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125-2001 LTC CITY OF MIAMI BEACH Office of the City ManaQ,er Letter to Commission No. IJS ditl2-} m To: From: Mayor Neisen O. Kasdin and Members of the City Commission Jorge M. Gonzalez djJ-&i.c.. City Manager Date: June 19, 2001 Subject: PUBLIC WORKS DIRECTOR This Letter to the Commission is to inform you of a recent appointment I have made in the Administration. Effective Monday, June 25, 2001, Fred H. Beckmann will join the City of Miami Beach as the Director of Public Works. Fred comes to us with extensive experience in public administration and public works management in complex public facilities worldwide. Fred retired from the U.S. Navy last month where most recently, he served as the Chief of Staff of a complex military base equivalent to a city, employing 1,200 civilians plus outsourced staff, and with an annual operating budget of $170 million. The directors of Public Works, Environmental Services and Construction, among others, all reported directly to him. In Fred's previous assignment with the Navy, he was the Director of a large metropolitan public works center with annual revenues of $400 million. In this position, he led and managed 1,700 civilian employees plus contracted personnel, serving 18 military bases. In addition to directing maintenance and operations of all types of facilities and the supporting infrastructure, he has managed capital improvements, engineering and design, transportation and environmental services, utilities and energy conservation, waste management, recycling, and other city services. Fred also has experience in emergency management and has successfully conducted several hurricane disaster recovery operations in South Carolina, Guam and American Samoa. Fred, his wife Marili, and their two daughters are relocating from San Diego to South Florida. Please join me in welcoming Fred to our team. I am sure that you will find him to be highly qualified and professional. I have attached a copy of his resume for your information. Should you have any questions, please feel free to contact me. JMG/RCM/RJl/sam F:\CMGR\$ALl\L TC..o1\Beckman,doc Attachment , ( ..' Fred H. Beckmann, P.E. 751 Marsopa Dr., Vista, CA 92083 Office: (805) 989-7903; Cell: (805) 312-6333 E-mail: mailto:4internet(mhome.com EXECUTIVE PROFILE Accomplished executive with proven record of success in the planning, design, construction, maintenance, and operation of facilities and major complexes, including worldwide programs. Significant experience in pUblic works, construction and base/city management MS and PE in Civil Engineering. Top secret security clearance. Global perspective from living or working in Europe, Latin America, the Orient, and the Middle East Multi-cultural; fluent in English and Spanish, working knowledge of Portuguese. Qualifications and strengths include: Program Management Strategic Business Planning Contract Negotiation Financial Management Leadership Public Works Management Organizational Design Base/City Management Customer Service Construction Management Change Management Team Building EDUCATION, LICENSES AND CERTIFICATIONS Advanced Executive Program, Kellogg Graduate School of Management - Northwestern University MS Civil Engineering (Construction Mgt and Business Administration) - University of Washington BS Civil Engineering (Structural) - University of California at Los Angeles Professional Engineer, State of California PROFESSIONAL EXPERIENCE Naval Base Ventura County, Port Hueneme and Point Mugu, CA (08/1999 - Present) Chief of Staff (Chief Operating Officer). City manager for large naval complex with own airport and seaport, providing services to 2 bases with a population of 17,000. Leads a 1,200 person workforce and manages a $170 million annual operating budget providing: Public Works, Housing, Utilities, Environmental, Transportation, Airport/Seaport Operations, Police, Fire, Recreation, Information Technology, Human Resources and Community Services. . Planned, organized and executed consolidation of 2 large bases into a single one. Eliminated duplicate departments and reduced costs by $6 million. . Negotiated landmark agreement with Oxnard Harbor District for joint use of military wharf by private sector. Estimated annual revenues of $ 3 million will foster community economic development . Led complex and sensitive support to all local and national agencies and media in the search and recovery efforts following the crash of Alaska Airlines Flight 261. . Delivered top quality services in spite of 30% budget reduction and corporate centralization. Amphibious Construction Battalion ONE, Coronado, CA (08/1997 - 08/1999) Commanding Officer (Chief Executive Officer), leading 1,700 employees and 34 managers in 18 commands located throughout the United States, providing worldwide construction and logistics support to amphibious Navy and Marine Corps forces. Equipment assets valued at $500 million. . Achieved 95% combat readiness within 90 days. Aggressively recruited experienced and talented staff officers, established an organizational recovery platl, and focused entire organization. . ~. ." Fred H. Beckmann. P.E. Paae Two '. Increased reserve recruitment by 20% and improved reserve performance to match that of active duty personnel through full integration of active duty and reserve personnel training. . As a result, the command received several national awards for operational excellence, retention, training and safety. Navy Public Works Center, San Diego, CA (07/1995 - 07/1997) Executive Officer (Chief Operating Officer). Supervised and directed 16 executive and senior managers, overseeing an enterprise with revenues in excess of $400 million, employing over 2,700 civilian personnel. Provided public works products and services to all major Navy and Marine Corps installations throughout Southern California. Scope of responsibility included organizational operations and financial performance, facilities maintenance, engineering and contracting, utilities, environmental services, crane and transportation services, and technical support. . Efficiently downsized the organization by 300 employees, with only 40 involuntary separations. . Reduced overhead costs by 20% and utilities consumption by 10%, with savings of $21 million. . Improved service response time by 30% and customer satisfaction ratings by 15%. . Achieved $20 million operating surplus over two years. . Changed cultural makeup of reactive, uninvolved workforce to a proactive, motivated one. Chief of Naval Operations, Washington, D.C. (05/1992 - 06/1995) Head, Navy Facilities Planning Branch (Executive Corporate Planner). Principal planning advisor on the Chief of Naval Operations staff, assessing present and future facilities requirements for the entire Navy, encompassing 100,000 buildings and 4 million acres of land. As the Navy's planning advisor on base closures, briefed and advised members of Congress and their staffs and senior Navy officials on a multitude of politically-sensitive issues. Developed policy and plans which affected establishment, realignment, or closure of Navy facilities and installations worldwide. . Led Navy-wide 1993 and 1995 base closure planning actions, which resulted in the closure and realignment of 162 installations, with net annual savings of $8 billion in operating costs. . Successfully overcame significant opposition from Congressmen and senior Navy leaders to complete the construction of a new Mine Warfare Base at Ingleside, Texas, and a new nuclear carrier Naval Base at Everett, Washington. . Spearheaded Navy and congressional approval to homeport nuclear aircraft carriers in San Diego, CA, Seawolf-class submarines in New London, CT, and fighter aircraft in Lemoore, CA. Engineering Field Division, Southwest, San Diego, CA (06/1990 - 05/1992) Officer in Charge of Construction (Chief Operating Officer). Contracted and managed all construction, engineering, design, and facilities services for the largest Marine Corps base in the world, which supports more than 50,000 personnel and their families. Directed 71 employees and supervised $145 million per year of work in-place construction projects, facilities services and architect-engineering contracts. . Delivered on time and within budget the largest construction program in the history of Camp Pendleton: built $250 million of critical operational, training, and support facilities, and two master-planned communities with 2,500 houses, schools, and recreational and shopping facilities. . Achieved a 20% improvement in completion of all projects, on time and within budget . Reduced contract claims by 20% and cut the backlog of unresolved claims to $2 million down from $35 million through the use of process re-engineering and contractor partnerships.