2004-25605 ResoRESOLUTION NO.
2004-25605
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA, CONSENTING TO THE
APPOINTMENT OF KATHIE G. BROOKS AS DIRECTOR OF THE
OFFICE OF BUDGET AND PERFORMANCE IMPROVEMENT.
WHEREAS, the City Manager has appointed Kathie G. Brooks to serve as the
City's first Director of the newly created Office of Budget and Performance
Improvement; and,
WHEREAS, pursuant to Section 4.02 of the City of Miami Beach Charter, the
City Manager has the power to appoint directors of City departments with the consent
and confirmation of the Mayor and City Commission; and,
WHEREAS, the Mayor and City Commission wish to consent and confirm the
appointment of Kathie G. Brooks as the Director of the Office of Budget and
Performance Improvement.
NOW, THEREFORE BE IT DULY RESOLVED BY THE MAYOR AND CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City
Commission hereby consent to and confirm the appointment of Kathie G. Brooks as the
Director of the Office of Budget and Performance Improvement.
PASSED and ADOPTED this 7th day of 2uly
,2004.
ATTEST:
CITY CLERK
MAYOR
T:~AGENDA~004~Jul0704\Regular~KATHIE BROOKS RESOLUTION NO.doc
APPROVED AS TO
FORM & LANGUAGE
& FOR EXECUTION
CITY OF MIAMI BEACH
COMMISSION ITEM SUMMARY
Condensed Title:
A resolution consenting to the appointment of Kathie G. Brooks as Director of the Office of Budget and
Performance Improvement.
Issue:
Shall the City Commission consent to the appointment of Kathie G. Brooks as Director of the Office of
Budget and Performance Improvement?
Item Summary/Recommendation:
Kathie G. Brooks comes to the City of Miami Beach with more than 20 years experience in public
administration with Miami-Dade County, including a strong background in budgeting, finance, management,
strategic planning, performance improvement and measurement. Most recently, Kathie served as the
Assistant Director of Management Planning and Strategy for the Miami-Dade County Office of Strategic
Business Management, an office whose function is very similar to our Office of Budget and Performance
Improvement.
The Administration recommends adopting the resolution.
Advisory Board Recommendation:
N/A
Financial Information:
Finance Dept. Total
City Clerk's Office Legislative Tracking:
tRamiro Inguanzo, Chief of Staff
n-Offs:
T:V~,GEN DA~2004~Jul0704\Regular~Kathie Brooks-sum.doc
AGENDA ITEM ~----~7/
DATE 7"7- Y
CITY OF MIAMI BEACH
CITY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH, FLORIDA 33139
www.d.miami-beach.fl.us
COMMISSION MEMORANDUM
To:
Mayor David Dermer and
Members of the City Commission
Date: July 7, 2004
From:
Subject:
Jorge M. Gonzalez
City Manager
A RESOLUTION OF THE MAYOR AND THE CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA CONSENTING TO THE
APPOINTMENT OF KATHIE G. BROOKS AS DIRECTOR OF THE OFFICE
OF BUDGET AND PERFORMANCE IMPROVEMENT.
ADMINISTRATION RECOMMENDATION
Pursuant to the requirements of Article IV, Section 4.02 of the City Charter it is
recommended that the Mayor and City Commission adopt the Resolution consenting to the
appointment of Kathie G. Brooks as the Director of the Office of Budget and Performance
Improvement.
ANALYSIS
In January 2004, a new office that focuses on strategic planning, performance,
accountability and results was created. While this new office has continued to perform a
variety of current support services, it has also been a focal point for an expanded
organizational improvement initiative. This office has been specifically tasked with the
review, analysis and development of internal systems, processes, management
techniques, and approaches to help the entire organization stay continually focused on
how we can be better at what we do, both internally and externally. The significance of this
new office is that they will have the ongoing responsibility to address citywide performance
issues. While each department and individual staff member is already responsible for this,
all too often in the pursuit of specific department goals and problem resolution, the
attention to process or procedure improvement is lost. This new office will have this focus
as an ongoing assignment and will give a strategic view of cross departmental issues to the
entire organization. This office is called the Office of Budget and Performance
Improvement and includes Budget, Internal Audit, Grants Management, and the
Organizational Development group. The office is staffed with existing positions.
Through the creation of this office, one key area, the budget process, will be enhanced in
order to better embrace the direction of the City Commission, and the needs and desires of
our citizens. The budget process will become an even more informed decision-making
process and will incorporate performance and outcome measures so that decisions of the
City Commission are priority based and the delivery of City services are consistent with
those priorities. The budget function will also grow to include on-going review analysis
during the fiscal year to assist all departments with areas for improvement.
The expanded budget role fits together with an expanded Internal Audit, Grants
Management, and Organizational Development role that will all work together to be the
internal review and analysis function of the City's various activities and services so as to
continually strive to improve and add value. This focus on organizational assessment
and development will significantly assist the entire organization to change and improve
as we move forward in accomplishing our vision and goals.
In appointing Kathie Brooks as the first Director of the Office of Budget and Performance
Improvement, she brings to the City more than 20 years experience in public
administration with Miami-Dade County, including a strong background in budgeting,
finance, management, strategic planning, performance improvement and measurement.
A detailed resume and professional summary of Kathie's employment history is attached
for your review.
Most recently, Kathie served as the Assistant Director of Management Planning and
Strategy for the Miami-Dade County Office of Strategic Business Management, an office
whose function is very similar to our Office of Budget and Performance Improvement.
As the Assistant Director, Kathie was responsible for working with the County Budget
staffto ensure that financial resources were aligned with the County's strategic plan and
priorities and working to ensure that each Department in the County developed a
business plan that tied in to the County's strategic plan and that performance measures
were developed as part of these plans.
Prior to that position, Kathie served as the Strategic Plan Coordinator for the Miami-
Dade County Office of Performance Improvement. In this position, she was responsible
for the development and implementation of the first-ever integrated countywide strategic
plan for Miami-Dade County government.
From 1991 to 2001, Kathie was the Assistant Director of Finance and Planning for the
Miami-Dade County Department of Solid Waste Management where she managed all
financial, procurement, planning, information services and human resources functions
for the Department of Solid Waste Management. The Department's total operating and
capital budget during Kathie's tenure was approximately $220 million.
Prior to this position, Kathie served in a number of other positions with Miami-Dade
County, including Chief of Management and Budget in the Department of Waste
Management, a Manager of Transportation Planning and Metromover Development, and
a Principal Planner/Transit Research Supervisorwith the Miami-Dade Transit Agency.
CONCLUSION
While in most Council/Manager forms of government, City Managers are typically granted
broad authority to select key department heads; a provision in the City Charter requires
consent by the Commission. Therefore, it is recommended that the Mayor and City
Commission adopt the resolution.
JMG/RI/Icd
Attachments
T:~AGENDA~2004~Jul0704\Regular~Kathie Brooks Corem Memo.doc
CITY OF MIAMI BEACH
Office of the City Manager
Letter to Commission No. z45 2004
To.'
From:
Subject:
Mayor David Dermer and
Members of the City Commission
Jorge M. Gonzalez I f~o.~
City Manager
KATHIE BROOKS
Date: June 9, 2004
~ -- ITl
This Letter to the Commission is to inform you of a recent appointment I have3~ta(~ in~:~
the Administration. Effective Tuesday, June 8, 2004, Kathie Brooks joined th~-)~Ci{~of
Miami Beach as the Director of the Office of Budget and Performance ImpnS~ement
(OBPI). The Office of Budget and Performance Improvement includes the areas of
Management and Budget (OMB), Internal Audit, Grants Management and
Organizational Development. This position will report directly to me.
Kathie comes to us with more than 20 years experience in public administration with
Miami-Dade County, including a strong background in budgeting, finance, management,
strategic planning, performance improvement and measurement. In addition, Kathie
has lived on Miami Beach for more than 18 years. A detailed resume and professional
summary of Kathie's employment history is attached for your review.
Most recently, Kathie served as the Assistant Director of Management Planning and
Strategy for the Miami-Dade County Office of Strategic Business Management, an office
whose function is very similar to our Office of Budget and Performance Improvement.
As the Assistant Director, Kathie was responsible for working with the County Budget
staff to ensure that financial resources were aligned with the County's strategic plan and
priorities and working to ensure that each Department in the County developed a
business plan that tied in to the County's strategic plan and that performance measures
were developed as part of these plans.
Prior to that position, Kathie served as the Strategic Plan Coordinator for the Miami-
Dade County Office of Performance Improvement. In this position, she was responsible
for the development and implementation of the first-ever integrated countywide strategic
plan for Miami-Dade County government.
From 1991 to 2001, Kathie was the Assistant Director of Finance and Planning for the
Miami-Dade County Department of Solid Waste Management where she managed all
financial, procurement, planning, information services and human resources functions
for the Department of Solid Waste Management. The Department's total operating and
capital budget during Kathie's tenure was approximately $220 million.
Pdor to this position, Kathie served in a number of other positions with Miami-Dade
County, including as a Chief of Management and Budget in the Department of Waste
Management, a Manager of Transportation Planning and Metromover Development and
a Principal Planner/Transit Research Supervisor with the Miami-Dade Transit Agency.
Please join me in welcoming Kathie to our team. I am sure that you will find her to be
highly qualified and professional. Should you have any questions, please feel free to
contact me.
JMG~d
Attachment
c: Management Team
F:/cmg rlall/LTC04/KathieB rooks
KATHIE G. BROOKS, AICP
SSN: 265-$5-7310
6039 LA GORCE DRIVE
MIAMI BEACH, FL 33140
305-867-7876 (Home) 305-349-6131 (Work) 305-321-7876 (Cell)
EMPLOYMENT IHSTORY
2003 - 2004
Assistant Director, Management Planning and Strategy
Miami-Dade County, Office of Strategic Business Management
Highly responsible management position accountable for Strategic Planning and Management within the Office of
Strategic Business Management (OSBM). The position provides direct policy support to the County Manager's Office
related to development and multi-year implementation of a framework for results-oriented government and performance
excellence. Responsibilities include the implementation of and updates to a Countywide Strategic Plan, implementation
of a performance management system; and communicating the results-oriented government strategy throughout the
organization and to the community. Focus includes developing, coordinating supporting departmental business plans
and performance measures; providing liaison functions with the Budget staff within OSBM to ensure, through the budget
process, that financial resources, policy, department operations and County staff are all aligned to achieve results;
providing liaison functions with the Employee Relations Department, the Chief Information Officer for the County, the
Communications Department and Enterprise Technology Services to ensure that everyone in our organization is aware of
his/her unique role in achieving the County's Strategic Plan and supporting the Departmental Business Plan; and
deploying performance excellence throughout the organization.
Accomplishments:
Developed and implemented the Miami-Dade County framework for Delivering Excellence Through Results-
Oriented framework, recognized by the Washington-based think tank, the Performance Institute, for its 2004
Performance Management Award.
Coordinated and provided assistance in the development of departraent business plans in support of the
Countywide Strategic Plan; including required format, training, etc. All Department business plans are available
through the internet
Coordinated the development and implementation of a results-oriented approach to the County's budgeting
process, including recommendation of methodologies to allocate resources based on Countywide Strategic Plan
priorities; and report formats to communicate this information to the community
Coordinated and provides assistance in the development of individual performance objectives for senior
management appraisals in the County Manager's Office and in all County departments in suppor~ of department
business plans
Coordinated development of communications plans and training curriculum for results-oriented government and
performance excellence to ensure full understanding throughout the organization, including development of a
delivering excellence website.
Directed and performed outreach with departments, elected officials and the community at large regarding the
County's strategic plan, results-oriented government, etc
2001 - 2003
Strategic Plan Coordinator
Miaml-Dade County, Office of Performance Improvement
Responsible for the development and implementation of the first-ever integrated countywide strategic plan for Miami-
Dade County government. Responsibilities include outreach and consensus building with elected officials, County
Manager's Assistants, Department Directors and the public at large; and developing work plans and managing
consultants for the project.
Accomplishments:
Developed and simultaneously coordinated eight planning teams comprised of Assistant County Managers,
department directors, planning support staff, community leaders, elected officials, business groups, etc.
Conducted surveys, workshops and focus groups with residents, employees, elected officials, executives, etc.
Assessed countywide trends and evaluated strengths, weaknesses, opportunities and challenges.
Developed county government's first-ever mission statement, value statement, and nine priority themes to guide
the process. These were endorsed by the Board of County Commissioners on May 21, 2002.
Developed strategic goals covering all areas of service delivery including economic development, health and
human services, neighborhood services, public safety, culture and recreation and transportation. These support
the county's mission and align with the priority themes.
Organized and conducted the county's strategic planning community event, with several hundred participants to
develop and prioritize recommended actions to achieve the goals.
Developed key intended outcomes, strategies and preliminary performance objectives and measures for each
goal incorporating input from the community event and planning teams.' These were endorsed by the Board of
County Commissioners on June 3, 2003.
Drafted goals, strategies and preliminary performance measures for internal functions required to support the
service delivery plans
Coordinated linkage between the Countywide strategic plan, annual department business plans and the budget
process
Responsible for plan deployment and other components of performance excellence including: · Dissemination of the plan throughout the community and the organization
· Coordination with Employee Relations regarding plan-related training enhancements to the
County's employee orientation and supervisory training programs
· Coordination of interface to performance appraisal systems
· Enhancements to departmental quarterly performance reporting
1991 - 2001
Assistant Director, Finance and Planning
Mlami-Dade County, Department of Solid Waste Management
Managed all financial, procurement, planning, information services and human resources functions for the Department of
Solid Waste Management, including responsibility for all performance and financial reporting, resolution of accounting
issues, coordination with outside bond rating agencies, operating and capital budgets of approximately $200 million and
$20 million per year respectively, organizational reviews and efficiency studies, all departmental service and
construction contract development and administration, development and implementation of long-range and strategic
plans, recruitment, labor relations and contract negotiation, and payroll.
Directly responsible for four professional divisions, an 80 member staffand $6 million in annual expenditures.
Provided primary support to the department director for policy recommendations and decisions, including the
development of all legal mechanisms required to support these decisions such as proposed ordinances, administrative
orders, and coordination of the department's agenda items for the Board of County Commissioners.
Representative Accomplishments:
,~ Served as only solid waste issuer member of sub-committee for the development of the National Federation of
Municipal Analysts (NFMA) Recommended Best Practices in Disclosure of Solid Waste Transactions (issued
November 200 I).
Served as the department liaison with the County Manager's appointed management team in developing the
Department of Solid Waste Management's fa'st ever strategic plan - 1995 Strategic Plan for Metropolitan Dade
County Solid Waste Management. As liaison coordinated all department and consultant plan development
· efforts and subsequent implementation.
· The plan provided business recommendations to ensure the long-term stability of the county's solid
waste department in response to the changing solid waste environment of the 1990's.
· A critical component of the plan was the organizational review and resulting rightsizing of the
Department, with the successful reduction in $28 million in costs and over a 20 percent reduction in
the number of employees.
· The plan and its implementation resulted in an upgrade in the ratings for the county's solid waste
revenue bonds.
~ Department of Solid Waste Management liaison with investment rums and bond rating agencies, including
Standard and Poors', Moody's Investment Services, Fitch IBCA, MBIA, etc., including development of 5 and
20 year financial capacity plans for the department. Member of the County's Manager's Financial Advisory
Committee.
Negotiations
Served as a member of the County Manager's Negotiating Committee for Martin Luther King Metrorail Station
joint development project successfully negotiating the innovative private-public partnership agreements with
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the BAC Funding Corporation (BAC), a Florida not-for-profit corporation for development and construction of
an administrative office, lease of the facility and a purchase option by the County. The innovative nature of the
agreement provided for the cash flow received by BAC to be utilized for not-for profit community and
economic development purposes as defined under the BAC charter.
Member of the negotiating team for various contract amendments with the private operator of the county's
Resources Recovery Facility, an operations and maintenance agreement of $60 million per year.
Member of the negotiating team for AFSCME labor agreements pertaining to the solid waste employees for
Miami-Dado County.
Department lead in the expedited procurement of the $82 million Hurricane Andrew Debris Disposal contract.
Coordinated reimbursement of over $100 million in Hurricane Andrew related expenses from the Federal
Emergency Management Agency (FEMA), including negotiation of reimbursement scopes of work and
estimated expenditure impacts, and documented actual expenses.
Planning, Development and Economic Analyses
Managed the Miami-Dade County Main Landfill Re-Use Study
Developed and implemented long range plans for the Department of Solid Waste Management, including
interfaces with the county's Comprehensive Development Master Plan process and level-of-service standards
Managed the 1995 Solid Waste Special Assessment District Study, including the development and
implementation ora countywide survey of all solid waste generation in Miami-Dade County by land use type
and 5-year financial projections to estimate potential assessment rates
Managed the 1994 Dade County Solid Waste Transfer Station Efficiency Study that recommended cost
effective alternatives to improve the efficiency ofthree regional solid waste transfer facilities.
Developed and implemented an innovative facility permitting ordinance whereby proposed solid waste
management facilities must be reviewed to ensure that these have no impacts on the department's financial
viability nor the department's ability to comply with State and Federal regulations and contractual obligations.
1989 - 1991 Chief, Management and Budget Division
Miami-Dade County, Department of Solid Waste Management
Managed the preparation and monitoring of the department's annual operating and capital budget in excess of $200
million annually, ensuring coordination with the department's capital plans, and determining problems and associated
recommendations for corrective action where necessary. Monitored the use of bond funds for capital projects.
Conducted special studies in productivity improvements and cost benefit analysis to support the budget process and
evaluate the impact of various policy alternatives. Implemented grants monitoring procedures for the department in
association with the receipt of first time grams in excess of $4 million per year; developed interloeal agreements with
municipalities for grants funds, and prepared grant applications and expenditure reimbursement requests.
Managed the billing and collection functions for waste collection from approximately 260,000 residential and
commercial customers, including the establishment of procedures and reports to ensure the timely and effective
collection of receivables from customers. Determined required enhancements to the computerized billing system to
resolve billing deficiencies.
Coordinated routing and scheduling of all garbage and bulky waste collection services.
Managed all procurement and contract activities for the Department including development of Departmental procedures
to ensure compliance with County, State, and Federal procurement regulations and resolution of issues related to product
quality, timeliness of deliveries, etc.
Representative Accomplishments:
~ Managed the Variable Rates feasibility Study for Metropolitan Dade County, evaluating the impacts of a rate
system that charged users for waste collection in proportion to the amount of waste generated.
Managed the development of the Miami-Dade County Solid Waste Financial Capacity Modeling System
(including revenue forecasting, capital replacement, debt service coverage, etc.)
4/O4
Negotiating team member and managed implementation of the county first~ever Curbside Recycling Contract,
providing service to approximately 270,000 homes.
Responsible for the selection and implementation of an automated garbage routing system for the Department
of Solid Waste Management.
1988 - 1989 Manager, Transportation Planning and Metromover Development
Miami-Dade Transit Agency
Spearheaded the Department's efforts in completing the planning and development for the expansion of the County's
Metromover (people-mover) system in downtown Miami, Florida, .including consultant management, technical
supervision of ridership forecasts, funding contract negotiations with Federal and State governments, coordination with
public groups, project coordination with the Public Works Department and the County Attorney's office.
Managed all transit agency coordination with thc county's Planning Department, including updates to the transportation
component of the Comprehensive Development Master Plan and data requirements for long range transportation
planning and forecasting. Managed all transit agency coordination with the county's Metropolitan Planning
Organization (MPO), including direct responsibility for major updates to the county's long-range transportation plan;
and project prioritization and compliance for the transit agency's component of the MPO's annual Unified Planning
Work Program.
Representative Accomplishments:
Project Manager for the Miami Metromover Development, including federal acceptance of the Final
Environmental Impact Statement for MetropoLitan Dade County and the Local Perspective Report for the
Completion of the Miami Metromover
~' Team member in the development of the transit financial capacity models (including revenue forecasting,
capital replacement, debt service coverage, etc.) - provided the transportation planning interface to the models
by directly linking the County travel behavior models and ridership forecasts to the financial models projecting
revenues and expenditures.
Project Manager for the South Miami Parking Garage Expansion Environmental Assessment and supporting
South Miami Metrorail Parking Garage Expansion Report
1984- 1987
Principal Planner/Transit Research Supervisor
Miami-Dade Transit Agency
Supervised all research activities for the Planning Division to collect performance information required to evaluate
transit service and provide input for travel demand models and analyses. Managed development and implementation of
surveys and developed computer programs to analyze survey data. Developed, calibrated and validated a transit fare-
ridership elasticity models to determine the effects of fare changes on ridership and providing a basis for evaluating
revenue impacts of proposed fare changes.
1980- 1983
System Planner
Schimpeler Corradino Associates, Coral Gables, Florida
Developed instruments, training manuals and procedures for travel behavior surveys, including home interviews, mail
surveys, on-board bus surveys and telephone surveys. Reviewed and analyzed results using statistical techniques to
determine origin-destination travel paths, trip generation data, and mode choice information to calibrate travel demand
models. Supervised the data processing section, providing technical support for the development of a broad range of
computer applications.
OTIIER PROFESSIONAl, EXPERIENCE
2001 - Present Officer
The Bayshore Visions Group, Inc.
Serves as one of three officers managing the real estate investments of thc corporation on a part-time basis.
4/04
EDUCATION
Master of Arts in Geography, 1983
Summa Cum Laude
University of Miami, Coral Gables, Florida
Transportation and Urban Economics concentration
Bachelor of Ar~s in Geography, 1978
Magma Cum Laude
University of Miami, Coral Gables, Florida
Environmental concentration
Member of American Institute of Certified Planners, and member of American Planning Association
PUBLICATIONS AND AWARDS
National Association of Counties 2003 Achievement Award Winner, Miami Dade County Strategic Planning Initiative
"Strategic Planning for Municipal Enterprises" Government Finance Review, Volume 15, Number 2, April 1999.
Solid Waste Association of North America, 1998 Planning and Financial Management Excellence Award
National Association of Counties 1996 Award Winner, 1995 Strategic Plan for Metropolitan Dade County Solid Waste
Management
"Miami Downtown People Mover Demand Analysis", Transportation Research Record 1167, 1989 (with M. Sung)
"Trip Generation by Cross-Classification: An Alternative Methodology", Presented at the Transportation Research
Board Annual Meeting, January 1983, Transportation Research Record (with P. Stopher)
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