LTC 365-2019 Resilient 305 and Miami Beach Strategic Plan UpdateMIAMI BEACH
OFFICE OF THE CITY MANAGER
NO . LTC # 365-2019 LETIER TO COMMISSION
TO : Mayor Dan Gelber and Members om mission
FROM: Jimmy L. Morales, City Manag
DATE: June 26 , 2019
SUBJECT: Resilient 305 and Miami Beac Strategic Plan Update
I am pleased to announce that Resi/ient305, our
comprehensive regional resilience strategy was
launched on May 3Q 1h, 2019 (attachment 1 ). Miami
Beach has been on the journey of building a resilience
strategy for nearly three years. Since being selected
by the 100 Resilient Cities initiative of the Rockefeller
Foundation in 2016, Miami Beach's chief resilience
.... ,.,,.~-· officer (CRO) and extended city staff have been
working closely with Miami-Dade County and Miami
CROs as the Greater Miami and the Beaches team .
The strategy contains 59 actions to lift our entire
region and including all cities .
In parallel with this strategy effort , the city has been
updating our Strategic Plan Through the Lens of
Resilience (attachment 2). This strategic plan is
complete and incorporates the City Comm ission goals,
the recent community survey, and Resilient305 actions important for Miami Beach 's
resilience (Attachment 2). Rather than having separate strategic and resilience plans ,
this one comprehensive strategy will focus on the city's needs in both near-term and
long-term time horizons. The city can build resilience more effectively by having an
integrated approach to aligning strategic priorities , resources , and services .
Action has been underway throughout both
planning processes. For the city's strategic
plan, executive staff are implementing action
plans developed to address the City
Commission goals conference priorities.
Ongoing implementation of the full strategic
plan will include routine progress checks
through executive staff and the development of
performance data dashboards. Resilient305
actions will be woven into our implementation ,
with the first "Resilient305 implementation team
(PIVOT) meeting to prioritize actions being
scheduled for June 25th.
STRATEGIC PLAN
Through the Lens of Resilience
2019
MIAMI BEACH
OFFICIALS
Dan Gelber
Mayor
Micky Steinberg
Commissioner
Joy Malakoff
Commissioner
Raul J. Aguila
City Attorney
Mark Samuelian
Commissioner
Rafael E. Granado
City Clerk
Ricky Arriola
Commissioner
Michael Góngora
Commissioner
John Elizabeth Alemán
Commissioner
Jimmy L. Morales
City Manager
MIAMI BEACH - THE CITY THAT EVOKES ALL SENSES
The Miami Beach Vision:
A PROSPEROUS CITY with a special flavor of
culture, arts, education, and business.
A SMART CITY of high quality and efficient
services and employees.
A PEOPLE-FIRST CITY where the pedestrian is
prioritized in mobility options and community
services are pathways to prosperity.
A RESILIENT COASTAL CITY with a thriving
environment and modern infrastructure.
A SAFE CITY with a mosaic of residents enjoying
life in iconic and historic NEIGHBORHOODS.
WELCOME TO OUR
STRATEGIC PLAN
THROUGH THE LENS
OF RESILIENCE
This is not your typical strategic plan.
Miami Beach is an experience. Our global standing and sub-tropical environment
make it a dynamic place to live and work. Expectations are high from residents
and visitors alike- and Miami Beach’s leadership and employees deliver. While
daily operations are critical to keep the city running, long-term vision and
execution are crucial considering our climate change risks. Integrating resilience
with traditional government strategic planning is forward thinking, essential, and
generates a better quality of life for the community.
Miami Beach is not simply building resilience projects, we are strategically building
resilience through our policies, projects and services. For this integration, we
need a vision, strategy, actions, and every part of this city team.
Seeing our future through the lens of resilience:
Welcome to your Miami Beach Strategic Plan – and join us is in seeing the
City through the Lens of Resilience. Miami Beach has reinvented its goals and
objectives through the leadership of the City Commission and the Management
Team. The resilience lens helps us clearly see our shocks and stresses. This gives
all of us that are part of the Miami Beach team the opportunity to plan together,
to reduce risk, and to create co-benefits.
Rather than having separate strategic and resilience plans, this one strategy will
focus on the city’s needs in both near-term and long-term time horizons. This
will raise our ability to survive and even thrive in the event of significant shocks,
like storms and special events, and to improve how we deal with daily stresses
like aging infrastructure and congestion. Put on your lenses and get ready for
some strategy.
Strategic planning is an organization’s
process of defining its strategy, or direction,
and making decisions on allocating its
resources to pursue this strategy.
A Resilience Strategy is the product of a
process during which a city develops a
better understanding of the challenges
it faces; reviews its ability to address those
challenges; and unites people, projects,
and priorities, so that cities can collectively
act on their resilience challenges.
MESSAGE FROM CITY MANAGER
Honorable Mayor and City Commissioners
It is my pleasure to present you with the City of Miami Beach Strategic Plan Update through the Lens of Resilience. The city’s strategic
planning efforts have never been on a better path. Thanks to your leadership and support we have aligned City Commission goals to
our management objectives and the elements of my own performance contract to ensure that we reach your vision. While our resilience
journey began with sea level rise, flooding and stormwater, now our efforts are wider and broader. This plan highlights and prioritizes
efforts to increase the co-benefits of resilience and to better plan for and recover from the shocks and stresses that will make us a strong
and vibrant community.
I am an avid reader of Adam Bryant’s “The Corner Office” in the Sunday New York Times. From time to time I share particularly inspiring
articles with the management team. The importance of strategic planning for organizational success is immense “…it speaks to one of
the most important roles of a leader; to boil down an organization’s many priorities into a simple plan, so that employees can remember
it, internalize it, and act on it.” ― Adam Bryant, Quick and Nimble: Lessons from Leading CEOs on How to Create a Culture of Innovation. This
document is a simple plan that collects our priorities in one place. This makes it easier to cascade through departments, to align our work
and sure we are all rowing in the same direction.
I want to thank my executive team, department directors and so many other members of the Miami Beach family for supporting this
process and making this strategic plan relevant and valuable for the issues of today and the years ahead. I want to especially thank and
recognize Susanne M. Torriente, Chief Resilience Officer; Amy Knowles, Deputy Resilience Officer; Elizabeth Wheaton, Environment and
Sustainability Director; and Ines Mato, Senior Resilience Analyst. They connected the dots to produce this strategic plan update through
listening carefully to leadership and employees, convening teams, promoting collaboration and strategically connecting the dots to our
outside resources, primarily through the 100 Resilient Cities Network planning process, pioneered through the Rockefeller Foundation.
I also want to thank John Woodruff, Chief Financial Officer and Tameka Otto-Stewart, Budget Director, for their support and agility in
linking this work to the budget process- to make help sure funding follows priorities.
Yours truly,
Jimmy L. Morales
Miami Beach City Manager
TABLE OF
CONTENTS
MESSAGE FROM YOUR CHIEF RESILIENCE OFFICER AND DEPUTY ..........................................................7
INTRODUCTION & BACKGROUND ................................................................................................................8
VISION, GOALS, OBJECTIVES, & ACTIONS
VISION 1 PROSPERITY ..........................................................................................................................14
VISION 2 NEIGHBORHOODS ...............................................................................................................20
VISION 3 ENVIRONMENT AND INFRASTRUCTURE ............................................................................26
VISION 4 MOBILITY ...............................................................................................................................32
VISION 5 ORGANIZATIONAL INNOVATION .......................................................................................38
BOUNCING FORWARD ...................................................................................................................................44
ACKNOWLEDGEMENTS ..................................................................................................................................46
We are proud to be a part of updating the
Strategic Plan through the Lens of Resilience.
This strategy has the unique Miami Beach flavor
that we know and love, but it also connects us
to actions, expertise and resources at a regional and global scale- all with the
goal of benefiting Miami Beach. Throughout the strategy- you’ll see references
to actions in Resilient305, the Resilience Strategy created by Greater Miami
and the Beaches, our unique partnership with Miami-Dade County and Miami.
We have already seen benefits through our selection as part of the Rockefeller
Foundation’s 100 Resilient Cities program. This grant award included a
strategy planning process and important projects from industry and academic
leaders such as the Urban Land Institute and Columbia University. The Urban
Land Institute’s Services Advisory Panel studied our stormwater program
from a global perspective, and the City Manager created the READY (Resilient
Enhancement Action Design for You) Team to assess and implement these
recommendations.
Resilience is much more than stormwater, however. Shocks and stresses are part of every single department’s priorities. Shocks are sudden,
sharp events that threaten a city such as hurricanes, coastal flooding, infrastructure failure, cyberterrorism, heat wave, and disease outbreak.
Stresses weaken the fabric of a city on a daily or cyclical basis such as pronounced poverty, overtaxed and underdeveloped transportation
system, aging infrastructure, lack of affordable housing, rising sea level and coastal erosion. These are issues we know well- and actions to
address them are woven throughout our strategic plan.
It’s our pleasure in our roles as CRO and Deputy CRO to convene
employees- to share available resources- to collaborate, integrate,
and work together to create our shared Miami Beach vision. There
is no better team, and no better time to implement our Strategic
Plan through the Lens of Resilience.
Urban Resilience is the capacity of individuals,
communities, institutions, businesses and systems
within the region to survive, adapt, and grow – no
matter what kinds of chronic stresses and acute
shocks they experience.
A Chief Resilience Officer (CRO) is a top-level advisor to the
city’s mayor or chief executive. His/her task is to bring in
stakeholders from across silos of government and sectors
of society, and to access all available resilience building tools
and experts to develop a resilience strategy.
MESSAGE FROM YOUR
CHIEF RESILIENCE OFFICER
AND DEPUTY
INTRODUCTION
& BACKGROUND
RATHER THAN HAVING SEPARATE STRATEGIC AND RESILIENCE PLANS, ONE COMPREHENSIVE STRATEGY
WILL FOCUS ON THE CITY’S NEEDS IN BOTH NEAR-TERM AND LONG-TERM TIME HORIZONS. THE CITY CAN
BUILD RESILIENCE MORE EFFECTIVELY BY HAVING AN INTEGRATED APPROACH TO ALIGNING STRATEGIC
PRIORITIES, RESOURCES, AND SERVICES.
This strategic plan has a simple structure, leading with the new long-term vision
that provides direction for five vision areas. The existing mission resonates
with City Commission and staff and remains “committed to providing excellent
public service and safety to all who live, work, and play in our vibrant, tropical,
historic community.”
Each vision area includes
• City Commission goals developed at a Goals Conference in October of 2018.
These goals are our organization’s top policy priorities.
• Comprehensive management objectives that provide more specific
direction to the management team for accomplishing the goals.
• Highlighted actions are the City Manager’s top priorities for departments to
implement. Additional important actions are identified and funded though
the annual budget process.
• The most relevant Resilient305 actions that Miami Beach will lead, support,
and benefit from.
• Actions to reduce shocks and stresses are highlighted throughout the plan.
COMMISSION
MANAGEMENT
DEPARTMENTS
RESILIENT305
• Resilience building
actions across
municipal boundares
• 2050 Vision
• 2020 Goals
• Mission
• Objectives
• Budget
• Actions and Projects
• Programs
Strategic Planning Made Simple: Vision, Goals, Objectives and Actions
9
MIAMI BEACH
Community Workshops and 2019 Survey
Commission Goals Conferences
Management Team Sessions
Strategic Plan Through the Lens of Resilience
GREATER MIAMI AND THE BEACHES
Preliminary Resilience Assessment
Discovery Area Teams
Opportunities and Assessment Tool
Resilient305 Strategy
The City of Miami Beach
has been updating its
strategic plan alongside
the resilience strategy
planning process.
HOW WAS
THIS STRATEGY
DEVELOPED?
10
The City of Miami Beach has a strong tradition in strategic planning
and performance excellence. In 2005, when the approach to strategy
was launched, the city was a pioneer in municipal government. At the
time, it was at the forefront of city governments, in terms of how it
planned and aligned its budget.
The shift in understanding and priorities between the early 2000s
and those emerging for 2019 and beyond are quite distinct. The
resilience stategy model ties together regional resilience planning with
a foundation in traditional strategic planning that includes addressing
our most pressing shocks and stresses. Our resilience strategy model
is designed to provide the services needed today, while planning for a
city of tomorrow.
BUILDING ON
A STRONG
FOUNDATION
11
Investment
Loop $
Innovation
Solutions
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Decision making loop
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• Data and Monitoring
• Community Feedback
Regional
Partners
& Plans
Greater
Miami &
The Beaches
Strategy
V i s i o n , M i s sion, V
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s
Continuous
Improvement
Long-Term Planning
& Short-Term Action
Goals &
Actions
Budget
Departments
Services
Delivery &
Construction
Local, Regional &
Federal Funding
Increasing
our ability to
bounce back
quickly from
shocks and
stresses.
STRATEGIC PLANNING
+
RESILIENCE
MODELS:
12
Greater Miami and the Beaches validated that the highest priority shocks include: hurricanes, economic
crash, rainfall flooding, and infrastructure failure (cybersecurity, major bridges and roadways, and sewer/
stormwater). The top stresses include: the transportation system, sea level rise and coastal erosion,
aging infrastructure, the lack of affordable housing, and poverty. Miami Beach-specific feedback and data
confirms many of these same concerns, and uses management objectives and focused actions to address
them. Working together across departments, the City of Miami Beach is well
positioned to meet these pressing realities.
2016 2018 2019
20192017
Miami Beach selected as a 100 Resilient
City in a unique partnership with Miami-
Dade County and Miami called Greater
Miami and the Beaches
The Preliminary Resilience Assessment is developed by the
team, which includes is a holistic scan of resilience. The
team developed an actions inventory, collected opinions on
resilience through engagement, and analyzed demographic
data to understand challenges and opportunities.
Resilient305, the Resilience Strategy is
developed and released, including 59
regional actions to build resilience in all
35 municipalities.
The Discovery Areas Kickoff is held,
beginning a six-month phase to investigate
and prioritize resilience issues for the
resilience strategy.
Miami Beach’s Strategic Plan Through the
Lens of Resilience includes 5 Vision Areas
with 18 Commission Goals, 37 Management
Objectives, 32 Featured Actions, and
42 Resilient305 Actions.
13
The Rockefeller Foundation’s City Resilience
Framework provides a resilience lens for
cities to understand and build capacity in
key areas through targeted actions. The
City of Miami Beach’s Strategic Plan
Through the Lens of Resilience
joins goals, objectives, and
actions designed to build
resilience to minimize our
shocks and stresses
and create benefits
that improve the
quality of life.
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14
GROWING
TRAFFIC
CONGESTION
EROSION STORM STORM RECESSION FLOODING STORM PANDEMICINFRASTRUCTURE
SEA LEVEL
RISE+COASTAL
EROSION
AGING
INFRASTRUCTURE
DECREASING
HOUSING
QUALITY +
AFFORDABILITY
INCOME
INEQUALITY
As with many communities, Greater Miami and the Beaches’ challenges have brought additional underlying
issues to surface. Unforseeable circumstances and their consequences create opportunities for GM&B to
strengthen its communities and better prepare for the next occurence. As we grow, we learn.
OUR CURRENT STRESSES
AND PAST SHOCKS
DOLPHIN EXPRESSWAY
COLLAPSE, 2005
HURRICANE WILMA, 2005
HURRICANE KATRINA, 2005
BEACH
NOURISHMENT, 1970s
HURRICANE ANDREW, 1992
UNNAMED STORM, 1993
16
GROWING
TRAFFIC
CONGESTION
EROSIONSTORMSTORM RECESSION FLOODING STORM PANDEMICINFRASTRUCTURE
SEA LEVEL
RISE+COASTAL
EROSION
AGING
INFRASTRUCTURE
DECREASING
HOUSING
QUALITY +
AFFORDABILITY
INCOME
INEQUALITY
GLOBAL FINANCIAL
CRISIS, 2008
KING TIDE FLOODING,
2011 + 2016
HURRICANE IRMA,
2017
ZIKA VIRUS,
2017
17
PROSPERITY
OBJECTIVES BUILD ON OUR ARTS AND CULTURE STRENGTHS, BALANCE TOURISM
WITH QUALITY OF LIFE, REVITALIZE AREAS, AND SUPPORT EXCELLENCE IN OUR SCHOOLS.
A prosperous city with a special flavor of
culture, arts, education, and business.
• Arts and culture (2050)
• Attract local residents (2050)
• Change nature of tourism (2050)
• North Beach Town Center (2020)
• Tourism balance improvements (2020)
• True City Center (2050) with MBCC Hotel (2020) and 17th St Garage
• 41st Street (2020)
CO
M
M
I
S
S
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G
O
A
L
S
MANAGEMENT OBJECTIVES
02
01 04
03
05
Market and promote Miami Beach as a world class
arts, culture, and quality entertainment destination.
Revitalize targeted areas and increase investment through master
plans and business vibrancy efforts as well as core services like safety
and code enforcement. Better leverage our assets and parking lots.
Areas include North Beach, Ocean Drive, 41st Street, Lincoln Road
and Washington Avenue.
Develop the Convention Center campus including
the hotel, parks, the Fillmore, and with partners to
program conventions and shows.
Balance residents’ quality of life with tourism and special events
through careful planning and exploring strategies from other global
destinations.
Be known for (K-12) educational excellence including expansion of
enrichment programs into the Miami Beach school feeder pattern;
including arts, culture, technology, college and vocational school,
climate literacy, and counseling.
20
21
86%
0%25%50%75%100%
84%
74%
86%
42%
56%
56%
48%
49%
51%
Resident Survey Highlights
(by percentage of respondents rating the item 4 or 5 in a scale of 5 points)
Percent of residents who strongly agree or agree that
cultural activities contribute to quality of life in Miami Beach
Percent of residents who would recommend the City of
Miami Beach to family and friends as a place to live
Percent of residents who feel the tourism industry in Miami
Beach adds to the quality of life
Percent of residents who rated quality of public schools as
excellent or good
ETC Institute DirectionFinder (2019 - Miami Beach, FL)
Previous years of data and benchmarking data
not available for all questions
U.S. CommunitiesFlorida20162019
22
• IMPLEMENT robust marketing campaigns to
promote city programs and cultural assets.
• ELEVATE the Collins Park Cultural District.
• COMPLETE the Convention Center Hotel by
Art Basel 2022.
• COMPLETE Miami Beach Convention Center Parks
and Art in Public Places (by Art Basel 2019).
• DEVELOP a renovation and finance plan for
the Fillmore Theater.
• MAKE substantial progress on North Beach Town
Center/Byron Carlyle/Ocean Terrace.
• COMPLETE Ocean Drive renovation, activation
and programming underway.
• COMPLETE Lincoln Road renovation
within 3 to 3.5 years.
Mi
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s
:
FEATUREDACTIONS:
• BUILD an Inclusive Economy.
• BE COUNTED
• CREATE AND IMPLEMENT a K-12
Plan for Resilience Literacy.
Resilient305 Actions:
23
NEIGHBORHOODS
OBJECTIVES BUILD RESIDENT SATISFACTION THROUGH SAFETY,
CLEANLINESS, PARKS, AND MODERN CODES.
• Clean/ beautify (2020)
• Create a strong local community (2050)
• Crime Improvements (2020)
COMMISSION
GOALS
A safe city with a mosaic of residents enjoying
life in iconic and historic neighborhoods.
MANAGEMENT OBJECTIVES
02
01 04
03
05
Provide quick and exceptional fire and emergency
response. Continuously improve emergency
preparedness to better respond to shocks like
hurricanes to bounce back as quickly as possible.
Work with partners to address regional safety issues such as
juvenile crime, identity theft, trafficking and terrorism.
Prevent and solve crime for residents and visitors
through the use of (but not limited to) communications,
community policing, technology, cameras, park
rangers, professional and ethical policing and code
enforcement.
Enhance the beautification, physical appearance and
cleanliness of neighborhoods, especially North Beach, City
rights-of-way, town center areas, parks and beaches.
Increase compliance with City Code by creating more
incentives for compliance versus penalties, especially in North
Beach. Implement controls to prevent issues of unpermitted
work or work exceeding permits on city projects.
26
08
07
06
09Modernize and streamline our old and complex land
development regulations and City codes through routine and
comprehensive reviews to be more user-friendly and to reduce
conflicts.
Evolve parks and green spaces to meet the changing needs of
the community through creating a Parks Master Plan to improve
programming, facilities, cycling, and water management.
The plan should include iconic art, cultural opportunities and
appropriate lighting.
Prioritize historic gems and create opportunities to build
resilience into historic properties to protect our unique Miami
Beach identity.
Proactively monitor the city for mosquito breeding grounds
and work cooperatively with Miami-Dade County to reduce the
possibility of mosquito transmitted disease.
27
Resident Survey Highlights
(by percentage of respondents rating the item 4 or 5 in a scale of 5 points)
City’s emergency/hurricane preparedness eorts
Quality of City recreation programs
Landscape maintenance of rights of way along
streets/public areas
Overall quality of police services
Cleanliness of stress in your neighborhood
Cleanliness of streets in business/commercial areas
Condition of sidewalks
0%25%50%75%100%
U.S. CommunitiesFlorida20162019 ETC Institute DirectionFinder (2019 - Miami Beach, FL)
Previous years of data and benchmarking data
not available for all questions
28
• COMPLETE Fire Station 1 within four years of site
selection.
• CREATE an educational campaign to address public.
perception of crime and the Police Department.
• CONTINUE AND IMPROVE the enhanced use of
technology and crime data by the Police Department
(new).
• INCREASE community outreach by the Police Department,
including collaboration with neighborhood watch
programs, private security and community groups.
• CREATE a Parks Master Plan.
• CREATE Maurice Gibb Park full plan within four years.
• COMPLETE the Par 3 Park within three years.
• COMPLETE half of 600 Alton Park within four years.
• COMPLETE North Beach Oceanside Park.
Mi
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s
:
FEATUREDACTIONS:
• INCREASE Community
Resilience through CERT.
• Time to VOLUNTEER or
Get Involved
• PREPARE Your Property
• SUPPORT Resilience Hubs.
• PRE-PLANNING for
Post-Disaster Toolkit
• ROLL-OUT 5-Step Guide
to Innovative Disaster
Recovery Financing
• BOUNCE Forward 305 – Distribute
Resilient Urban
Land Use Essentials Guide.
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:
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ENVIRONMENT AND
INFRASTRUCTURE
OBJECTIVES PROTECT AND ENHANCE OUR ENVIRONMENT AND INVEST IN
INFRASTRUCTURE PROJECTS AND ASSETS THAT BUILD RESILIENCE BENEFITS LIKE
REDUCING FLOOD RISK AND INCREASING MOBILITY.
• Clean water quality (2020)
• Improved infrastructure (2050)
• Stormwater, water, and sewer
planning (2020)
COMMISSION GOALS
Be a resilient coastal city with a thriving
environment and modern infrastructure.
MANAGEMENT OBJECTIVES
02
01 04
03
05
Work regionally and nationally to protect
Biscayne Bay water quality and to maintain
a healthy dune and beach system that
provides storm protection, recreation and
vital habitat for the public good.
Improve our aging drinking water and sewer infrastructure to protect drinking
water quality, public health and fire protection.
Reduce greenhouse gas emissions and heat
by strategically increasing energy efficiency,
green space, tree canopy and pedestrian
greenways, encouraging walkability and
increasing storm water retention.
Reduce risk from storms, high tides, groundwater, and sea level rise by
continuously improving our sea level rise adaptation and integrated stormwater
program. Use the best science and technology, including green and blue
infrastructure and mobility priorities while minimizing construction disruption,
optimizing design aesthetics, and community engagement. Keep the entire
program on-time, on-budget, and moving forward with adequate financing.
Make existing and new government assets and fleet efficient and sustainable,
and minimize damage from storms and sea level rise.
32
33
40%
72%
75%
48%
56%
61%
63%
51%
46%
46%
49%
50%
74%
Overall quality of the beaches
Reliability of potable (drinking) water
I have taken steps to make my house more energy ecient
Eorts to manage stormwater drainage/flooding
Cleanliness of canals/waterways
Condition of streets
76%69%
Resident Survey Highlights
(by percentage of respondents rating the item 4 or 5 in a scale of 5 points)
U.S. CommunitiesFlorida20162019
0%20%40%60%80%
ETC Institute DirectionFinder (2019 - Miami Beach, FL)
Previous years of data and benchmarking data
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• PRESERVE and Restore Biscayne Bay
• BUILD Reef Biodiversity and Defenses
• BOLSTER our Beaches
• NATURE-BASED Infrastructure – More than Just Habitat!
• RESILIENT Parks
• REDUCE “Back Bay Flooding”
• IMPLEMENT Sea Level Rise Strategy
• DEVELOP Sea Level Rise Checklist for Capital Projects
• CREATE Development Review Checklist
• STRENGTHEN Resilience Planning
• EXPAND Renewable Energy
• BUILDING Efficiency 305
• SEND Your Boss to Bootcamp
• RESILIENT 35 in the 305 Network
• RESILIENCE Training for All
• RISE to the Rescue
• COLLABORATIVE with Universities
• ACTIONABLE Science Advisory Panel (ASAP)
• RESILIENCE Accelerator Workshops
• DEVELOP a plan to address
aging water and sanitary sewer
infrastructure.
• CONTINUE the stormwater
program and have projects fully
underway in South, Mid and
North Beach. Start immediately
upon completion of Jacobs’
analysis.
• IMPLEMENT controls to prevent
issues of unpermitted work or
work exceeding city projects.
• IMPLEMENT creative two-way
engagement plan for projects.
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MOBILITY
OBJECTIVES INCREASE MOBILITY AND HOUSING OPTIONS
FOR CURRENT AND FUTURE RESIDENTS AND VISITORS.
• Attract and keep young families (2050)
• Become less car-centric (2050)
• Create a more local full-time
community (2050)
COMMISSION GOALS
A PEOPLE-FIRST CITY where the pedestrian is
prioritized in mobility options and community
services are pathways to prosperity.
MANAGEMENT OBJECTIVES
02
01 05
04
03
06
Increase multi-modal mobility citywide and connectivity
regionally improving transportation equity by implementing
the Transportation Master Plan and leveraging state and
federal plans and funds. Support access to a quality,
regional workforce through improved transportation
options to the mainland.
Increase housing options for current and future residents.
Enable growth in housing that protects seniors and encourages
first-time home-buyers.
Improve the walking and biking experience by providing safe,
properly lit, shaded and well-maintained bike lanes, sidewalks,
Beachwalk and Baywalk.
Address traffic congestion through solutions such as
Intelligent Transportation System (ITS); targeting loading,
ride share, and any other mobility disruption.
Support affordable, compatible workforce housing through
public and private partners for key industries, including the use
of development incentives.
Address homelessness by continuously evolving and
innovating services to help those wishing to end their personal
homelessness.
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Satisfaction with Miami Beach trolley
Percent of residents who own their current residence
Percent of residents who regularly ride a bicycle
Residents who don’t use a car for primary
mode of transportation
Feeling of safety crossing an intersection
City's eorts to address homelessness
75%
58%
71%
71%
47%
47%
37%
31%
33%
31%
24%
Resident Survey Highlights
(by percentage of respondents rating the item 4 or 5 in a scale of 5 points)
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• IMPLEMENT the Transportation Master Plan.
• IMPLEMENT Bus Rapid Transit on the Julia
Tuttle Causeway.
• COMPLETE the Beachwalk.
• MAKE substantial progress on the Baywalk.
• DEVELOP Mobility Hubs in the 305
• DESIGN a Better Bus Network
• DRIVE into the Future!
• IT’S Electric!
Miami Beach Actions:
FEATUREDACTIONS:
Resilient305 Actions:
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ORGANIZATIONAL
INNOVATION
OBJECTIVES IMPROVE STRATEGIC DECISION MAKING AND FINANCIAL
STEWARDSHIP, MAKING THE CITY MORE BUSINESS FRIENDLY AND USER-FRIENDLY
WITH AN EMPLOYEE CULTURE OF PROBLEM SOLVING AND ENGAGEMENT.
• GO Bond (2020)
• Technology and Innovation (2020)
COMMISSION GOALS
A smart city of high quality and
efficient services and employees.
MANAGEMENT OBJECTIVES
02
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05
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Implement City Commission goals and policies through the
strategic plan and budget with routine reporting through
quarterly Commission goals conferences. Enhance decision making
information through fact-based analyses, data, dashboards, and
surveys. Streamline the delivery of services using best practice
research, outsourcing, and benchmarking.
Improve two-way communications and engagement
for construction projects and emergencies within
neighborhoods, using creative tools such as an
engagement toolbox.
Implement the General Obligation (GO) Bond projects
on-time and on-budget, through responsible oversight
and coordinated project phasing.
Ensure strong fiscal stewardship by making sure expenditure
trends are sustainable over the near and long-term, using pay-
as-you-go, innovative funding (such as grants and financing),
integrating resilience and sustainability, and innovative risk
management. Focus on long-term viability of parking, sanitation,
pensions and health plans.
Empower employees to provide excellent customer
service, be problem solvers and solution finders
through a building a culture of process improvement.
Use the Office of Inspector General as a resource to
improve performance and identify inefficiencies.
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09
08
07
06
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Increase intergovernmental cooperation through City
Commission and administration relationship building with
local, regional and national connections and strengthen
the Miami Beach lobbying effort.
Attract and retain top talent, building a strong
professional public administration team and implement
succession planning.
Maximize the use of innovative technology to help us be
a Smart City, including open data, online transactions for
customers, and threats like cyber-security.
Create an environment for interdepartmental
collaboration.
Foster rewarding careers through training and
assignments, and align the management team decision-
making, evaluations, and system of rewards.
Make Miami Beach more business and user-friendly
through streamlining the development, permitting,
procurement, and Business Tax Receipts processes.
Improve employee safety and wellness. Offer an
excellent wellness program and explore policies to better
align city functions for the modern workforce, including
work hours (flex hours and days), travel, cell phones and
social media.
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Resident Survey Highlights
(by percentage of respondents rating the item 4 or 5 in a scale of 5 points)
U.S. CommunitiesFlorida20162019
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45%36%
38%
52%44%
58%
57%56%
60%
63%54%
45%
63%32%34%
Value received for taxes paid by residents
Employees possess the proper knowledge
Resident request was processed in a timely
manner by City employees
Quality of customer service
Quality of public engagement eorts
51%
68%
61%
42%
ETC Institute DirectionFinder (2019 - Miami Beach, FL)
Previous years of data and benchmarking data
not available for all questions
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• IMPLEMENT program budgeting.
• COMPLETE GO Bond Quick Wins.
• IMPLEMENT engagement toolbox.
• CONDUCT outreach to new residents, including tours of city hall.
• CONVENE quarterly meetings of HOA presidents with senior staff.
• MAKE 50% of all customer transactions with the city available
online within two years.
• CREATE an open data program.
• GET the 311 on Resilience for the 305.
• SEE it to Believe it
• CREATE a Resilient305 ArcGIS Hub.
• SHARE Bold Integrated Water Models.
• IMPLEMENT the One Water Framework.
• PLANNING Efficiently & Effectively Together.
• FINANCING a Resilient Future.
• THE POWER of Purchasing
• PILOT Resilience Financing Decisions Toolkit.
• DEMONSTRATE the Costs and Benefits of Resilience Improvements.
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BOUNCING
FORWARD
Resident and Business Survey: The survey is conducted every two years to
measure resident satisfaction with services and to understand community
priorities. Conducted since 2005, this statistically valid survey provides
benchmarking and trend data to assess areas that need improvement as
well as services exceeding expectations. Survey results inform the budget
processes.
Dashboards: The City will grow in its use of Power BI, a business analytics
tool, to measure performance citywide, increase transparency and help
departments make data-driven decisions. Dashboards provide powerful
visualizations and advanced data analysis, allowing departments to
create their own automated dashboards with the support of Information
Technology Services. Three pilot dashboards have been created and
departmental dashboards are underway. As the use of dashboard evolves,
the city can better track performance and inform strategy and budgets.
Quarterly performance meetings: Having a structure to track progress
toward established objectives is essential for implementation. Quarterly
meetings will keep a focus on progress, reduce bottlenecks and build
cross-departmental collaboration.
PIVOT Team: The city will be a key participant in the Resilient305 Strategy
implementation as part of the Progress, Innovation, and Vision for our
Tomorrow (PIVOT) team. PIVOT will look at resources, timeframes, and
priorities to develop a work plan and oversee implementation.
The Miami Beach Strategic Plan through the Lens of Resilience is our shared roadmap. While this plan includes
our defined priorities at a moment in time - implementation is sure to be dynamic and we will need to be agile
in addressing the issues, shocks and stresses that arise. Many of the strategic plan actions are underway, and
others have yet to begin. Miami Beach will implement this plan while also supporting the Resilient305 Strategy
to advance resilience in our city, county, and region. Tools such as the Resident Survey, automated dashboards
and quarterly performance meetings will help us to be agile and move forward to achieve our priorities. The tools
include:
The purpose of strategic planning is to define
our goals- and to work together in achieving
them. In the true spirit of resilience planning, we
plan with the goals of reducing risk, creating co-
benefits that improve our quality of life. Through
this we become ready to not only bounce back-
but to bounce forward.
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Miami Beach’s Strategic Plan Update through the Lens of Resilience was inspired
by the 100 Resilient Cities initiative of the Rockefeller Foundation and the
leadership of the Miami Beach Mayor and City Commission. It builds upon the
strong history of strategic planning in Miami Beach.
Special thanks to all Miami Beach staff who provided expertise along the way,
and who contributed toward the development of the Greater Miami and the
Beaches Resilient305 Strategy and the Strategic Plan update.
ACKNOWLEDGEMENTS
MIAMI BEACH
RISING
ABOVE
For more information visit
www.mbrisingabove.com.
A PEOPLE-FIRST CITY where the pedestrian is prioritized in mobility options and community
services are pathways to prosperity.
A SAFE CITY with a mosaic of residents enjoying life in iconic and historic NEIGHBORHOODS.
A SMART CITY of high quality and efficient services and employees.
A RESILIENT COASTAL CITY with a thriving environment and modern infrastructure.
A PROSPEROUS CITY with a special flavor of culture, arts, education, and business.