LTC 010-2010 Strategic Plan Update2010 JAR 13 PM 4: 54
OFFICE OF THE CITY Mnr.iAGER
CITE' CLERK'S OFFICE
NO. LTC 010 -201 0 LETTER TO COMMISSION
TO: Mayor Matti Herrera Bower and Members of the City Commission
FROM: Jorge M. Gonzalez, City Manager
DATE: January 13, 2010
SUBJECT Strategic Plan Update
The purpose of this Letter to Commission (LTC) is to update the Mayor and
Commissioner on the changes made to the Miami Beach Strategic Plan resulting from
feedback received from residents and businesses through the 2009 Community
Satisfaction Survey, as well as, feedback from you at the annual Commission Retreat
(May 2009). The City's Strategic Plan undergoes this level of review as part of the City's
Excellence Model, to ensure that the organization is allocating resources and effort on
the those issues and efforts that are of most importance to the community.. Attached for
your use is a copy of the Strategic Plan 2009 Update.
Adopted in September 2009 by the City Commission, changes to the City's Strategic
Plan include the following:
• a change to our vision statement to include "While Maximizing Value to Our
Community for Tax Dollars Paid"
• nine (9) new priorities — referred to as Key Intended Outcomes or KIOs - were
added
o improve cleanliness of city beaches
o ensure safety and appearance of building structures and sites
o stabilize residential condominiums
o promote and celebrate our City's diversity
o maximize Miami Beach as a destination brand
o improve convention center facility
o diversify business base in Miami Beach
o promote transparency of City operations
o strengthen internal controls
• three (3) prior priorities were deleted
o improve accessibility and availability of major events
o attract and maintain a quality workforce
o increase resident satisfaction with availability of commercial service
options
In addition, priorities have been reworded or made stand -alone KIOs to reflect a new
level of focus the Commission and the organization as a whole will place on those
issues, which include the following:
• One (1) KIO was made more specific (Increase resident rating of public
safety services changed to Increase visibility of police)
• Reduced the total number of KIOs by nine (9) as a result of by combining
KIOs as follows:
• increase community rating of cultural activities & increase in
satisfaction with recreational programs, resulting in a new KIO -
increase satisfaction with family recreational activities
• ensuring that historic ... are considered for designation & protect
historic building stock
• increase satisfaction with level of code enforcement & ensure
compliance within a reasonable time frame
• increase satisfaction with neighborhood character & increase
satisfaction with development and growth management across the
city, resulting in a new KIO - maintain strong growth management
policies
• increase community satisfaction & city services make city more
business friendly & increase resident satisfaction with employee
contact
• improve cleanliness of Miami Beach waterways & improve
cleanliness of Miami Beach rights- of -way
All Departments are tasked with ensuring their employees are aware of how their
Department supports the City's Strategic Plan, and each employee's role in addressing
these priorities every day. Departments may choose to supplement these efforts with
the deployment of the Essential Piece card as well as other activities.
If you have any questions, need additional information, or need additional copies of the
Strategic Plan 2009 update, please feel free to contact me.
JMG /DM /LDR
Attachment
F: \obpi \$ORG DEV & PERF IMP\Organizational Development\Organizational Development\Committee Quality
Education \Compachl- 'rMStrategic Plan Update 2009.doc
The Plan to Make Miami Beach Even Better
MIAMIBEACH STRATEGIC PLAN 2009 UPDATE
The City of Miami Beach continues to make great strides in accomplishing its vision.
In 2009, the City conducted its third set of community surveys, conducted biannually
since 2005. The community surveys are designed to provide resident input on quality
of life, city services, and taxes; and to identify key drivers for improvement.
After the 2009 Community Satisfaction Survey, the City Commission reviewed the City's
strategic priorities and made recommendations to enhance the City's Strategic Plan
based on the latest survey results and the economic environment. In the updated plan,
nine new priorities were added (improve cleanliness of city beaches, ensure safety
and appearance of building structures and sites, stabilize residential condominiums,
promote and celebrate our City's diversity, maximize Miami Beach as a destination
brand, improve convention center facility, diversify business base in Miami Beach,
promote transparency of City operations, and strengthen internal controls); and
three prior priorities were deleted (improve accessibility and availability of major
events, attract and maintain a quality workforce, and increase resident satisfaction
with availability of commercial service options). In addition, several priorities were
reworded or separated to reflect the level of focus desired.
The City has achieved a great deal by staying focused on its mission, vision and strategic
priorities. By using performance measurements to gauge how well it is managing resources
and delivering services, the City has areas that have seen significant improvements since
its plan was first charted. The following pages highlight the City's priorities and show each
of the priorities aligned with Miami Beach's vision for the future.
85% of residents rated their overall
quality of life within Miami Beach
as excellent orgood .
75% of residents would definitelyl
probably recommend Miami Beach
as an excellent orgood place to live
to others.
2009 tax millage rate remains the
came as the prior yeas: In addition,
,, be City's overall combined millage
-rte remains approximately 2.8
!rills lower than it was in FY
1999100, and it is lower than
the total combined millage for 23
municipalities in Miami -Dade
Go u n ty.
Miami Beach residents have perks.
Many free and discounted events
and programs are available to them,
among other benefits.
MISSI
e are cornffi providing excellent public service and safety to all who live, work, and play in our vibrant, tropical, historic
community.
AL
•
The City of Miami Beach will be: Cleaner and Safer; Beautiful and Vibrant; a Unique Urban and Historic Environment; a Mature,
Stable Residential Community with Well Improved Infrastructure; a Cultural, Entertainment Tourism Capital and an International
Center for Innovation and Business; while maximizing Value to our community for the Tax Dollars Paid.
r' /_1 kI1 *i 1_N 14.',I4: i,
• We maintain the City of Miami Beach as a world -class city.
• We work as a cooperative team of well- trained professionals.
• We serve the public with dignity and respect.
• We conduct the business of the City with honesty, integrity, and dedication.
• We are ambassadors of good will to our residents, visitors, and the business community.
CONTENTS
1 Cleaner
2 Safer
3 Beautiful and Vibrant; A Unique Urban and Historic Environment; A Mature, Stable Residential Community
4 Well- Improved Infrastructure
5 Cultural, Entertainment Tourism Capital and an International Center for Innovation and Business
6 Maximizing Value to our Community for the Tax Dollars Paid
7 Supporting Outcomes to Sustainability of Vision
8 Results
ti tr -
r rt
Y
Air
CLEANER
Cleanliness continues to be mentioned as one of the changes that would make Miami Beach a better place to live, work, play, or visit. The City
will maintain expanded cleanliness services that were implemented in recent years for commercial and entertainment areas, alleys, parking
lots, beaches, and residential areas. Using a quantitative index to assess the impact of these efforts, the results have shown significant overall
improvement. Between FY 2005/06 and FY 2008/09, the % of citywide cleanliness assessments rating clean or very clean improved by
16 percent overall. None - the -less, residents continue to view cleanliness as an important service area, and in the 2009 survey, it was cited
as the most important service to retain. Efforts to enhance beach cleanliness are being coordinated with the county and contracted services
to clean -up the waterways, which collect debris thrown into the surrounding environment. Cleanliness of waterways in 2009 rated better
than the 2005 surveys (62 percent of residents and businesses rating as excellent or good compared to 49 percent in 2005), but continues
to be an area for improvement.
INTENDED OUTCOMES
• Improve cleanliness of Miami Beach rights of way especially in business areas
• Improve cleanliness of city beaches
% of citywide cleanliness asessments rating clean or very clean
90% -
80
70
60
50%
40%
30%
20
10%
0%
2009 SURVEY SAYS
8596 of businesses rated the overall quality of the beaches as excellent or good
85% of residents and 86% of businesses rated the maintenance of parks as
excellent or good.
14% improvement by businesses overall in the rating far streets in businesses
areas.
1 I STRATEGIC PLAN 2009/10
FY2005/06 FY2006/07 FY1007/08 FY2008/09
SAFER
Although our public safety services are highly rated by our community, our residents continue to identify safety as one of the top three factors
that affect their quality of life and one of the top two or three changes to make Miami Beach a better place to live, work, visit or play. In
particular, increasing crime prevention and visibility of police in neighborhoods were the two most frequent responses given that the City
could address to improve public safety. The City's implementation of a neighborhood contact program during FY 2005/06 has shown
positive results. Although the City experienced a slight increase in overall crime rates last year, crime is still significantly below historical
levels, with a 25% decrease between 2000 and 2008. Further, the increase in property crime was significantly less than national increases.
National crime rates for burglaries, robberies, and larcenies nationwide increased by 32 percent, 39 percent, and 40 percent respectively.
In addition, calls for service and arrests have increased by 19 percent and 59 percent respectively, in part due to increases in average
daily population.
INTENDED OUTCOMES
• Increase visibility of police
1 2,000
• Maintain crime rates at or below national trends
10,000
8,000
2009 SURVEY SAYS
6,000
90% of residents feel very safe or somewhat safe in their neighborhoods during
the night, an 18 improvement over 2007. 4,000
19.3% of residents rated more police as one of the two or three changes that
would make Miami Beach a betterplace to live, work, play, and visit.
2,000
Total Violent and Property Crimes
web.miamibeachfl.gov /excellence 1 2
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BEAUTIFUL AND VIBRANT; A UNIQUE URBAN AND HISTORIC
ENVIRONMENT; A MATURE STABLE RESIDENTIAL COMMUNITY
Miami Beach takes pride in maintaining the character of its
unique, tropical, historic landscapes and neighborhoods,
including ensuring compliance with code regulations
with enforcement coverage available throughout the city,
including 24 -hour coverage several days of the week. More
recent priorities added to the plan include a focus related
to abandoned construction and property sites and efforts
to stabilize residential condominiums through the pursuit of
legislative changes to condominium laws, workshops for
residents, and a foreclosure registry. Growth management
initiatives continue to be pursued, in addition to the maintenance
of the City's almost 1,500 historic building stock.
Successful recreation programs have increased the number
of participants in both the teens and senior scenes programs.
The City's focus on enhancing educational initiatives through
a comprehensive education compact has resulted in many
positive outcomes including all public schools on Miami Beac
INTENDED OUTCOMES
• Ensure compliance with code within reasonable time frame
• Ensure safety and appearance of building structures and sites
• Stabilize residential condominiums
• Maintain Miami Beach public areas & rights of way citywide
• Protect historic building stock
• Maintain strong growth management policies
• Increase satisfaction with family recreational activities
• Improve the lives of elderly residents
• Enhance learning opportunities for youth
• Reduce the number of homeless
• Increase access to workforce or affordable housing
• Promote and celebrate our city's diversity
h having attained International Baccalaureate (IB) program candidate status.
Homeless outreach and placement services continue to be a priority. Much has been accomplished in the last several years, with the census
count for the number of homeless in the city declining from 314 in November 2000 to 98 in January 2008, and has since increased to 141 in
January 2009. Efforts to maintain resources for the upgrading of multi - family rental housing, purchasing and rehabilitating first time homebuyer
units, and down payment assistance to low- income homebuyers continue to support access to workforce housing.
This year, the City also added a priority reflecting the City's history of celebrating its diversity.
Homeless Census
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2009 SURVEY SAYS
64% of residents and 68% of businesses rated the level of code enforcement
and ordinances as excellent or good.
77% of residents and businesses rated the amount of historic preservation
as the right amount.
85% of residents rated recreational programs and facilities as excellent or
good.
3 1 STRATEGIC PLAN 2009/10
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WELL- IMPROVED INFRASTRUCTURE
Improving mobility throughout Miami Beach is a priority with traffic flow one of our community's major concerns. The City will continue to
focus on enforcement for vehicles blocking traffic lanes and intersections, including the implementation of a red -light camera intersection safety
program, which in addition to reducing accidents, we hope will alleviate vehicles blocking traffic at busy intersections. 214 bike racks have
been installed citywide as of FY2008/09 with the Bikeways Master Plan providing for an additional 70. The City will also offer a self- service
Bicycle Rental Program, which, in addition to supporting environmental sustainability, will increase multi -modal mobility throughout the City.
The public transit system's ability to get employees /customers across the city and traffic flow for employees /customers to get to businesses
improved when compared to the 2007 survey.
Parking availability remains a priority, with renovations to several parking lots citywide in addition to the new City Hall garage and the Fifth
and Alton facility, and the New World Symphony's new performing arts project. An additional 1,506 additional parking spaces combined
will be provided once these projects are complete.
Completed capital improvement projects have been well received and there are more to come. Completed capital improvement projects
include South Pointe Park, North Beach Recreation Corridor, Normandy Shores Golf Course and the renovation of the beach patrol facilities.
There are more improvements underway including the Miami Beach Golf Course cart barn, Normandy Shores Golf Course clubhouse, Scott
Rakow Phase II, Collins Park children's playgrounds and Collins Park rotunda and rights -of -way improvements.
INTENDED OUTCOMES
• Enhance mobility throughout the city
• Improve parking availability
•Preserve our beaches
• Ensure value and timely delivery of quality capital
projects
• Ensure well- maintained facilities
• Maintain city's infrastructure
• Improve storm drainage citywide
2009 SURVEY SAYS
31% of residents rate the traffic flow as excellent orgood.
83% of residents rate the quality of beaches as excellent orgood.
79% of residents and 829 of businesses rated well - designed capital
projects as excellent or good.
% Capital Projects on Schedule
120%
100%
80%
60%
construction
40%
Planning Phase
20%
55% of residents and 48% of businesses rated conditions of the roads Design Phase
as excellent or good.
43% of residents rated storm drainage as excellent orgood.
00
FY2004/05 FY2005/06 FY2006/07 FY2007/08 FY2008/09
web.miamibeachfi.gov /excellence 1 4
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CULTURAL, ENTERTAINMENT TOURISM CAPITAL AND AN
INTERNATIONAL CENTER FOR INNOVATION AND BUSINESS
The City continues to make efforts to keep its status as one of the main tourist destinations nationally and internationally. As such, the City
continues to expand its 25/7 marketing campaign through several initiatives in order to promote the city as a destination brand. Despite
the recent downturn in the economy, the number of visitors remained similar to prior year levels. Utilization of the convention center has
remained steady in the past few years with an average annual occupancy of 65 percent between FY 2005/06 and FY 2007/08. Current
information indicates some visitor decreases are possible, however, not to the level of earlier years.
INTENDED OUTCOMES
• Maximize Miami Beach as a destination brand
• Improve convention center facility
• Diversify business base in Miami Beach
2008 VISITOR SURVEY SAYS
91 % of domestic visitors and 81 % of international visitors indicated
they definitely would or very likely would return to Miami Beach in the
future. this indicates a strong repeat business far Miami Beach.
81 % of visitors to Miami Beach indicated Lincoln Road was a main
attraction, as were the Art Deco District in South Beach, beaches,
shopping along Collins, and the nighlife.
5 1 STRATEGIC PLAN 2009/10
# of Visitors (in Millions)
6 _ _ _ _ _ _ _ _ _ _ _ _ _ e.
5
4
3
2
0
CY2003/04 CY2004/05 CY2005 /06 CY2006/07 CY2007/08
MAXIMIZING VALUE TO OUR COMMUNITY FOR THE TAX
DOLLARS PAID
200
"Value of City Services for Tax Dollars Paid" continues to
impact perceptions by residents and businesses of the City
of Miami Beach as a place to live and as a place to run a _ 15o
business, and their perceptions of whether City government -°
is meeting their needs. Further, value of City services for tax
dollars paid is key for residents' recommending Miami Beach e loo
to others as a place to live.
E
The city experienced unprecedented growth in property tax s�
revenues through 2007 allowing us to address significant
community needs and desires, enhanced free access to
services, and generally enhance service levels while, at
the same time, reducing tax rates. However, since that
time, the City has faced significant declines in property tax
revenues due to state legislated decreases and a subsequent
downturn in the real estate market and the economy.
Despite these recent declines, the resident and business
perceptions regarding value of services for tax dollars paid
has significantly improved, and now the city rates similar to
other cities when compared to other jurisdictions in Florida
and other parts of the country.
Miami Beach's overall combined millage rate remains
approximately 2.8 mills lower than it was in FY 1999/00,
and is lower than the total combined adopted millage for 23
municipalities in Miami -Dade County. In addition to improving
value by reducing costs and providing free and discounted
services, we continue to focus on meeting the needs of our
residents and businesses.
INTENDED OUTCOMES
• Maximize efficient delivery of services
• Control costs of payroll including salary and
fringes /Minimize taxes /Ensure expenditure
trends are sustainable over the long term
• Increase community satisfaction with city
government
2.0
General Obligation Debt Service Millage
1.0
0.5
0.0
% rating the Overall Value of City services for tax
dollars paid as good or excellent
70%
60%
Residents
50%
Businesses
40%
2009 SURVEY SAYS 30%
65% of residents and 55% of businesses rated overall value for tax
dollars paid as excellent or good.
20%
87% of residents rated Miami Beach as an excellent or good place to
live.
to%
75% of residents and 68% of businesses rated Miami Beach
city government as excellent or good in meeting their needs and 0%
expectations.
Residents
30
25
20 .
a
,s
a�
10
5
FY2004/05 FY2006/07 FY2008/09
web.miamibeachfl.gov /excellence 1 6
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'98 1 99 '00 1 01 '02 '03 '04 1 05 '06 '07 1 08 1 09 1 10
1 98 1 99 '00 1 01 '02 '03 '04 '05 '06 '07 'OS 1 09 110
SUPPORTING OUTCOMES TO SUSTAINABILITY OF VISION
The City of Miami Beach wants to ensure the long -term sustainability of our City government, including environmental sustainability, improved
communications with our residents, access and processes through information technology, financial sustainability, and transparency and internal
controls. Several initiatives have been implemented to sustain the environment and address issues of concern to the community, including
expanded recycling efforts, a Comprehensive Energy and Resource Use Audit, and the adoption of the U.S. Mayor's Conference Climate
Control Initiative. Additional citywide initiatives being pursued include fuel- efficient vehicles, energy efficient consultant recommendations,
LEED certification ordinance, and a shared bike program. Enhanced communication tools are in use like MBTV -77, and the use of emerging
social media networks like Twitter and Facebook. Enhancing the availability of City services and processes that can be accessed and
transacted via the Internet, and preserving our technology infrastructure remain priorities. As such, the City's website has been updated
and free WiFi Internet access is now available citywide. The City will continue to expand the number and types of transactions that are
available to residents and businesses online. Further, despite the downturn in the economy, the City has maintained reserves and promoting
transparency of City operations and strengthening internal controls are two new areas of focus in the City's strategic plan. As a result, the
City's current bond rating remains strong.
BOND RATINGS*
• S &P
FY2000 /01:
Al
FY2004/05:
AA-
FY2005/06:
AA-
FY2006/07:
AA-
FY2007/08:
AA-
FY2008/09:
AA-
• Moody's
FY2000 /01:
A
FY2004/05:
Al
FY2005/06:
Aa3
FY2006/07:
Aa3
FY2007/08:
Aa3
FY2008/09:
Aa3
*Bond credit rating assesses the credit worthiness of the
Cry's debt issues. It is analogous
to credit ratings far
individuals andcountries. Thecreditrating
is afinancial
Indicator to potential investors of
debt securities such as
bonds. These are assigned by
credit rating agencies
such as Standard & Poor's and have
letter designations
such as AAA, B, CC,
INTENDED OUTCOMES
• Enhance the environmental sustainability of the community
• Enhance external and internal communications from and within the city
• Improve processes through information technology
• Expand e- government
• Improve the city's overall financial health and maintain overall bond rating
• Promote transparency of city operations
• Strengthen internal controls
2009 SURVEY SAYS
79% of residents and 66% of businesses feel the amount of information they get is the right amount.
69% of residents and 619 of businesses strongly agree or agree that Miami Beach government is open and interested
in hearing their concerns.
89% of residents and 93 % of businesses reported being very satisfied or satisfied with the City's website.
lrerage number of website hits per month increased 174% since 2005.
7 1 STRATEGIC PLAN 2009/10
KEY INTENDED CITYWIDE KEY
OUTCOMES PERFORMANCE
INDICATORS
% rating cleanliness of streets in
business/ commercial areas as
✓Indicates significant improvement over the last few years
RESULTS
FY 03/04 FY 04/05 FY 05/06 FY 06107 FY 07/08 FY 08/09
62%
excellent or good
61%
% rating cleanliness of streets
71 %✓
in neighborhoods as excellent
or good
% of citywide cleanliness
63%
assessments rating clean or
65%
very clean
IMPROVE CLEANLINESS
Citywide Public Area
OF MIAMI BEACH RIGHTS
Cleanliness Rating Index
OF WAY ESPECIALLY IN
(1= Extremely Clean -
BUSINESS AREAS
6= Extremely Dirty)
1.78
% rating cleanliness of city's
1.75✓
waterways as excellent or
good
% of waterway assessments
49%
rating clean or very clean
51%
Public Area Cleanliness Rating.
61%-/
Index for waterways
54.5%
(1= Extremely Clean —
69.5%
6= Extremely Dirty)
2.92 (Q4)
% rating overall appearance of
2.08
beaches as excellent or good
2.10
of beach assessments rating
IMPROVE CLEANLINESS
clean or very clean
OF CITY BEACHES
83 %✓
49%
Public Area Cleanliness Index
51%
rating for beaches —
85 %✓
(1= Extremely Clean —
73%
6= Extremely Dirty)
86%
% rating overall quality of
police (PD) as excellent or good
INCREASE VISIBILITY OF
85%
POLICE
2.41 (Q4)
1.85
# of resident and business
1.59
contacts initiated by public
2.52 (Q4)
safety personnel
1.91
Unified Crime Report (UCR)
1.61 ✓
Part 1 Crimes (Property/
Violent Crimes) reported -per
MAINTAIN CRIME RATES
1,000 population -per 1,000
AT OR BELOW NATIONAL
average daily population
TRENDS
% rating how safe they feel in
81 %✓
business / commercial areas
13,373
during the evening / night as
53,615
very safe or reasonably safe
✓Indicates significant improvement over the last few years
RESULTS
FY 03/04 FY 04/05 FY 05/06 FY 06107 FY 07/08 FY 08/09
62%
61%
71 %✓
47%
52%
66 %✓
63%
65%
75 %✓
65.2%
82.4%
80.3%
81%1/
2.27 (Q4)
2.10
1.78
1.75
1.75✓
49%
54%
61 %✓
49%
51%
61%-/
54.5%
69.4%
69.5%
71.9 %✓
2.92 (Q4)
2.59
2.08
2.09
2.10
49%
54%
83 %✓
49%
51%
85 %✓
73%
81%
86%
84%
71%
74%
85%
86 %✓
2.41 (Q4)
1.85
1.75
1.59
1.62✓
2.52 (Q4)
1.93
1.91
1.70
1.61 ✓
78%
78%
84 %✓
90%
78%
81 %✓
13,373
45,046
53,615
44,335
114 99
103
102
106
TBD
67 62
54
54
TBD
TBD
66%
65%
88 %✓
69%
68%
80 %✓
CMB = City of Miami Beach
web.miamibeachfl.gov /excellence 1 8
KEY INTENDED CITYWIDE KEY
OUTCOMES PERFORMANCE RESULTS
INDICATORS ' FY 03/04 FY 04/05 FY 05/06 FY 06107 FY 07108 FY 08/09
# of recreational program
participants
INCREASE SATISFACTION
WITH FAMILY
RECREATIONAL
ACTIVITIES Attrition rate for recreational
programs
% rating the availability of
family friendly activities as
about the right amount
# of attendees at Arts in the
Parks events
✓Indicates significant improvement over the last few years
9 1 STRATEGIC PLAN 2009/10
79 70 22 48 TBD
88% 90% 91% 24% 20% TBD
71% 611 64%
77% 77% 83 %✓
67% 75% 81 %✓
N/A
Average response time for
13%
# of elapsed days from
24.8 %✓
1 st inspection to voluntary
N/A
compliance
N/A
% rates of voluntary
N/A
compliance as a % of cases
ENSURE COMPLIANCE
initiated
WITH CODE WITHIN
N/A
REASONABLE TIME
N/A
FRAME
Average # of days from initial
78%
complaint to compliance
79%
% rating enforcement of
85 %✓
codes and ordinances in
neighborhoods as acceptable
or about the right amount
ENSURE SAFETY AND
789
APPEARANCE OF BUILDING
TBD
STRUCTURES AND SITES
N/A
STABILIZE RESIDENTIAL
TBD
CONDOMINIUMS
1,312✓
N/A
% rating landscape
1,442
maintenance in rights of way
2,080✓
and public areas as excellent
890
or good
MAINTAIN MIAMI BEACH
1,446✓
PUBLIC AREAS & RIGHTS
Public Area Appearance Rating
OF WAY CITYWIDE
Index
33
of available public rights
4,368
of way that have appropriate
5,476
urban forest coverage
PROTECT HISTORIC
% of buildings 40 years or
BUILDING STOCK
older complying with re-
1.3 %✓
certification
MAINTAIN STRONG
% rating the effort to regulate
GROWTH MANAGEMENT
development in the city as
POLICIES
about the right amount
44%
%rating recreation programs
46 %✓
as excellent or good
# of recreational program
participants
INCREASE SATISFACTION
WITH FAMILY
RECREATIONAL
ACTIVITIES Attrition rate for recreational
programs
% rating the availability of
family friendly activities as
about the right amount
# of attendees at Arts in the
Parks events
✓Indicates significant improvement over the last few years
9 1 STRATEGIC PLAN 2009/10
79 70 22 48 TBD
88% 90% 91% 24% 20% TBD
71% 611 64%
77% 77% 83 %✓
67% 75% 81 %✓
N/A
N/A
13%
19%
24.8 %✓
N/A
N/A
N/A
N/A
TBD
N/A
N/A
48%
N/A
N/A
53%
78%
79%
85 %✓
68%
82%
N/A
N/A
789
882
937
893✓
N/A
1,389
1,373
1,224
1,312✓
N/A
1,253
1,442
2,087
2,080✓
N/A
890
1,154
1,193
1,446✓
N/A
47
33
35
33
N/A
4,368
4,884
5,476
5,764✓
N/A
N/A
1.25%
2.75%
1.3 %✓
N/A
58%
73 %✓
N/A
44%
46 %✓
N/A
N/A
2,035
1,370
3,875✓
N/A
N/A
N/A
100,000
N/A
CMB = City of Miami Beach
KEY INTENDED CITYWIDE KEY
OUTCOMES PERFORMANCE RESULTS
INDICATORS FY 03/04 FY 04/05 FY 05/06 FY 06107 FY 07/08 FY 08/09
of residents more than 65 Surv
years old ratingMiami Beach
city government as Good R
or Excellent in meeting their 71 80/ ✓
expectations
% of residents more than 65 Survey Results
years old rating the City of
Miami Beach as a place to live Residents 85% 88 %✓
as excellent or good
IMPROVE THE LIVES OF
ELDERLY RESIDENTS
# of senior participants in City's participants in 121 119 158 182✓
programs senior sce
program
Total City dollars expended $ Amount (in
per elderly resident in the City $9.22 $9.41 $8.80 $9.16✓
(CDBG, Recreation $'s, etc.
Survey Results
% of households with children Married, with
rating Miami Beach city
government as Good or 62% 67 %✓
Excellent in supporting meeting Div 66% 62%
heir expectations
with children
Survey Results
of households with children Married, with
rating the City of Miami Beach children
as a place to live as excellent D 79% 9% 86 % ✓
87%-/ ENHANCE LEARNING or good 7"
OPPORTUNITIES FOR with children
YOUTH
# of youth participants in
City's programs, including TBD TBD TBD 6,911 14,378✓
International Baccalaureate
Total City dollars appropriated/
allocated per youth resident
in the City (compact $s, grant $8.03 $8.86 $9.14✓
funds, recreation $s, etc.)
of children in City schools 59% 67% 60% 65% 65 %✓
with measurable improvement 70% 72% 67% 75% 73 %✓
from the prior year
Survey Results
rating City's ability to
address homelessness as Residents 31% 32% 44 %✓
excellent or good Businesses 25% 28% 32 %✓
REDUCE THE NUMBER OF
HOMELESS
# of homeless in Miami Beach 304 239 207 173 98 141 ✓ Census Count
rating availability of Survey Results
workforce housing as 38% N/A N/A
INCREASE ACCESS acceptable / the right amount
TO WORKFORCE OR
AFFORDABLE HOUSING # of units within the City Under
meeting the City's affordable Development
housing criteria
PROMOTE AND Under
CELEBRATE OUR CITY'S TBD Development
DIVERSITY
✓Indicates significant improvement over the last few years
CMB = City of Miami Beach
web.miamibeachfl.gov /excellence 1 10
KEY INTENDED CITYWIDE KEY
OUTCOMES PERFORMANCE i RESULTS
INDICATORS op FY 03/04 FY 04/05 FY 05/06 FY 06107 FY 07/08 FY 08/09
% rating traffic flow on MB as
excellent or good
% of CMB major links not
meeting adopted Minimum
Level of Service D
% of CMB major intersections
ENHANCE MOBILITY meeting minimum Level of
THROUGHOUT THE CITY Service D adopted in the City's
Comprehensive Development
Master Plan
36% 24% 31 %✓
25% 28% 43 %✓
Total number of bike lanes and
pedestrian trail miles citywide
rating the availability of
bicycle paths /lanes throughout
the City as about the right
amount
Bus circulator (The Local)
ridership
% rating the availability of
parking across MB as about
the right amount
IMPROVE PARKING
AVAILABILITY
Facility Condition Index for
ENSURE WELL- City of Miami Beach Facilities
MAINTAINED FACILITIES (cost of deferred maintenance
as a percent of the value of
the facility)
of Facility Cost Index ratings
scoring below 0.15 (good or bette0
✓Indicates significant improvement over the last few years
11 j STRATEGIC PLAN 2009/10
1
# of parking spaces
PRESERVE OUR BEACHES
% of beach below minimum
6
width
% rating of recently completed
N/A
capital improvement projects
N/A
on MB as excellent or good
ENSURE VALUE AND
2.37
TIMELY DELIVERY OF
% of projects with substantially
QUALITY CAPITAL
completed construction and in
PROJECTS
beneficial use within 120 days
18%
of construction schedule
28%
% of change orders as a % of
28%
contracted amount
3,949
% rating the appearance and
3,949
maintenance of the City's
1,306
public buildings as Excellent
1,306
or Good
Facility Condition Index for
ENSURE WELL- City of Miami Beach Facilities
MAINTAINED FACILITIES (cost of deferred maintenance
as a percent of the value of
the facility)
of Facility Cost Index ratings
scoring below 0.15 (good or bette0
✓Indicates significant improvement over the last few years
11 j STRATEGIC PLAN 2009/10
1
3
5
6
6
N/A
35%
N/A
32%
N/A
1.67
2.50
2.37
TBD✓
21%
80%
19%
21%
18%
77%
28%
85 %✓
28%
3,949
3,949
3,949
3,949
3,949
1,306
1,306
1,306
1,081
981
4,455
4,455
4,506
4,508
4,559✓
3,888
3,888
3,888
3,888
3,888
83%
84%
N/A
79%
86%
N/A
N/A
75% 100%
94%
100%
N/A
N/A N/A
8%
3.3%
80%
81%
87 %✓
73%
77%
85 %✓
.14
.12
.60
.09
.10
.08
.13
.12
.04
.09
.13
.08
.05
.46
.07
N/A 35%
CMB = City of Miami Beach
59%
.25
.07
.13
.09
.03
.09
.13
.08
.01
.36
.12
72
TBD?/
KEY INTENDED CITYWIDE KEY
OUTCOMES PERFORMANCE MA RESULTS
INDICATORS FY 03/04 FY 04/05 FY 05/06 FY 06107 FY 07/08 FY 08/09
Survey Results
% rating as excellent or
good: Condition of roads Residents 47% 48% 55 %✓
(smoothness, street repair, etc.) I Businesses 36% 37% 48 %✓
% of roadway lane miles
assessed in good condition N/A 63% 45% 48% 49%-'
Survey Results
% rating the conditions of
sidewalks (few or no cracks) as Residents 53% 49% 64 %✓
excellent or good Businesses 48% 54% 66 %✓
MAINTAIN CITY'S
INFRASTRUCTURE % of utility pipe miles assessed
in good condition N/A 60% 55% 70% TBD-'
% of CMB street and landscape
lighting assessed in good
N/A N/A 75% 85% 87%-' condition
Under
# of sidewalk complaints Development
# of attendees at City Theaters
MAXIMIZE MIAMI BEACH
AS A DESTINATION
BRAND
Tourism Indicators (CY)
IMPROVE CONVENTION % occupancy at the Miami
CENTER FACILITY Beach Convention Center
% of businesses that rate the
City of Miami Beach as one
of the best, above average,
or average places to run a -
DIVERSIFY BUSINESS business
BASE IN MIAMI BEACH % of businesses that would Survey Results
recommend Miami Beach to
others as a place to run a Would
business recommend
# of business assistant contacts
✓Indicates significant improvement over the last few years
N/A
N/A
23,842
26,492
33,317✓
N/A
N/A
6,624
10,399
2,165
N/A
N/A
83,498
82,703
60,990
4.5 4.4
4.9
5.1
4.9
TBD
$172 $195
$204
$206
$207
TBD
70% 72%
72%
72%
72%
TBD
58%
61%
70%
63%
61%
75%
83%
87 %✓
62%
67 %✓
N/A
N/A
N/A
117
TBD
CMB = City of Miami Beach
web.miamibeachfl.gov /excellence 1 12
KEY INTENDED CITYWIDE KEY
OUTCOMES PERFORMANCE RESULTS
' INDICATORS 111 1� FY 03 01 FY 04/05 FY 05/06 FY 06107 FY 07/08 FY 08/09
MAXIMIZE EFFICIENT
rating the Overall Value of
DELIVERY OF SERVICES
City services for tax dollars
50%
46%
65%-/
paid as Good or Excellent
Businesses
41%
55%
55%
$ Amount
Average salary and fringe paid
N/A
N/A
N/A
62,460
64,459
TBD
CONTROL COSTS OF
per City employee
N/A
N/A
N/A
33,696
36,852
TBD
PAYROLL INCLUDING
SALARY AND FRINGES/
MINIMIZE TAXES/
ENSURE EXPENDITURE
Operating Millage Rate
®7.29
7.29
7.29
7.19
5.65
5.65✓
TRENDS ARE
SUSTAINABLE OVER THE
Ratio of % of recurring
LONG TERM
operating expenditures
increase to % of recurring
revenue increase (GF &
1.01
1.04
1.11
1.11
1.07
1.04✓
Enterprise)
m' w
6
�k •fix
ka MA
✓Indicates significant improvement over the last few years CMB = City of Miami Beach
13 1 STRATEGIC PLAN 2009/10
KEY INTENDED CITYWIDE KEY
OUTCOMES PERFORMANCE RESULTS
INDICATORS UML FY 03/04 FY 04/05 FY 05/06 FY 06107 FY 07/08 FY 08/09
% rating the City of Miami Survey Results
Beach as a place to live as 77 83% 87 %✓
excellent or good
% rating Miami Beach city Survey Results
government as Good or 66% 61% 75%
Excellent in meeting their 42% 58% 68 %✓
expectations
% that agree or strongly agree R
that it was easy to get to
someone who could help them 56% 63% 70 %✓
during their most recent contact 57% 61 % 68
with the city (by source of info Dusinesses
and reason for contact)
% that agree or strongly agree
that employees that assisted Survey Results
during their most recent contact
with the city had the proper Residents 65% 65% 78%-/
training and knowledge (by Businesses 67% 69% 75 %✓
source of info and reason for
contact)
Average overall rating for
city service shopper program
(1 -Not Satisfied to 5- Extremely 3.44 3.79 4.25 3.69✓
Satisfied)
Survey Results
-..
% rating experience with
Building Department N/A 42% 47 %✓ Residents N/A 46% 57%✓
INCREASE COMMUNITY
SATISFACTION WITH CITY
GOVERNMENT Rejection rates for inspections
and plans
Turnaround time for plans
review
Average # of days to issue an
occupational license
% rating overall quality of
fire,. EMR, ocean rescue (OR)
and emergency /hurricane
preparedness as excellent or
good
% of Key Performance
Indicators improved in the last
fiscal year
✓Indicates significant improvement over the last few years
N/A
N/A
N/A
25.9%
TBD
N/A
N/A
N/A
19.5%
TBD
N/A
N/A
N/A
19.6
TBD
96%
96%
97%
85%
96%
95 %✓
90%
91%
96%
81%
93%
93 %✓
95%
92%
95
73%
93%
95 %✓
91%
84%
92%
89%
81%
91%
11%
38%
39%
58 %✓
CMB = City of Miami Beach
web.miamibeachfl.gov /excellence 1 14
IMPROVE THE CITY'S
OVERALL FINANCIAL
HEALTH AND MAINTAIN
OVERALL BOND RATING
$s in City General Fund reserve
accounts
PROMOTE
TRANSPARENCY OF CITY TBD
OPERATIONS
STRENGTHEN INTERNAL TBD
CONTROLS
✓Indicates significant improvement over the last few years
15 1 STRATEGIC PLAN 2009/10
TBD TBD TBD
349 536 TBD
0 0
Tons of waste recycled
ENHANCE THE
60%
ENVIRONMENTAL
79 %✓
SUSTAINABILITY OF THE
55%
COMMUNITY
66%
62%
of City facility energy use
49%
supplied by renewable sources
61%-/
% of major buildings (larger
AA-
than 50,000 sq.ft.) with Silver
$1 7.4rn
LEED certification
$22.5m
% that feel the amount of
$25.5m
information they get is the right
ENHANCE EXTERNAL
amount
AND INTERNAL
$12.3m
COMMUNICATIONS
TBD-/
FROM AND WITHIN THE
% that strongly agree or
CITY
agree that the City of Miami
Beach government is open
and interested in hearing their
concerns
Business Case estimates of
$s to be saved or additional
$s to be generated through
IMPROVE PROCESS
information technology
THROUGH
investments
INFORMATION
TECHNOLOGY
$ Information Technology
investments to increase
revenue, improve efficiency or
improve customer service
% of transactions available
online
EXPAND E- GOVERNMENT
# of types of transactions
available online
Overall city bond rating
IMPROVE THE CITY'S
OVERALL FINANCIAL
HEALTH AND MAINTAIN
OVERALL BOND RATING
$s in City General Fund reserve
accounts
PROMOTE
TRANSPARENCY OF CITY TBD
OPERATIONS
STRENGTHEN INTERNAL TBD
CONTROLS
✓Indicates significant improvement over the last few years
15 1 STRATEGIC PLAN 2009/10
TBD TBD TBD
349 536 TBD
0 0
0 0
52
60%
62%
79 %✓
50%
55%
66 %✓
66%
62%
69 %✓
49%
58%
61%-/
$258,100 $85,000 $6,200
$587,497 $838,543 $664,810 $760,000
CMB = City of Miami Beach
KEY INTENDED CITYWIDE KEY
OUTCOMES PERFORMANCE RESULTS
INDICATORS & FY 03/04 FY 04/05 FY 05/06 FY 06107 FY 07/08 FY 08/09
47
52
58
37
27
Al
Al
Aa3
Aa3
Aa3
Aa3
AA-
AA-
AA-
AA-
AA-
AA-
$1 7.4rn
$18.6m
$22.5m
$24.1m
$25.5m
TBD-/
N/A
N/A
N/A
$12.3m
$12.6m
TBD-/
CMB = City of Miami Beach
KEY INTENDED CITYWIDE KEY
OUTCOMES PERFORMANCE RESULTS
INDICATORS & FY 03/04 FY 04/05 FY 05/06 FY 06107 FY 07/08 FY 08/09
MAYOR
Matti Herrera Bower
COMMISSIONERS
Victor M. Diaz, Saul Gross, Jerry Libbin,
Edward L. Tobin, Deede Weithorn, Jonah Wolfson
CITY MANAGER
Jorge M. Gonzalez
CITY ATTORNEY
Jose Smith
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MIAMIBEACH
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