LTC 222-2018 Property Management Department Program UpdateIx BEACI
City of Miami Beach, 1700 Convention Center Drive, Miami Beach FL 33139
LTC# 222-2018
LETTER TO COMMISSION
TO: Mayor Dan Gelber and Members of the Cit ommission
FROM: Jimmy L. Morales, City Manage
DATE: April 24, 2018
SUBJECT: Property Management Departmdnt Program Update
The purpose of this Letter to Commission (LTC) is to provide the Mayor and Commission with
an update of the Property Management program as a result of the reorganization in the
Department.
Background
On March 15, 2017, Property Management issued an LTC on the Department's reorganization
in order to modernize operations, improve the level of maintenance, and provide fiscal
oversight. This process required the reclassification of several positions. Trade specific
positions (plumber, electrician, air-conditioning mechanic, carpenter, and painter) were
reclassified to a multi -use position such as Tradesworker I (unlicensed) and Tradesworker II
(licensed). The reorganization also called for the implementation of a zone management model
which assigned a Facility Zone Manager to each of the six geographic sectors which collectively
comprise the entire city. These Facility Zone Managers oversee the daily operations of facilities
within their designated area to maximize safe, efficient and cost-effective operations, while
serving as a source to identify deficiencies and prioritize needs. Facility Zone Managers
proactively address maintenance issues before they become a problem or are noticed by
stakeholders. Moreover, the Department maintains an after-hours response schedule, with
Facility Zone Managers available to answer emergencies 24/7 and with tradesworkers
scheduled on diverse shifts that include evenings and weekends. This allows for a program with
adaptable and readily accessible workforce that not only can perform the work necessary, but
also ensures availability to address emergencies as they arise. The Department further
enhanced its program with Facilities Capital Projects Coordinators. These Coordinators manage
construction and renovation projects that extend the life of city assets. At approximately a year
after its reorganization, the Department reviewed the performance and result of instituting a
collaborative, versatile and responsive workforce.
Analysis
The Department analyzed data of work orders completed citywide prior to and post the
reorganization of the Department. The previous model based on trade -specific duties, required
several personnel to complete a task. A painter, carpenter and electrician would have been
assigned to the same work order, each completing an individual task over the span of several
days. The migration to the Tradesworker position model in contrast, provided the Department
LTC: Property Management Department Program Update
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greater flexibility and minimized delays in the delivery of service. This allowed for greater
efficiency: the adaptable, multipurpose position able to complete all tasks associated with the
work order over less time. With the current sixteen (16) person field crew and contractors, the
Department has been able to complete as many, if not more work orders as it did in prior years.
The following table depicts the total number of work orders completed per fiscal year since
2014-2015, when the Department reduced by twenty-two (22) positions.
2015-2016
5143
2016-2017
2017-2018 (mid -year)
5007
Equally, important is the response time to complete these work orders. The average number of
days to respond to and fix maintenances issue has decreased as illustrated in the table below:
2015-2016
30
16-2017_''.
2017-2018
1
It is important to note that the work orders completed in FY 2017-2018 are as of mid -year
(March 30th) and will exponentially surpass prior years, The Property Management Department
has the organization model to focus on immediate as well as long-term maintenance needs. The
program is efficient, proactive and responsive as evidenced by the data. Additionally, the
program which infuses early detection and prioritization, utilizes the skills of Facility Zone
Managers and Facilities Capital Projects Coordinators (FCPC) to extend the life of City assets,
This fiscal year, the FCPCs are slated to complete more than sixty (60) construction and/or
renovation projects. In turn, the versatile Tradesworkers will continue to provide the necessary
support to ensure existing and renewed assets are well-maintained.
In an effort for continued improvement, the Department will be implementing design standard
guidelines citywide. This will facilitate the maintenance of our buildings, capital and renovations
projects as well as further enhance a program that meets the goals of service excellence,
improved cleanliness, and providing a well-maintained physical environment„
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