LTC 102b-2003CITY OF MIAMI BEACH
Office of the City Manager.
Letter to Commission No.
To: Mayor David Dermer and Date: May 1, 2003
Members of the City Commission
From:
Subject:
Jorge M. Gonzalez \. ^~c....-/
City Manager (/~' - ~
2003 ALL-AMERICA CITY AWARD
I am pleased to announce that the City of Miami Beach has again been selected as a finalist for
the Ali-America City Award. The National Civic League announced yesterday the 30 finalist
communities for this year's Ali-America City Award, the nation's longest running and one of the
most prestigious civic recognition programs.
As you may recall from last year, the Ali-America City Award encourages and recognizes civic
excellence, honoring the communities in which citizens, government, businesses and non-profit
organizations demonstrate successful resolution of critical community issues.
The finalist communities that will be competing for this year's Ali-America City Award are:
1. Tempe, Arizona
2. New Haven, Connecticut
3. Stamford, Connecticut
4. Deerfield Beach, Florida
5. Miami Beach, Florida
6. Palm Beach, Florida
7. Pembroke Pines, Florida
8. Pompano Beach, Florida
9. Walton County, Florida
10. Des Moines, Iowa
11. Evansville, Indiana
12. Parsons, Kansas
13. Gaithersburg, Maryland
14. Grand Rapids, Michigan
15. Marquette County, Michigan
16. Montevideo, Minnesota
17. Ring Wing, Minnesota
18. Laurinburg, North Carolina
19. Thomasville, North Carolina
20. Wilson, North Carolina
21. Ravenna, Nebraska
22. South Sioux City, Nebraska
23. Springfield, Ohio
24. Fossil, Oregon
25. Chester, South Carolina
26. Corpus Christi, Texas
27. Grand Prairie, Texas
28. Killeen, Texas
29. Greater Racine Area, Wisconsin
30. Philippi, West Virginia
Miami Beach is the only City that was a finalist last year and that has been selected as a finalist
again this year. We are the only municipality from Miami-Dade County, and one of six from
Florida.
The 30 finalists will participate in a final round of the Ali-America City competition in Washington
D.C., June 12-14, 2003. A delegation from the City will present to a 10-member jury our
application and discuss in detail the projects we presented.
Representatives from the Administration will be meeting soon to begin planning and preparing
for the Ali-America City Award competition. I hope that some of you will be able to participate
and provide input and suggestions. In the meantime, I am attaching a copy of the application
that the City submitted for your review, as well as a copy of the press release regarding our
selection.
If you have any questions or need additional information, please feel free to contact me.
c: Electronic Copy
Executive Staff
Management Team
Attachment
JMG\ri
F :/cmgdalllltcO31AIIAmericaCityAwardl .doc
CITY OF MIAMI BEACH
PRESS RELEASE
For Immediate Release Contact: Nannette Rodriguez
Date: April 30, 2003 Phone: 305-673-7575
nrodriquez@miamibeachfl.aov
www.miamibeachfl.gov
Miami Beach Selected as a 2003 Ali-America City Finalist
-- National Civic League Recognizes Civic Excellence --
Miami Beach, FL-The City of Miami Beach has been selected as one of 30 finalists for the 2003 Ali-America
City Award; the only municipality in Miami-Dade County to have been selected this year. The Ali-America City
Award is the nation's longest running and one of the most prestigious civic recognition programs in the
country.
"Miami Beach has thrived amidst change and overcome many difficulties because of its civic culture. Recent
challenges such as managing growth, maintaining the infrastructure, balancing residential and visitor needs,
and facing uncertain economic times have brought the community together to not only to find solutions but to
partner in the results," said Hiami Beach City Hanager.lorge FI. Gonzalez. ":I'm very proud of our community
efforts."
The Ali-America City Award encourages and recognizes civic excellence, honoring the communities in which
citizens, government, businesses and non-profit organizations demonstrate successful collaboration to
improve the lives of their community's residents. The City of Miami Beach highlighted Neighborhood Services,
Truancy Intervention Program, and Planned Progress in its application.
The 30 finalists will participate in a final round of the Ali-America City competition .lune 12 through 14, 2003,
in Washington, D.C. at the Hilton Washington. Representatives from each community will present to a 10-
member jury their innovative programs and local solutions addressing a wide range of social and community
issues, including crime, education, poverty, housing and race relations. The ten 2003 Ali-America Cities will
be named on .lune 14, 2003.
The City of Miami Beach was selected as an Ali-America City Award finalist last year and is the only 2002
finalist City to be selected again this year. The National Civic League is a 109-year-old non-profit, non-partisan
organization dedicated to strengthening citizen democracy by transforming democratic institutions. NCL
accomplishes its mission through technical assistance, training, publishing, research, and the Ali-America City
Award. For more information on the award, call 303-571-4343 or visit www.ncl.org.
Call 305-673-7575/VOICE to request material in accessible format, sign language interpreter (five days in
advance), or information on access for persons with disabilities.
2003 All-America City Award
Application
We encourage applications from neighborhoods, towns, cities, counties and regions.
Community name and state:
Community Information
Miami Beach, Florida
Your community is applying as a:
__Neighborho°d __Town XXX City
__ County __ Region
If applying as a region, name participating communities:
If applying as a neighborhood, name city:
Contact Information
All-America City Award contact (primary contact person available throughout entire competition and for
follow-up):
Name:
Title:
Organization:
Address:
Ramiro J. Inguanzo
Chief of Staff, Office of the City Manager
City of Miami Beach, Florida
1700 Convention Center Drive
City, State, ZIP:
Miami Beach, Florida 33139
Phone (business/day): 305-673-7010
Fax (business/day): 305-673-7782
Phone (home/evening): 305-450-7146
Fax (home/evening): n/a
E-mail Address:
ringuanzo~miamibeachfl.gov
List the 3 individuals who most actively participated in filling out this Ali-America City Award application
(add additional lines if needed):
[Provide name and title; organization; phone; e-mail address]
Sidney and Faye Goldin, Neighborhood Leadership Academy Alumni Representatives, 305-866-2066
Vivian Guzman, Miami Beach Neighborhood Services Director, 305-673-6749, vguzman~miamibeachfl.gov
Ronnie Singer, Miami Beach CIP Community Information Manager, 305-673-6354, rsinger~miamibeachfl.gov
The community applying will receive one complimentary membership (or a membership renewal if an
AAC application was submitted last year) to the National Civic League for one year. To whom should this
membership be directed?
Name:
Address:
Phone Number:
Email:
Jorge M. Gonzalez, City Manager. City of Miami Beach
1700 Convention Center Drive, Miami Beach, Florida 33139
305-673-7010 Fax 305-673-7782
j gonzalez~miamibeachfl.gov
If we are designated an All-America City, we agree to follow NCL's rules (available on the website)
regarding use of the All-America City Award logo, a registered trademark of the National Civic League.
Signature: J ~*~- //~-"~ t, -~ Date: O,~/~,/~
Name: Jorge M. Gonzalcz Title: City Manager
Community Statistics
Note: Use the most up-to-date statistics possible for your neighborhood, town, city, county, or region (source
suggestions: U.S. Census Bureau, State Department of Economic Security, State Department of Finance,
Department of Public Health, and local school statistics)
POPULATION (in year 2000 or most recent):
Source/Date: U.S. Census Bureau / 2000
87,933
POPULATION PERCENTAGE CHANGE 1990-2000 (indicate + or-): -5 %
Source/Date: U.S. Census Bureau / 2000
RACIAL/ETHNIC POPULATION BREAKDOWN (percentage):
White alone
Hispanic or Latiuo (of any race)
Black or African American alone
Asian alone
Amiercan Indian and
Alaska Native (AIAN) alone
Native Hawaiian and Other
Pacific Islander (NHOP) alone
Some other race alone
Two or more races
37.6
53
4
1.4
n/a %
n/a %
n/a %
4 %
Source/Date: U.S. Census Bureau / 2000
MEDIAN FAMILY INCOME: $ 27,000
Source/Date: U.S. Census Bureau/2000
PERCENTAGE OF FAMILIES BELOW POVERTY LEVEL: 21%
Source/Date: U.S. Census Bureau / 2000
UNEMPLOYMENT RATE:. 7.4 %
Source/Date: Bureau of Labor Statistics / 2003
POPULATION BREAKDOWN BY AGE GROUP fpercentages, if available):
19 years old and under 10.5
20-24 10.5
25-44 39
45-64 21
65 and over 19
Source/Date: U.S. Census Bureau / 2000
PERCENTAGE OF HOME OWNERSHIP: 36.6 %
Source/Date: U.S. Census Bureau / 2000
WORKFORCE DISTRIBUTION -- Name the three largest employment sectors in your community and
provide the percentage of total employed in each:
Hospitalit¥Industr¥ (Hotels/Restaurants) 46 %
Retail Trade 34 %
Hospitals / Health Care Industry 8.7 %
Source/Date: City of Miami Beach Economic Development Division / 2003
Part I:
Community Background and Community Challenge Section
Add lines as needed for your responses
1 (A). Community Background: Set the background for your community. Tell its story. Summarize your
community's history, successes and struggles. Describe how your community got to where it is today and your
community's current state of affairs. (700 word maximum):
A New Jersey Quaker named John Collins and an Indiana entrepreneur named Carl Fisher, together in 1913,
embarked on an agriculture venture on the edge of a strip island's oceanfront beach and started a bridge across
the bay from the City of Miami. On March 26, 1915, Miami Beach, bordered by the Atlantic Ocean to the east
and Biscayne Bay to the west, was born.
During the Great Depression, the 7.1 square mile island City became a popular resort destination. A new group,
predominantly Jewish, came to Miami Beach and built a large number of small hotels with stark mQdern lines
along lower Collins Avenue and Ocean Drive. This building boom helped bring the area out of the Depression
and 40 years later ~vould become the ~vorld-famous Art Deco District, which includes the internationally
renowned South Beach area.
World War II brought thousands to the sand and surf of Miami Beach when the Army Air Corps and the Navy
established major training centers. Many of these servicemen made Miami Beach their permanent home after the
war. Air-conditioning and transatlantic airline service expanded the City's tourism to year-round.
When Fidel Castro took over Cuba in 1959, Cuban exiles began to pour into the area to start a ne~v life. This
influx of immigrants added to the international fabric that threads the Miami Beach community. (Today,
Hispanics from South and Central America and Caribbean make up for about 54% of the City's population.)
Although Jackie Gleason was referring to Miami Beach as "the sun and fun capital of the ,vorld" from his weekly
broadcast, Miami Beach was slowly changing. Old Art Deco structures were used as low-rent housing for the
elderly and fell to urban decay during the late 1960s through the mid 1980s.
Fortunately, local historic preservation activists came to the rescue of the pastel-colored Art Deco structures in
the mid-'70s. In 1979, the Art Deco District was listed on the National Register of Historic Places, the first 20th
century district ever granted such a distinction. A new Miami Beach was emerging.
Miami Beach's Art Deco revival represents one of the greatest historic preservation success stories in America
that restored not only the country's largest concentration of Art Deco architecture in the world but also
stimulated thousands of new jobs to the area and created an active and respected civic collaboration that still
exists today. Affordable housing apartment units for families now sham the same palm-shaded streets with
single-family homes, high-rise condominiums, restored and newly built hotels, parks, office buildings,
restaurants, shops, nightclubs, museums, libraries, schools, hospitals, synagogues and churches, theaters, and
outdoor cafes - all with an international accent.
Miami Beach's charm and ability to play host to millions of visitors, thousands of residents, business people,
government and media representatives all at once attract event organizers of world-class events to host their
shows in the City: Pavarotti on the Beach, Veterans Day Benefit Concert featuring N'SYNC, MTV Latin Music
Awards, Clio Awards, Miami Film Festival, and CBS's All-American Thanksgiving Day Parade.
A younger Miami Beach became known for its trend-setting way of life and its popularity exploded throughout
the 1990s. Today, Miami Beach is home to over 88,000 residents who are as diverse as its visitors. The median
age of the City's residents dropped to 39 from 65 years old in 1980. The number of residents who are 14 years
old or younger increased from 6.5% in 1980 to 11.2% in 1998. And, approximately 45% of households reflect
yearly income of less than $25,000 per year.
Miami Beach has thrived amidst change and overcome many difficulties because of its civic culture. Recent
challenges such as managing growth, maintaining the infrastructure, balancing residential and visitor needs, and
facing uncertain economic times have brought the community together to not only to find solutions but to partner
in the results.
While recent world events tested the City, the community rose to the occasion. A grass-root civic pride campaign
was launched by residents and businesses called "My Miami Beach" that celebrates the diversity and assets of the
City to both visitors and residents alike.
With the renewed sense of civic pride, the community continues on its journey in making the City of Miami
Beach a truly world-class, cosmopolitan, vibrant, tropical, historic community for those that live, work and play
here.
1 (B). Community Celebration: Why should your community be selected as an All-America City? Describe
what makes your community a great place to live, work, and play. (300 word mc~imum)
Miami Beach is a unique historic, urban environment; a cultural, entertainment and tourism capital; and, an
international center for innovation in culture, recreation and business. An island city of just 7.1 square miles,
Miami Beach is no longer just the "sun and fun capital." The Art Deco historic preservation movement
revitalized the City. Miami Beach has a vibrant diverse, residential community of 88,000 where people live, work
and play together no matter their race, creed, economic status, color, sexual orientation, religion or age.
While Miami Beach has an array of amenities to enjoy year-round from international outdoor cafes, shopping,
nightclubs, museums, and theaters to the beach and outdoor and indoor recreational activities, Miami Beach
offers more to the community: high achieving public and private schools, religious choices, employment from
medical and banking to hospitality and entertainment industries, rising property values, a clean and safe
environment, and opportunities for civic engagement.
The City has seen significant changes over the course of the last few years. By involving the many stakeholders
and partners in the community to identify problems and solicit guidance to solve the community's struggles, the
City now provides better, more efficient and effective services to the public with a primary focus on outstanding
customer service.
Miami Beach is very proud of its ability to partner with the community to bring positive change. The City was
recognized last year by Participate America, a national organization formed to promote and showcase American
democracy and civic participation, with their first-ever President's Award; the only municipality in the country to
have been recognized. The City of Miami Beach has demonstrated throughout its history and even more so today
how to include the community and demonstrate to them how important civic involvement is to the democratic
process to which all American cities have pledged.
1 (C). Community Challenges: Based upon your community's current status, describe your community's two
most pressing challenges.
Challenge #1:(200 words maximum)
The City of Miami Beach has undergone significant population and economic changes in the past several years
transforming the City from a quiet retirement haven for the elderly and a community lar, gely dependent on
seasonal tourism to a much younger, professional, culturally diverse community with a surging, diversified
economy that attracts millions of visitors from around the world each year. The City's schools have become
overcrowded because of the youth explosion that accompanied the rapid drop in median age from 65 in 1980 to
39 years old today. Because of these dramatic changes, there is a need to provide a varied array of services that
benefits the diverse population. In order to ensure that all members of the community are served well and that
opportunities are creates for civic engagement, the City of Miami Beach needs to continue building community
capacity. The City recognizes the need to stimulate civic involvement with its diverse constituents in order to
balance their needs, bridge the gaps between the residents, homeowners, business community, tourists and
visitors, and embrace common goals that produce results that positively impact the community.
Challenge #2:(200 words maximum)
The revitalization of the Art Deco District and the growth of the entertainment and cultural arts industries have
all contributed to the rapid reversal of the severe downward trend Miami Beach experienced in the late 1960s
through the mid 1980s. This explosive growth gave birth to a young and vibrant populace and a need to revitalize
capital improvements in residential neighborhoods -- many of which had not been touched in more than 50 years.
While some private development and improvements were underway, public right-of-ways, infrastructure and
facilities were in disrepair and in some cases even dangerous. Residents were concerned by the decaying
condition of their City -- aging parks and pools, youth centers, public facilities, golf courses, residential streets,
lighting, landscaping and side~valks. The community had lost faith, trust and confidence in its government to
meet its needs and looked to the City for leadership. The community pleaded for government response that would
recognize and address their needs, raise the necessary funds, and together develop a capital improvement plan
that would transform our community into the beautiful, world-class city that we are today.
Part I1:
Community-Driven Projects
Add lines as needed for your responses
Part II requires descriptions of three collaborative community projects that have significantly affected the
community.
The first two projects should be drawn directly from the two community challenges stated above.
The third project should be reflective of what your community is doing for children and youth.
PROJECT ONE (Challenge #1)
1. Project summary, name and give a brief description. (150 wordmaximum~
In 200l, Miami Beach created "Neighborhood Services" to provide greater opportunities to citizens for accessing
City services and to encourage residents to become more involved in all aspects of the community's governance.
The civic engagement process brings agencies and groups together to share resources, network and develop plans
for the smooth delivery of services. The main objective of the project is to improve the coordination of
neighborhood assets and help residents access and align City resources through training, education, enhanced
communication and information sharing, and to assist in the identification and representation of community needs
for the continued development and revitalization of the community. By forming a partnership between the City,
residents, the business community, and social service organizations and by providing mechanisms to assist
everyone in the community, the civic engagement project aims to develop a stronger community structure,
mobilize services, empower residents and bring together citizens who would not normally work together for
greater understanding of all their needs and to ensure that the highest quality services are delivered.
2. Describe the relationship between this project and your first challenge, the project's history, and how it
is being sustained? (300 word maximum)
The creation of Neighborhood Services focuses and improves public access to City government. By providing
direct assistance and outreach to citizens, service delivery enhanced, services with citizen needs were aligned,
and involvement and participation increased. The goals and objectives of Neighborhood Services is to build
neighborhood capacity, redesign public services and create a sense of community and civic pride.
These objectives are sustained first through technical assistance and outreach provided to local residents. This
provides tools for individuals and groups to organize effectively. Ongoing monthly facilitated focus groups assist
in identifying gaps in service delivery. These gaps are further identified and analyzed through the City's newly
established "Answer Center," a professionally staffed information center which monitors and tracks each service
request made to the City to ensure an effective and timely resolution.
The Neighborhood Leadership Academy was created as part of this project to build a cadre of leaders in the
community - thus building capacity. This free program educates residents on available services, the government
structure, and how to access services through the use of available resources. This project also aims at engaging
graduating "leaders" to remain active in the community and encourage ongoing participation in their government.
Over 100 residents have graduated and many more are already registered other sessions.
The Volunteer Network provides a comprehensive volunteer service program encouraging public participation,
further enhancing a sense of community and utilizing volunteers in a multitude of areas needed in the community
and to further connect the community.
Because of the City's popularity as a homeless destination, the Homeless Outreach Team supports programs to
assist homeless individuals and families and those at risk and incorporates the "Continuum of Care" model. This
model is a coordinated community-based process comprised of many partners to provide outreach and assessment
and appropriate supportive services to those in need.
Neighborhood Services also operates the Log Cabin Training Center, the only vocational training program
serving developmentally disabled adults in the community. The program strives to equip participants with job and
life skills needed to live more independent satisfying lives.
Through these and many other initiatives, Neighborhood Services is stimulating civic involvement in the
community and bridging the gaps between the diverse population to embrace common goals, improve the quality
of life, care for the disadvantaged, and produce great results.
3. Describe the partnerships and collaborations involved in the creation, development, and
implementation of this project. (300 word maximum)
The introduction of Neighborhood Services has aligned a number of City services as the framework for enhanced
collaboration. They found that groups and agencies tend to act independently of each other with little
collaboration due to a number of reasons but mainly because as the community grows and new resources are
introduced there is no "umbrella" agency feeding information to all parties. The program unites various city
entities including Community Development and Housing, Community Resource and Outreach, the Answer
Center, Elder Affairs, Children's Affairs, Log Cabin Training Center, Homeless Coordination, and Code
Compliance.
Due to the nature of programs developed and implemented, the Neighborhood Services team collaborates with
several agencies/organizations throughout the community. The monthly focus groups and the Leadership
Academy are interdepartmental collaborations between every department in the City. Both are interactive
programs that allow all City departments to interact with the community while affording staff the opportunity to
learn about residents' needs as customers and consumers of City services.
The Volunteer Network is a partnership with several local community-based organizations. These include: Big
Brothers Big Sisters of Greater Miami and provides mentoring opportunities for children and adults at Miami
Beach public schools promoting a healthy self-esteem and positive role models for children. City employees are
afforded four hours per month in administrative leave to serve as mentors in this program; Hands-on-Miami for
the Adopt-a-Park program; ECOMB (Environmental Coalition of Miami Beach) for clean-up projects
throughout the City; and one of the local hospitals to provide assistance and care with patients.
The Homeless Assistance Program formed a cooperative partnership between the City, the Police Department,
Miami-Dade County Homeless Trust, Salvation Army and local outreach providers to a coordinate an effective
referral and placement program.
The Log Cabin Training Center, a training center for the developmentally challenged, expanded course offerings
and vocational tracks through collaborative and mutually beneficial partnerships with Barry University. And a
sheltered work program continues through the Log Cabin Plant Nursery, an independent non-profit agency.
4. Describe the qualitative and quantitative outcomes of this project in the last 3 years and explain how
this project has been a success. (300 word maximum}
Neighborhood Services serves as the liaison between the City and the community. This role requires an ability to
understand the needs of both. In their first year of operation, the Outreach Team and Answer Center successfully
responded to and addressed in excess of 18,000 calls and tracked and resolved over 8,000 services requests. This
year, they served over 50,000 callers and over 12,000 service requests. These efforts were complimented by 37
focus group meetings with the various neighborhoods.
The homeless program grew exponentially out of the need to reduce the incident of homelessness and number of
homeless living in Miami Beach. In Fiscal Year 2001/2002, 888 homeless persons received services from the
Office of Homeless Coordination (OHC) through partnerships with other non-profits. These services included
food, shelter placement, job placement, assistance with Social Security benefits, as well as other supportive
services. Total contacts made by Outreach Teams were approximately 3,200. With the hire of two formerly
homeless individuals, OHC has increased staffing to provided services to 343 homeless persons and have made
over 1,028 contacts in the first quarter of fiscal year 2002/2003. The OHC projects that over 1,300 homeless
persons will receive services and 5,000 contacts will be made. Of the 1,300 that receive services 300 will be
placed in housing (emergency, transitional or permanent). This 300 figure reflects an average of 25 placements
per month.
The Volunteer Network joined non-profit agencies, youth groups, and local schools including about 750
individuals to work on eight identified environmental and civic projects throughout the City in its intial year.
The Log Cabin, in the past year of operation, reduced the staff/client ratio from 1:10 to 1:7, while reducing the
City's funding commitment through a collaborative partnership with Barry University. Furthermore, course
offerings and vocational tracks were expanded while experiencing this reduction and are currently working on
increased summer and community programs. Forty-nine clients were served in three different programs.
Name the primary contact for the project. Provide name & title, organization, address, telephone, and
e-mail address. (This person may be contacted to verify information.)
Robert C. Middaugh, Assistant City Manager, City of Miami Beach
Phone # 305-673-7010 e-mail: bobmiddaugh~miamibeachfl.gov
PROJECT TWO (Challenge #2)
1. Project summary, name and give a brief description. (150 word maximum)
"Planned Progress" began as a coalition, spearheaded by the Miami Beach Chamber of Commerce in conjunction
with concerned residents, community organizations, and the City government, to obtain input and identify the
improvements that the community felt were needed. After an aggressive "My Neighborhood Now" grass-roots
campaign and extensive community meetings, residents agreed to pass general obligation bonds so that the
improvements would become possible. To ensure the success of this initiative and to sway skeptics critical of
government spending, a citizen's committee was developed to scrutinize all expenditures and provide oversight
for the duration of the funded work. The $92 million dollars of GO Bond-funded "Planned Progress" capital
improvements are now being implemented in each of the City's 13 separate neighborhoods. Layered on these
funds was the passage of Stormwater and Water Bonds as well as grants and other funding sources which now
account for approximately $400 million in funding and 117 separate construction projects, all to be completed in
the next few years. Residents continue to take part in the process every step of the way.
2. Describe the relationship between this project and your second challenge, the project's history, and how
it is being sustained? (300 word maximum)
Early in the planning process it became clear that if this amount of new construction was to occur, a coordination
effort needed to be created to track projects, develop concept plans, create community consensus, sequence
projects and construct improvements in a manner that minimizes construction impacts, and enables day-to-day
activities to continue, and managed the expectations from the community. The Capital Improvement Projects
(CIP) Office was established in 2001 and staffed with a director, engineers, planners, construction managers,
program managers and a community information manager.
Each individual "Planned Progress" project is brought to the community for consensus. By creating a series of
communication efforts and a process for participation for the Community Design Workshops, the CIP ensures
that all residents are aware of the opportunities to participate and provide input. When consensus is reached on
planned improvements, a Basis of Design Report (BODR) is prepared by the consultants which serves as the
master plan from which construction documents will ultimately be prepared. This document is approved by the
Oversight Committee made up of residents and then the full City Commission through a public review process.
Residents are encouraged to track the "Planned Progress" of their neighborhood via the Internet, devoted
exclusively to these projects, or by calling the community information manager. To further prepare residents for
this process, a "Planned Progress" video runs along with other CIP programs on the City's cable television
station. All information is available in both Spanish and English to ensure that all residents are kept fully
informed.
Empowerng the community as part of the process has created a celebratory and positive relationship throughout
the process and especially when their "Planned Progress" projects are completed.
10
3. Describe the partnerships and collaborations involved in the creation, development, and implementation
of this project. (300 word maximum)
The 'planned progress team works closely with homeowner's associations, neighborhood groups, businesses,
houses of worship, public and private schools, the chambers of commerce, and area residents to make sure that
proposed improvements are built on consensus and that input is solicited from all interested parties. In addition,
the planned progress team meet in the field with the residents and neighborhood representatives, architects and
engineers on a regular basis to chek-in and ensure that progress is being made. When construction documents
reach 60% completion, and again at 90% completion, additional community design review meetings are held with
all relevant stakeholders to provide updates, solicit additional input and finalize plans.
In addition to the community workshops and discussions with residents, the team actively engages other city,
county and state departments (Miami Beach Redevelopment Agency, Miami-Dade County School System,
Miami-Dade County Transit Authority, Miami-Dade County Metropolitan Planning Organization, Florida State
Department of Transportation, U.S. Coast Guard) to make sure services are all properly coordinated and
proceeding positively. All other work from these county and state agencies are coordinated with the planned
progress approach to ensure a consistant delivery of services.
4. Describe the qualitative and quantitative outcomes of this project in the last 3 years and explain how
this project has been a success. (300 word maximum)
To date, all 13 neighborhoods are actively engaged in the "Planned Progress" of their communities. Seven
different neighborhoods are now in the construction design phase, having built consensus and having had their
Basis of Design Reports approved by the City Commission. The Miami Beach Golf Club, the brand new public
world-class golf course has just been completed and its golf clubhouse is under construction, the second
municipal course is in design, two youth centers are very close to completion, all but three of the City's 32 parks
have been improved, a regional library is under construction, two fire stations are in design, a municipal pool and
water play area has been completed, a beachfront walkway is under construction, the Bass Museum of Art
expansion has been completed, our brand new regional public library by the fall of this year, and several
significant streetscape/infrastructure projects have been completed in commercial corridors. Since the inception
of this project, thousands of meetings have been held with residents and stakeholders. It is safe to say that the
City connected with and involved residents in every step of the way from the inception of the project to the
present. The general consensus from the community is that they are very pleased with all the beautiful new
additions to the community and are looking forward to all the future projects that will be completed soon.
It is important to note that the private sector has matched this public sector commitment by investing in the City
of Miami Beach as never before. In the last seveal years, there has been 1.1 billion dollars in new private
construction in the City. In a time of uncertainty in the world, the economy of the City of Miami Beach
continues to be fiscally strong, with steady gro~vth and investment due to the very carefully conceived and
implemented "Planned Progress" approach the City adopted and implemented.
Name the primary contact for the project. Provide name & title, organization, address, telephone, and
e-mail address. (This person may be contacted to verify information.)
Timothy Hemstreet, Director, Capital Improvement Program, City of Miami Beach
Phone # 305-673-6431 e-mail: themstreet~miamibeachfl.gov
11
PROJECT THREE
As a commitment to America's Promise, the National Civic League has issued the Youth Initiative Challenge.
We ask that at least one project from each All-America City applicant document ways in which the lives of
children and youth have been tangibly improved.
1. Project summary, name and give a brief description. (150 word maximum)
The Children's Affairs Office was created to promote a positive and healthy environment for children and
families by serving as a catalyst for improving children's emotional, physical, social, and educational
outlooks. The Office provides a variety of services and initiatives including the "Neighborhoods First
Support Team," a multi-faceted effort to address truancy, community cohesion and other issues while
networking community resources to improve service delivery to youth; the Teen Job Corps which provides
employment to at-risk youth in the community; and the Truancy Intervention Project (liP) which is a
collaborative effort by the City, the public schools, the County, the State Attorney's Office and community-
based agencies to identify and provide early intervention services to youth at-risk of school failure and
truancy.
TIP is activated when a school official notes that a student has five or more unexcused absences. The school
refers the client to the City which, in turn, schedules a home visit. During the home visit, the family and
student are assessed to determine the causes of the absences and whether or not the student is performing at
grade level. As appropriate, the student is then connected to community-based providers that can address his
medical, dental, transportation, academic, counseling, aftercare, housing and economic needs. Once
connected to the provider, the City provides follow-up to ensure that school attendance improves and is
sustained.
2. Describe the relationship between this project and the challenge it is addressing, the project's history,
and how it is being sustained? (300 word maximum)
TIP serves multiple purposes: (1) Connecting at-risk youth with community-based providers; (2) Fostering an
improved process for collaboration among providers at the onset of risk; (3) Increasing dialogue and
engagement between the community-at-large, community providers and the City through home, school and
community-based settings; (4) Improving student attendance and reducing academic failure; and (5)
Providing early intervention to needed residents thereby reducing the cost of intervention, increasing the
likelihood of success and improving the quality of life of our community.
TIP is a conduit to address capacity-building among agency providers while encouraging intervention at its
earliest stage so as to ensure success and reduce the cost of services in human and financial terms.
TIP's initial funding was a three-year grant by the Florida Department of Juvenile Justice. The grant enabled
the hiring and training of outreach workers, the development of a comprehensive needs and resource
assessment, community workshops with citizens and providers to discuss collaborations and processes, and
the implementation of the first two years of a five-year action plan.
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3. Describe the partnerships and collaborations involved in the creation, development, and implementation
of this project. (300 word maximu.O
TIP evolved through a joint recognition by the City, county school officials, and the State Attorney's Office
that truancy often leads to juvenile delinquency. Through a Grand Jury probe, the State Attorney provided
compelling statistics demonstrating this correlation while also highlighting the absence of coordinated
intervention services.
School officials and the State Attorney began by conducting a series of increasingly involved meetings
between school officials, families and local law enforcement. While raising awareness and starting a
dialogue, these meetings failed to address the causes for the absences or provide intervention services. The
City stepped in by providing outreach teams that visited homes and began to identify the reasons for school
absences.
As home visits were conducted and specific needs found, the City worked with community providers to
identify resources that could be directed to meet these needs. For example, it was found that a significant
amount of students who missed school cited "asthma" as their excuse. In conjunction with Miami Beach
Community Health Center (the City's primary health provider for the economically disadvantaged) and
Miami Jackson Medical Center (the County's largest hospital), several public workshops on asthma and its
management were presented in English and Spanish with special invitations being sent to families via TIP. In
order to encourage attendance, dinner was provided by the City, transportation tokens were provided by the
county's transit agency, and the network of community providers disseminated invitations to the events.
When it began in 1999/2000, less than 10 community agencies were engaged in addressing the needs of these
families. By 2000/2001, almost 60 community providers were being linked to these families. Services
included: dental/medical service, counseling, job training/placement, rent assistance, emergency housing,
parenting skills, utility assistance, preventive health management (including stress, diabetes, and
hypertension), immigration/legal services, food, aftercare, tutoring and more.
4. Describe the qualitative and quantitative outcomes of this project in the last 3 years and explain how
this project has been a success. (300 word maximum)
TIP increased collaboration, accessibility to community providers, and established ongoing outreach efforts.
In less than three years, TIP increased the number of agencies providing services to these families from less
than 10 to more than 60 while creating at least one monthly public workshop alternately sponsored by these
agencies. As many as 100 students and their familes are helped through the TIP each year. An additional
outgrowth of this effort created the Community Resource Directory and a weekly ResourceWire, connecting
agencies to each other and available grants and resources.
This effort established community service projects at least once a month in which youth identified, organized
and effectuated a variety of environmental, social and civic projects including a citywide salute to the fallen
heroes of 9/11. By engaging and being part of the solution, youth are empowered to take active, leadership
roles to address community needs.
TIP increased school attendance through intervention that connected needy families and students with
services that addressed the specific cause of their hardships. In 1999/2000, students were referred with an
average of 21.46 absences. After intervention, students averaged 4.8 absences through the remainder of the
school year. In 2001/2002, students were referred with an average of 12.6 absences. After intervention,
students averaged 4.55 absences through the remainder of the school year. Regardless of when the
intervention was made, the number of absences took a subsequent and significant drop after intervention.
Intervention was tailored to the specific needs of the student and family. This meant engaging a multitude of
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agencies that could address transportation, health, aftercare, counseling, legal, housing and other needs and
directing them to the specific individual or family in need of services.
While TIP sought to reduce school absenteeism, it also enabled families in need to access a variety of
services that would otherwise go unmet because of their isolation or detachment from the community and its
providers.
Name the primary contact for the project. Provide name & title, organization, address, telephone, and
e-mail address. (This person may be contacted to verify information.)
Maria Ruiz, Director, Miami Beach Office of Children's Affairs,
Phone # 305-673-7491, e-mail: mruiz~miamibeachfl.gov
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Part III
Civic Infrastructure
Describe your community. Using the four major sections of the National Civic League's The Civic Index, Second
Edition (see www.ncl.org for more information), examine your community'S civic infrastructure and civic
capacity and describe how your community lives each of the answers to each of the following questions. Please
include real examples of how your community has demonstrated its strengths and faced its challenges. The roman
numerals correspond to parts of The Civic Index, Second Edition. Also see the application instructions for this
section.
Add lines as needed for your responses
I. What is our community vision for the future? (300 word marimumj
The City of Miami Beach is committed to providing excellent public service and safety to all who live, work, and
play in our vibrant, tropical, historic community.
With input from our community (community organizations, residents, businesses, and employees), the City
developed a five-year vision for Miami Beach. We are working to make this vision a reality and believe that
through our efforts, Miami Beach will be: cleaner and safer; more beautiful and vibrant; a mature and stable
residential community with well-improved infrastructure; a unique urban and historic environment; a cultural,
entertainment, tourism capital; and an international center for innovation in culture, recreation and business.
In order to reach our vision, we are focusing efforts on the following priority areas: (1) Our Capital Improvement
Program is continuing initiatives to improve the City's infrastructure (water/sewer, stormwater, streetscapes),
public facilities, parks, beaches, golf courses and public safety equipment; (2) We are developing plans and
economic development strategies to ensure that appropriate, coherent and sustainable growth occurs in the City
without adversely impacting the unique character of our community and our residential neighborhoods; (3)
Focusing on organizational development and leadership to ensure that our workforce is prepared to lead, serve
and address the City's challenges; (4) Delivering a neighborhood services focus which embraces multi-
departmental cooperation to enhance service delivery with quality of life issues as a priority for all who live,
work and play here; and (5) implementing e-government solutions that provide electronic access to City services
and information 24 hours-a-day, 7-days-a-week and that facilitate citizen access and interaction with their
government.
II (a). What is the extent and nature of citizen participation in community improvement efforts? ~300 word
maximurn~
The City of Miami Beach is very inclusive in the decision-making process with its citizens. Resident participation
is extensive and is achieved through the over 25 diverse City boards and committees, evaluation committees,
hundreds of neighborhood meetings, and many programs that provide additional information on all the services
the City provides to the community. In additon, our meetings are televised on the City cable channel as xvell as
webcast on the internet.
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The City created Neighborhood Services to improve public access to City government, enhance service delivery
from all departments, align services with citizen needs, and increase involvement and participation by providing
direct assistance and outreach to citizens. This area is responsible for ensuring that residents receive prompt,
responsive and courteous service that meets or exceeds their needs and addresses neighborhood concerns. The
goals and objectives of this area are to build neighborhood capacity, redesign public services, enhance the sense
of community, and provide residents with an opportunity to better participate and connect with their government.
By building neighborhood capacity, residents become more knowledgeable about how government works and
their input is vital in helping to meet their community's needs. Their energy and creativity combined with other
public and private resources help create a diverse group working together in each of our 13 diverse
neighborhoods to mobilize new assets and generate positive changes affecting the community's quality of life..
By redesigning public services, residents who live and/or work in a neighborhood are able to prioritize their
needs. Neighborhood Services gives residents a forum where unique neighborhood needs can be voiced to public
officials and government staff. These dialogues lead to the reexamination of budget priorities and new methods
of public service delivery. Neighborhood revitalization ultimately depends on a sense of neighborhood identity
and a commitment by all residents to make their neighborhood a better place to live, work, learn and play.
II (b). What role does government play in community-wide decision-making and how do they contribute to
improving the community? (300 word maximum)
The City believes that it is their responsibility to supply the leadership and vision necessary to move ideas into
tangibles, unfunded into funded initiatives, create catalysts for social change, assist in educating the public,
building consensus for all sorts of public improvements, and delivering results that positively impact all who live,
work and play there.
The City of Miami Beach works very closely with its citizens in developing public policy. From a myriad of
citizen task forces to standing citizen committees and oversight boards, Miami Beach reflects the diverse and
sometimes disparate interests of its residents. In fact, it is the melding of these ideas that created its public
agenda and has given the City its vitality and energy.
In addition to the several initiatives implemented to engage citizens and connect them with government, the City
interacts with a variety of very vocal civic and business organizations representing three Chambers of Commerce,
many homeowner's associations, and non-profit and community-based organizations.
One example is the $92 million General Obligation Bond referendum brought forth by a coalition of residents
and communinity associations who campaigned for underground and right-of-way improvements in residential
neighborhoods throughout the City. Calling itself "My Neighborhood Now," this coalition worked closely with
the City to encourage residents to vote for the concept of taxing themselves to make these overdue but unfunded
improvements. The Bond issue passed in November 1999 and improvement projects are currently underway. The
City has continued the civic engagement of the community throughout its progress by seeking their participation
in decisions for major steps of project development. When completed this Bond Issue will have invested millions
of dollars in above and below ground improvements in each of the city's 13 neighborhoods - many of which have
had no significant upgrading in 50 years - but most of all; built a civic bond with the community and its
members.
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II (c). What roles do non-profits play in community-wide decision-making and how do they contribute to
improving the community? (300 word maximum)
The City of Miami Beach partners with many non-profit organizations in the community to provide a number of
public services, including affordable housing opportunities, rehabilitation of both residential and commercial
properties and economic development, as well as many other programs beyond the scope of the traditional City
services provided.
The Miami Beach Community Development Corporation is the City's community-based partner located in the
south end of the city that works to create home ownership opportunities for Iow and moderate-income residents
citywide. The North Beach Development Corporation is a non-profit organization whose mission is to create
additional economic development opportunities in the North Beach area. The agency has worked to provide
neighborhood revitalization through its commercial faCade enhancement program, thus creating visual
improvements which complement City infrastructure and beautification projects.
The City's community-based partners also include UNIDAD/Hispanic Community Center, a social services
referral and information agency for residents. This program uses elderly volunteers to staff many activities, as
well as referring these elders for other non-profits and small businesses. In addition, UNIDAD has a "one stop
job shop" that serves people who have been job displaced or are seeking career planning and placement.
The City partners with the Miami Beach Design Preservation League. This group's mission is the preservation of
historic buildings, and in addition, they played a prominent role in the economic and neighborhood revitalization
of the historic Art Deco district.
In addition, the U.S. Community Development Block Grant program has been funding Miami Beach for nearly
30 years which allows the City to partner with many local agencies to provide broad-based community services to
meet the physical, economic, and social needs of the City and its residents: from hot meals for the elderly to
neighborhood street imporvements, from childcare services to vocational tuition waivers.
II (d). What roles do businesses play in community-wide decision-making and how do they contribute to
improving the community? (300 word maximum)
Businesses contribute to the decision-making process at all levels. They participate, along with residents, and
other organizations, through representation on various City boards and committees, such as the Community
Relations Board, Planning Board, Design Revie~v Board, Production Industry Council, Visitor and Convention
Authority, and many others. Businesses also participate in various merchant associations and business districts,
which maintain constant and consistent communication with the the City.
The most important role that businesses play is their support of the local economy, by partnering with schools
and government agencies, creating jobs and employment opportunities for the residents, providing goods and
services to the residents and visitors in the most convenient method possible, and contributing financially to the
economic well-being of the City, through payroll, infusion of capital from customers, and though substantial
support of municipal activities due to the recent phenomenal increases in local real estate values which have
resulted in higher tax revenues to the City, although the tax rate continues to decline. This has enabled the City to
enhance its recreational amenities, and attract quality events to the area for the benefit of residents and visitors
alike.
The private sector has been instrumental is developing and implementing visions throughout the City that have
resulted in significant revitalization and redevelopment, providing new, renovated and updated housing units,
retail space parking facilities, opportunities for entrepreneurship, contributing to a cleaner, safer city with a high
quality of life for all who live, work and play there.
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III (a). How does our community recognize and celebrate its diversity? (300 word maximum)
From cultural events to diversity forums, Miami Beach takes great pride in recognizing and celebrating its
diverse community. The City is home to a population of many different ethnic groups and people of different
sexual orientaions and plays host to an even larger diverse population of international visitors who visit the CID"
from all over the world.
Miami Beach is the cultural arts playground of South Florida because of our many diverse and international
events held in its cultural institutions and throughout the City's public facilities and parks. Sponsoring and
hosting many special events throughout the year, celebrate the diverse groups. They include ArtsBeach 2nd
Thursdays, the City's free monthly multicultural arts night where visual and performing arts groups showcase
their work throughout the City in a display of creative energy that includes music, dance, theater, cinema,
readings, art exhibits, guided tours, workshops, lectures, story-telling, neighborhood fairs, yoga, and other free
activities; White Party, a gay & lesbian fundraiser for AIDS Awareness; Hispanic Heritage Month celebrations;
community award programs; Latin and African-American film festivals; Black History Month celebrations; and
an annual Fourth of July concert that includes an annual naturalization ceremony of new youth citizens born in
other countries.
Diversity is displayed throughout the way the City conducts business as well. The diverse boards and committees
including the Hispanic Affairs Committee, Community Relations Board, Sister Cities Council, Commission on
the Status of Women, Cultural Arts Council, and Barrier Free Environment Committee (which deals with ADA
issues) are composed of volunteers from the community and make recommendations to the City on several issues.
Public forums to discuss community relations amongst the diverse community are held annually. The needs of the
Hispanic community are recognized daily by having all public information materials available in Spanish,
including the City's website.. The City has an ADA plan that addresses different issues including providing
interpretation services for the hearing impaired at all Commission meetings.
The City has also made great strides in hiring a diverse workforce: 39% - Hispanic, 39% - white, 20% - black,
and 2% - other. Employees are invited to celebrate diversity through celebrations of food, art and music during
Black History Month and Hispanic Heritage Month. In addition, all employees are required to attend a diversity
workshop when they are hired to get a better understanding and appreciation of its differences throughout the
workplace and community.
III (b). How does our community work with neighboring communities to address shared challenges? Is
there a shared regional vision? (300 word maximum)
The City of Miami Beach is in constant communication with neighboring communities, due to the various shared
challenges and opportunities that do not take into account local municipal boundaries. Miami Beach is the
primary economic engine of the tourism economy in South Florida. The Council of Coastal Mayors, chaired by
the Miami Beach Mayor, is comprised of all the coastal mayors in the County and continuously meets to work on
issues of mutual concern, including beach renourishment, land use and enhancement projects. The City
recognizes that it is an integral part of the urban core of Greater Miami-Dade County, which stretches from the
South Beach portion of Miami Beach, accross Biscayne Bay and through Downtown Miami to East Little Havana
all the way down south to Homestead near the Florida Keys. The City works with various agencies at the County,
State and Federal level to ensure continuity of functions that impact the local and surrounding communities.
Miami Beach is a regional resource, for all of South Florida's residents and visitors during all times of the year,
day and night. Schools, transportation, major events, community and economic development and tourism efforts
are addressed on both a local and regional level, and constant interaction occurs between Miami Beach and most
of the cities and other government agencies in the County, as well as the region's chambers of commerce,
convention and tourism organizations, housing and social service organizations and transportation authorities.
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IV. How does your community strengthen its ability to solve problems? (300 word mc~,:imum)
The City's mission is to provide excellent public service and safety to all who live, work, and play in their
vibrant, tropical, historic community. The best way to accomplish their mission is by partnering with its
residents and businesses to ensure that services meet their needs. Solving problems needs to be a collaborative
process in order to have successful outcomes. Providing the community with opportunities to voice their
concerns is important. During Commission meetings, time is scheduled community members to directly speak to
the Mayor, Commissioners and members of the Administration to make them aware of issues they feel are
important. The "Mayor on the Move" series takes the Mayor, Commissioners and City administrative staff into
the community every month to meet with residents throughout the 13 neighborhoods in the City. This provides
them with an opportunity partner with residents to come up with creative, collaborative solutions to solve
problems. Neighborhood Services is charged with developing and implementing programs that will enhance our
residents' knowledge of city government services. Another avenue that the City developed is a series of focus
groups in its various diverse neighborhoods. These groups will bring together 10 to 15 residents for a face-to-face
discussion of a particular topic to address and evaluate service delivery issues, needs and gaps and test new
concepts or services, giving residents yet another opportunity to participate in community improvement efforts.
The new Answer Center was created to give residents a more efficient way to communicate with us. The
Neighborhood Leadership Academy offers residents an opportunity to learn more about the services and
resources available to them by participating in a "leadership" class while at the same time providing City staff
with an opportunity to learn about residents' needs. In summary,, Miami Beach believes that connecting its
residents with their government, they become the fabric of what makes the community so vibrant and a place
residents are proud to call home.
End of Application
See www.ncl.org/aac/or the application instructions for detailed application instructions and
sample applications from previous All-America City Winners.
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