new Sergeant of Special Operations position (internal
transfer) will oversee everything else.
The addition of one new position in the Motors unit (which restores it to its former
staffing levels) is being driven by the increased construction activity and the increased
traffic we will be experiencing as a result of both the construction itself and the
population/vehicle increases we will see after the construction. Motorcycles are
invaluable when there are bottlenecks and traffic jams, allowing officers to get to and
navigate places that patrol cars cannot. It also allows us to better enforce some
important traffic laws, including excessive speed, failure to yield, and failure to yield for
pedestrians.
Three factors are driving the creation of the new Community Policing unit and
expansion of the SEU; 1) cutbacks in critical units from neighboring law enforcement
agencies due to the economy, 2) noticeable increases in gang related crimes and
relocation of nationally recognized gang members to the South Florida area, and 3) an
uptick in the minor crimes activity of our own population as our demographics change
towards a more juvenile and young adult oriented population in our city.
The Community Policing unit will be comprised of four officers who will spend most of
their time on bicycles. Community policing, which the Chief considers as both a highly
effective and necessary type of policing for our community today, is a philosophy which
supports the systematic use of partnerships and problem-solving techniques to
proactively address the immediate conditions that give rise to public safety issues such
as crime, social disorder, and fear of crime. It is based on collaborative partnerships
between the police and individuals and organizations in the community to develop
solutions to problems and increase trust in police. The increase in trust results in better
cooperation and information sharing between the community and the police, which is
particularly hard to develop with some of our immigrant populations that could not trust
their home country police agencies.
The unit will have a day and night shift and will work on developing closer relationships
with community residents and business owners. It will also serve as our parks patrol
and special events security, and provide a better way for us to enforce bicycle safety in
the City.
5
The Special Enforcement Unit was first created earlier this year in anticipation of
increases in street crimes and has already scored several important successes. It
focuses on lower level drug crimes in our City that state and federal agencies do not
have resources to devote to, as well as gang-related activities. It also provides park
patrol security during peak hours and at special events. Up until now the unit has relied
on borrowing officers from the patrol unit, but this is not sustainable. The two new
positions in this unit (one new hire, one internal transfer) will provide stability for the unit
and the ability to engage in more complex and protracted investigations.
Department of Cultural and Community Services (eCS) - Formerly known as CHS,
this department is seeing the most change. In March 2012, Ocean Rescue will move to
the Police Department. In May 2012, Transportation will move to the Department of
Public Works. This will leave a department that is better focused on its core mission of
providing a variety of cultural, recreational and other services to the community and
communicating those services to our residents, visitors and others.
A new position of Administrative Assistant will be added. It will provide direct support to
the Director of CCS and will also support the Assistant Director.
A new part-time position of Special Events Assistant will be added. This new position
will assist the Special Events Coordinator and will alleviate some of the special events
workload of the Director and Assistant Director.
The Parks Patrol positions will be eliminated. As mentioned earlier, this will be picked
up by the new Community Policing Unit.
A new Communications Division will be created at CCS. All of the City's external
communication efforts will be consolidated under a new Outreach Coordinator. This
new position will oversee the staff in this division, serve as the City's Public Information
Officer/Spokesperson, coordinate marketing with Special Events and other City
activities and write copy for the newspaper, web site and TV/Radio shows. This
position will also coordinate with both the City's graphics design/branding consultant
and our Tourism and Marketing Council, and oversee activities at the Visitor's Center.
The Video and Radio Production Specialist will move to this division from IT and will
work more closely with the other communication practitioners. A new combined Web
and Social MediaNideo and Radio Assistant position will be created. This will allow the
City to move and maintain its web site in-house, resulting in a much more robust and
flexible information source for residents, visitors and others. This new position will also
improve the City's cyberspace presence, providing other ways for residents to both
access information and share it with the city. A good example of the latter is a mobile
phone application (app) that allows residents to take pictures of problems they see in
the city and send them to us (along with the GPS coordinates) so that we can respond
appropriately. This new position will also provide much needed support to the Video
and Radio Production Specialist and help him to improve the quality and quantity of
programming offerings for our television, radio and internet presence.
6
As mentioned earlier, the Parks Maintenance (Parks) group in Public Works will be
combined with the Parks group at CCS. The new consolidated group will be housed
under the umbrella of CCS. This consolidated group will have a new full-time Parks and
Recreation Manager and two new Working Supervisors (promotions). The Parks and
Recreation Manager will conduct daily inspections of all city parks and provide daily
checklists for the Working Supervisors. This position will also coordinate efforts of the
Parks group with other CCS personnel for special events, coordinate efforts between
the Parks group and the Public Works whenever additional skills are needed, and
provide oversight and guidance to the Working Supervisors. The Parks and Recreation
Manager will also oversee the Athletics Coordinator who oversees our team sports
programs.
The new Parks Working Supervisors will each manage a crew of three and each crew
will maintain three parks. As more parks come on line in the future, we will determine if
we need to either increase crew size or add a third crew. The consolidation of the
Parks crews will allow us to cross-train all of the Parks staff and respond better to all of
our ongoing parks maintenance needs.
Not yet - The recommendations above do not include some things that will likely be
needed in the future, but in the interest of both not increasing costs too quickly and
being able to first assess the impact of the above recommendations before making
other changes, these additional ideas will be put on hold.
The most obvious change would be the transfer of the consolidated Parks group to
Public Works. This is the more natural home for this function. Once the new
management team is on board and the culture of the Department of Public Works
becomes more customer-facing so to speak, this is a move that will be brought back for
discussion with the Commission.
Another change would be the addition of another Construction crew with the increased
capability of taking on larger projects, including road and sidewalk repair and larger
construction projects.
Another future change would consolidate all of the City's front desk personnel under
one roof as newly cross-trained Customer Service Representatives that support PCP,
City Hall main reception, City Hall 4th floor reception and the Visitors Center.
And if the quantity and complexity of the City's cultural and special events offerings
continues to increase, more assistance will also be needed in this area.
7
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Preview
Page 1 of 1
City of Sunny Isles Beach
18070 CoIlins Avenue
Sunny Isles Beach, Florida 33160
(305) 947-0606 City Hall
(305) 949-3113 Fax
MEMORANDUM
TO:
The Honorable Mayor and City Commission
FROM:
Alan 1. Cohen, City Manager
DATE:
2/16/2012
RE:
The City Manager's Reorganization Plan
RECOMMENDATION:
Approve the resolution authorizing the plan
REASONS:
The City Manager has developed a comprehensive reorganization plan for the City of
Sunny Isles Beach government organization. The changes in the plan are being
recommended to 1) improve operational efficiency, 2) provide higher levels of service
where needed, and 3) free up strategic time for leadership.
In order to accomplish the goals of the plan, staff positions are being added and other
staff positions are being moved to new divisions or departments. This requires both an
addition of and a transfer of budget funds that must be approved by the City Commission.
ADDITIONAL INFORMATION:
The Reorganization Plan memo lays out the rationale and recommendations of the plan.
An updated memo is being prepared for distribution prior to the Agenda Workshop that
will reflect the changes to date recommended by the City Commission.
ATTACHMENTS:
.
Resolution
http://sibagenda.sibfl.net/agenda/Preview.aspx?ItemID=714&MeetingID=O&MeetingDate=... 2/9/2012