Resolution 2019-30869 RESOLUTION NO. 2019-30869
A RESOLUTION OF THE MAYOR AND CITY COMMISSION
OF THE CITY OF MIAMI BEACH, FLORIDA, CONSENTING
TO THE APPOINTMENT OF CHRISTOPHER SARANDOS AS
THE CHIEF INFORMATION OFFICER FOR THE CITY OF
MIAMI BEACH.
•
WHEREAS, in February 2019, the City Manager commenced the search to recruit a
Chief Information Officer; and
WHEREAS, the City Manager has appointed Christopher Sarandos as the Chief
Information Officer for the City of Miami Beach; and
WHEREAS, Mr. Sarandos's prior work experience includes serving as a Colonel in the
United States Air Force for over 25 years; a Chief Information Officer for the Peace Corps; Chief
Information Officer for the State of Wisconsin; independent consultant advising local and state
government agencies in Austin, Texas; and Chief Information Officer for the Commonwealth of
Virginia, Department of Behavioral Health and Developmental Services; and
WHEREAS, the Mayor and the City Commission wish to consent to and confirm the
appointment of Christopher Sarandos as the Chief Information Officer for the City of Miami
Beach, Florida.
NOW, THEREFORE, BE IT DULY RESOLVED THAT THE MAYOR AND CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, hereby consent to and confirm the
appointment of Christopher Sarandos as Chief Information Officer for the City of Miami Beach.
PASSED and ADOPTED this 26th day of June, 2019.
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MIAMI BEACH
COMMISSION MEMORANDUM
TO: Honorable Mayor and Members of the City Commission
FROM: Jimmy L. Morales, City Manager
DATE: June 26, 2019
SUBJECT:A RESOLUTION OF THE MAYOR AND THE CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA, CONSENTING TO THE APPOINTMENT
OF CHRIS SARANDOS AS THE CHIEF INFORMATION OFFICER FOR THE
CITY OF MIAMI BEACH.
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 and
confirming Christopher Sarandos as the Chief Information Officer for the City of Miami Beach.
ANALYSIS
The Chief Information Officer (CIO) will oversee all major information and communication
technology initiatives for the City of Miami Beach and work to increase innovation throughout the
City's technology infrastructure and services. The Information Technologies department will be
a leader in developing a more public-facing role as well seeking to create a meaningful
technology experience for the City's residents by focusing on digital access, literacy, and
positive user experience. The CIO will be responsible for developing department goals and
systems that align with the City's Mission and Values.
In February 2019, I began a search to fill the recently created CIO position. After review of
several candidates, I am recommending the appointment of Mr. Chris Sarandos. A copy of his
resume is attached hereto.
Mr. Sarandos has over forty years of experience in the public sector, most of them in technology
and communications. He has served as the Chief Information Officer for the State of
Wisconsin, the Texas Department of Public Safety, the Virginia Department of Behavioral
Health and Developmental Services, and the U.S. Peace Corps. His areas of expertise include
strategic planning, business systems planning, information technologies operations and
applications, project and program management, leadership and an in-depth understanding of
emerging technologies. These skills will no doubt be useful in positively redirecting the focus of
the Information Technologies Department.
Mr. Sarandos developed his skills, experience and reputation for transformational leadership
over the course of a nearly 30 year career in the U.S.Air Force which saw him rise to the rank of
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Colonel. His duties included oversight of IT systems and management, commanding an
overseas communications unit named the Best in the Air Force, and developing a multinational
surveillance program for ships in the Mediterranean Sea. During the 9/11 attacks, Mr. Sarandos
was actually stationed at the Pentagon, and was tasked after the attack to establish an innovative
command post at an alternate site where he collaborated with military authorities from all the US
branches. He established much needed circuits and arranged logistical processes; all under
budget and within the given time constraints.
Mr. Sarandos holds a bachelor's degree from the University of Wisconsin in Data Processing
and a master's degree in Management from Webster University.
CONCLUSION
I recommend that the Mayor and City Commission adopt the resolution consenting and
confirming Chris Sarandos as Chief Information Officer.
Legislative Tracking
Human Resources
ATTACHMENTS:
Description
❑ Chris Sarandos Resume
Page 400 of 496
Chris Sarandos
Chesterfield, VA • 703-635-8606 • csarandos@hotmail.com • http://www.linkedin.com/in/csarandos/
Senior IT Executive
Transformational leader! Expert in design and delivery of cost-effective, high-performance information
technology infrastructures and applications to address complex business problems. In-depth understanding of
emerging technologies and commercial applications. Demonstrated ability to partner with internal and
external business units and stakeholders to foster mutual trust and respect. Ability to lead and communicate
across all organizational levels, from line staff to executive management. Key skills include:
Benchmarking Business System Planning Employee Relations
Strategic Planning/Implementation Multi-year Budgeting Conflict Resolution
Computer Operations/Applications Strategic Partnerships Contract Administration
Vendor Management Project/Program Management Client Relationship Management
Leadership Leadership Development Public Speaking -
Career Highlights
Recognized$15 million savings for State of Wisconsin where half of 52 agencies managed own
infrastructure. Evaluated lack of enterprise approach and coordinated with Finance Department to evaluate
cost saving potential by having agencies utilize shared service model.
Reorganized dormant ERP initiatives within Wisconsin where after spending $14M for a product that
hadn't been used in 7 years, organization was in dire need of solution. Brought all stakeholders - to include
vendors and 26 Departments - together to plan and implement new ERP solution which was projected to save
taxpayers $10M.
Led the development and refinement of a multi-faceted geographic, business intelligence warehouse that
combined fragmented data into an easy-to-use visual format. Law enforcement, emergency management,
and intelligence workers now analyzed trend data and became predictive and proactive rather than just
reactive. Recognized by the national body of state CIOs for excellence in data„information, and knowledge
management for 2014.
Professional Experience
Commonwealth of Virginia, Department of Behavioral Health and Developmental Services
(DBHDS), Richmond, VA (2016-Present)
Chief Information Officer
Provides high-quality, responsive, customer-oriented technology services, in the most cost-efficient manner,
supporting the mission and initiatives of 15 behavioral health hospitals, developmental training centers, and
Central Office operations. Developed and implemented governance best practices and aligned operations to
the Department strategic plan. Continually updated the $40M electronic health record solution in the three
facilities, as well as planned for a major system upgrade that will be implemented in all facilities.
Independent Consultant, IT Management and Services, Austin, TX (2014-2016)
Advises local and state government agencies on CIO activities, policy, guidance, budgeting, programming,
operations, and maintenance endeavors to ensure delivery of greater customer value through an aggressive
approach towards operational efficiency as well as process/product improvement.
State of Texas Department of Public Safety (DPS), Austin, TX (2012-2014)
Chief Information Officer/Assistant Director
With a budget of$32M, led 285 IT staff and managed systems providing technical support to 10,000 DPS
personnel in various hardware and software applications ensuring the Department effectively managed the
information technology resources including strategic planning and management to attain law enforcement
and intelligence operational goals. Developed strategic roadmap for future IT endeavors.
• Launched upgrade of Highway Patrol "in-car” solution from hardened laptop to tablet computer,
increasing mission efficiencies as well as increasing trooper safety. Projected cost savings was estimated
to be $5M over 4 years to buy $400 tablets versus $4000 laptops for all trooper vehicles in TX.
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Chris Sarandos
Chesterfield,VA • 703-635-8606 • csarandos@hotmail.com • http://www.linkedin.com/in/csarandos/
• Established critical information security function within department where previously there had been
none. Convinced senior department personnel as well as board of directors not only to fund with current
funds, but also to ask state legislature for $20M for future personnel and systems to secure millions of
records the department maintains.
State of Wisconsin, Madison, WI (2011-2012)
State Chief Information Officer
Managed the state's information technology (IT) assets and used technology to improve government
efficiency and service delivery. Administered enterprise solutions and consulted on technology services for
state agencies, local government and educational systems.
• With a staff of 385 and a budget of$150M fundamentally changed the historical way of doing business
from "IT centric"to"business centric."
• Developed Shared Service Model approach for state. New process reduced total IT costs and focused staff
on agency program areas. Automated processes save thousands of hours of work effort every year and
focused internal organization internal IT resources on agency program goals.
• Recognized that State of Wisconsin did not have any business continuity process. Collaborated with
business partners and offered business continuity services in multiple data center options ranging from
real-time 24/7, to 4 hours, to 2 days. Processes saved exorbitant personnel hours and dollars to recover
after any man-made or natural disasters.
• Unified State of Wisconsin citizen-facing services by launching self-funded portal. Initiative is starting but
is expected to save the state around $10 million over the next 3 years.
• Developed internal and external processes to improve IT Service response to business partners. Cost and
time factors drove implementation of cloud-base solutions that created robust process which saved
$1,500,000 per year in operating costs and improved customer service and response.
Peace Corps, Washington D.C. (2009-2011)
Chief Information Officer
A recognized leader and key Agency partner in strategic planning, enabling, and supporting Information and
Technology solutions through sustainable operational excellence. Provided global information and technology
services and solutions in collaboration with Staff, Volunteers, and Agency partners to achieve its mission and
strategic goals. Developed and implemented IT roadmap dovetailed with organization strategic plan.
• Streamlined IT strategic investment to drive business value by re-engineering fundamental Peace Corps
business practices to increase number of Volunteers by 50% over two years. Previously, recruitment had
utilized same manual process for over 40 years.
• Executed new IT governance process to ensure business leader alignment with priorities, resource
allocation, and spending. Process never existed previously, and new processes streamlined support to
volunteers worldwide.
• Facilitated development of career progression matrix for employees. Not only increased morale, but
provided roadmap for future promotions. Resulted in reduced turnover and more stability as well as less
money spent on training new hires.
U.S. Air Force, Various Locations (1979-2007)
Colonel/CIO/Commander
• To counter potential terrorism overseas led a multi-national team to develop a surveillance program to
identify"friend or foe"maritime traffic in the Mediterranean Sea. The 126M-euro ($165M) solution
determined which of the 5000 ships per day that traversed the area were threats.
• Planned and coordinated an innovative Air Force command post at an alternate location after the
Pentagon was hit on 9/11. Collaborated with all military services and local authorities to establish all
needed circuits to the new site, set up logistical processes to make it happen, and brought the new
command post in under budget and within the time constraints given.
• Promoted to Colonel - only 1.8% of Air Force officers achieve that rank.
• Commander of an overseas Air Force communications unit that significantly increased operational
effectiveness during worldwide evacuation crisis. Because of their collective expertise, the unit was
named BEST in the Air Force in 1997.
• IT systems and management auditor/inspector for 5 years - both overseas and in the US. Increased
mission readiness and mitigated potential problem areas.
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