2001-24557 RESO
RESOLUTION NO. 2001-24557
A RESOLUTION OF THE MAYOR AND THE CITY
COMMISSION OF THE CITY OF MIAMI BEACH,
FLORIDA, RETROACTIVELY CONSENTING TO THE
APPOINTMENT OF SAUL FRANCES AS PARKING
DIRECTOR, FRED BECKMANN AS PUBLIC WORKS
DIRECTOR AND VIVIAN GUZMAN AS NEIGHBORHOOD
SERVICES DIRECTOR FOR THE CITY OF MIAMI BEACH.
Whereas, the City Manager has appointed Saul Frances as Parking Director, Fred
Beckmann as Public Works Director and Vivian Guzman as Neighborhood Services Director; and,
Whereas, pursuant to Section 4.02 of the City of Miami Beach Charter, the City Manager
has power to appoint directors of City departments with the consent and confirmance of the Mayor
and the City Commission; and,
Whereas, the Mayor and the City Commission wish to consent and confirm the
appointment of Saul Frances as Parking Director, Fred Beckmann as Public Works Director and
Vivian Guzman as Neighborhood Services Director of the City of Miami Beach.
NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND THE CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and the City
Commission have consented to and confirmed the appointment of Saul Frances as Parking
Director, Fred Beckmann as Public Works Director and Vivian Guzman as Neighborhood Services
Director of the City of Miami Beach.
PASSED AND ADOPTED this 5th
day of September, 2001.
ATTEST:
~~
CITY CLERK
1lt/i
MAYOR
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APPROVED AS TO
FORM & LANGUAGE
& FOR EXECUTION
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SAUL FRANCES. Jr,
EDUCATION:
Bachelors of Business Administration
Florida International University, Miami, Florida
EXPERIENCE:
City of Miami Beach, Florida
Parking Director - March 2001 to Present
Develops the Department budget; full responsibility for the implementation, revision, and
compliance review of the Department's budget; authorizes purchases and expenditures
of the Department; oversees daily activities of Department personnel; oversees contract
personnel, and Department contracts and bid awards; reviews and authorizes
Department's payroll; performs employee performance evaluations, and reviews
evaluations performed by subordinate staff; coordinates City's parking needs with other
govermnental agencies; conducts feasibility studies to determine the need for additional
parking facilities, rate changes or adjustments, and the development of new residential
parking programs and monthly parking programs; develops Department policies and
procedures; addresses City Manager requests and Mayor and City Commission requests;
attends Community meetings, and works with Community groups as the City's
representative of the Parking Department.
Assistant Parking Director - December 1993 to October 2000
Responsible for on-street operations including enforcement, parking meter operations, and
regulatory sign and pavement markings. Oversees On-Street Parking Division with 54
employees and an annual budget of $6M.
Miami Parkin!! Svstem (ADriI1987-December 1993)
Director of Planning and Development - Responsible for new development, acquisitions,
construction, marketing, customer service and parking enforcement.
Director of On-Street Operations - Responsible for on-street operations including
enforcement, parking meter operations, and regulatory sign and pavement markings.
Parking Meter Maintenance/Collection Supervisor - Responsible for parking meter
maintenance and collections.
Garage Manager (Bayside) - Responsible for the daily operations of the Bayside Parking
Garage (1,200 spaces) and City of Miami Municipal Lot No. 24 (600 spaces).
Cashier - Responsible for processing cash transactions at various parking system facilities.
CERTIFICATIONS
CAPP (Certified Administrator of Public Parking) International Parking Institute
Certified Parking Enforcement Specialist (Florida)
AFFILIATIONS
International Parking Institute
Florida Parking Association
Fred H. Beckmann, P,E,
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 - Northwestem 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
qevelopment.
- 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 plan, 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-c1ass 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.
...,. .'
Vivian p" Guzman,
,
SUMMARY
A results-oriented, hands-on manager and troubleshooter with more than 14 years of diverse
professional management, supervisory, communications and administrative experience. Most
recently overseeing citizen assistance, information and referral, outreach and code enforcement
programs.
WORKB/STORY
1998-Present MIami-Dade County, Team Metro, Division Director, Compliance Division
Responsible for the day-to-day operation and supervision of a staff of 34, including three
supervisors wilh an annual operating budget of approximately $2.2 million. This division includes
the Lien & Collection Unit, Minimum Housing and Remediation Unit. Prepare annual operating
budget for division and track monthly expenditures. Experience in contract preparation, negotiation
and monitoring. Implemented and developed performance measures for both the lot clearing and
abandoned vehicle contracts. Structured these contracts to increase participation from
vendors/contractors. Created Remediation Unit staffing and budget. Significantly reduced
remediation/lot clearing from 60 days to approximately four days. Represents department director
in zoning items that go before the Board of County Commissioners. Coordinate the distribution of
resolutions and enforcement histories for the zoning hearing packages. Performed audit of Team
Metro Caleb that led to performance improvements in that office. Drafted significant legislation
that increased revenue and improved enforcement processes for the department. Currently working
with Information Technology Department to implement a paperless system for the preparation and
submission of remediation packages that will further reduce the lot clearing/abandoned vehicle
removal timeframe with the regional offices. Developed and implemented code compliance policies
and procedures for the department. Provide guidance to the nine offices with code compliance
enforcement action or interpretation of the Code of Miami-Dade County. Exceeded projected
revenue for both the Lien and Collection Unit and Minimum Housing for FY 98-99 and FY 99-00.
Proposed and currently developing a long-term solution of donating the chronic, neglected lots that
require maintenance to Habitat for Humanity to develop affordable housing. Established monthly
meetings with Team Metro Neighborhood Compliance Supervisors to discuss departmental code
compliance issues. Implemented procedures to improve the timely and effective completion of
County Manager's Office correspondence assignments. Meet with residents, alleged violators and
media to handle matters nol resolved at the regional level. Recommended the establishment of
monthly reports from the regional offices to advise the department director and county manager of
issues concerning the community. Developed curriculum and taught at Team Metro University.
Created several Team Metro fact cards and assisted in the development of The Golden Guide.
,
.
Vivian P. Guzman
Page 2
1995-1998 Miami-Dade County, Team Metro, Regional Coordinator
Responsible for the day-to-day operation and supervision of one of seven neighborhood county
offices that provide a wide array of serJices to our community. Experience in working with four
diverse areas of Dade County: North West Dade, North East Dade, South West Kendall, and the
West Dade area. Opened an office providing community relations and outreach services to
residents, then transitioned and expanded to included enforcement of the county code for
environmental nuisance, solid waste, and residential zoning violations. Manage a staff of 19,
including two supervisors with an annual operating budget of approximately $1.0 million. Produce
monthly statistical reports of office productivity. Prepare and implement office operating
procedures and standards. Audit staff cases and office cash fund. Prepare annual operating budget
for regional office and track monthly expenditures. Coordinate and participate in code enforcement
sweeps. Organize and supervise graffiti paint-outs with young adults completing community hours.
Respond and resolve complaints and concerns from commissioners, community groups and
residents. Educate the public through presentations at local meeting; interviews with the media;
and the production of a quarterly newsletter. Cross-trained and motivated staff to successfully
.increase employee productivity in each of the four offices assigned. Coordinate special events with
the media.
1994-1995 Metropolitan Dade County, Homeless Trust, Administrative Assistant II
Staffed meetings of the Homeless Trust and its various subcommittees. Monitored service
providers under contract with the Trust. Assigned to special projects and assignments that required
extensive independent research and analysis, such as, preparing the modified application and
negotiating the extension of the Homestead Air Force Base Transitional Housing Proposal; serving
as the office liaison and coordinator for a $ISmillion US HUD Initiatives grant.
1993-1994 Metropolitan Dade County, Office of Homeless Programs,
Case Manager/Supervisor
Coordinated the smooth transition of homeless families to temporary housing after Hurricane
Andrew. Staffed overnight emergency shelters and coordinated the delivery of supplies.
Administrative duties included developing budgets for homeless projects; reviewing and editing
funding proposals; and reviewing contracts with homeless providers; coordinating media events.
Supervisory duties included monitoring 12 case managers and their client files to ensure procedural
compliance. Developed policies and procedures for this social services agency. Organized special
volunteer fundraising efforts.
1992-1993
University of Miami, Resident Assistant
1989-1992
Commerce Bank, Letters of Credit Negotiator
1984-1989
Banco Exterior de Espana, Accounts Payable Supervisor
Vivian P. Guzman
Page 3
EDUCATION
1992 St. Thomas University - Miami, Florida
Bachelor of Arts in English, Cum Laude, Dean's List
PROFESSIONAL TRAINING
Team Metro University
Customer Service in the Public Sector Seminar
Miami-Dade County, Ethics Training
Successful Communication Skills for Women Seminar
AWARDS
Metro-Dade County Office of Homeless Programs Certificate of Appreciation
U. S. Department of Housing & Urban Development Certificate of Appreciation
W.R. Thomas Middle School Certificate of Appreciation - Career Day Speaker
National Association of Hispanic Public Administrators Certificate of Appreciation
Numerous Miami-Dade County Certificates of Appreciation and Team Metro Star Awards
LANGUAGES
Fluent in English and Spanish
PROFESSIONAL & CIVIC AFFILIATIONS (Past & Present)
American Association of Code Enforcement (AACE)
American Society for Public Administration (ASPA)
Body Positive Research Center - Fund Raising Committee
City of Miami Waterfront Advisory Board Member
Florida Associate of Code Enforcement (FACE)
Genesis Catholic Hospice
Health Crisis Network - Fund Raising Efforts
Hialeah-Miami Springs Chamber of Commerce
National Association of Hispanic Public Administrators (NAHPA)
National Council of La Raza Member
National Multiple Sclerosis Society
North Miami Chamber of Commerce
Miami Beach Latin Chamber of Commerce
COMPUTER SKILLS
Lotus 1-2-3, AmiPro, WordPerfect, Excel, Fox Pro Dafa Base, Approach Data Base, Miami-Dade
County Public Access System, Microsoft Word, Windows 98, Windows NT, Case Management
System (Oracle Data Base)
References Available Upon Request
CITY OF MIAMI BEACH
CITY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH, FLORIDA 33139
http:\\ci.miami-beach.f1.us
COMMISSION MEMORANDUM
TO:
Mayor Neisen O. Kasdin and
Members ofthe City Commission
DATE: September 5, 2001
FROM:
d~
A RESOLUTION OF THE MAYOR AND THE CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA, RETROACTIVELY CONSENTING
TO THE APPOINTMENT OF SAUL FRANCES AS PARKING DIRECTOR,
FRED BECKMANN AS PUBLIC WORKS DIRECTOR AND VIVIAN
GUZMAN AS NEIGHBORHOOD SERVICES DIRECTOR FOR THE CITY
OF MIAMI BEACH.
Jorge M. Gonzalez
City Managef
SUBJECT:
ADMINISTRATION RECOMMENDATION:
Pursuant to the requirements of Article IV, Section 4.02 of the City Charter it is recommended that
the Mayor and the City Commission adopt the attached Resolution consenting to the appointment
of Saul Frances as Parking Director, Fred Beckmann as Public Works Director and Vivian Guzman
as Neighborhood Services Director for the City of Miami Beach.
ANALYSIS:
Saul Frances has been employed for the City of Miami Beach as Assistant Parking Director since
December 1993. Prior to that date, he worked as both Director of Planning & Development and
Director of On-Street Operations for Miami Parking Systems. He holds a Bachelor of Business
Administration from F. I. U.
Fred Beckmann has extensive experience in public administration and public works management
in complex public facilities worldwide. Recently retired from the Navy, he served as the Chief of
Staff of a complex military base equivalent to a city with the directors of Public Works,
Environmental Services and Construction reporting directly 10 him. He holds a BS in Civil
Engineering from the University of California, an MS in Civil Engineering from the University of
Washington and is a Professional Engineer in the State ofCalifomia.
Vivian Guzman has over 14 years experience in supervisory and management positions in both the
private and public sector with the last eight years being dedicated to providing direct County services
to diverse neighborhoods in unincorporated Miami-Dade County as division director and regional
coordinator. She holds a Bachelor of Arts from S1. Thomas University.
AGENDA ITEM
C'7T
1-5"-01
DATE
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Mr. Frances', Mr. Beckmann's and Ms. Guzman's resumes are attached and provide more
detailed descriptions of their qualifications and experience.
CONCLUSION
As you know, all three directors have been formally introduced to the City Commission and have
already begun their assignments. However, it was not until we began to research in preparation for
the recruitment for the new Police Chief that we discovered that all director positions should be
consented to by the City Commission. While in most Council/Manager governments, Managers are
typically granted broad authority to select key department heads, an old provision of our charter
requires consent by Commission. Therefore, this recommendation is for a retroactive consent.
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