LTC 462-2017 100 Resilient Cities Preliminary Resilience Assessment (PRA)OFFICE OF THE CITY MANAGER
NO. LTC # 462-2017 LETTER TO COMMISSION
TO: Mayor Philip Levine and Members of the City Commission
FROM: Jimmy L. Morales, City Manager
DATE: September 21, 2017
SUBJECT: 100 Resilient Cities Preliminary Resilience Assessment (PRA)
I am pleased to share the Greater Miami and the Beaches (GM&B) Preliminary
Resilience Assessment (PRA), recently approved by the 100 Resilient Cities
Governance Committee. GM&B is a unique collaboration among Miami -Dade County,
the City of Miami, and the City of Miami Beach. Being selected as part of the 100
Resilient Cities network, pioneered by the Rockefeller Foundation, offers expertise and
funding for resilience to its member cities through creating an implementable Resilience
Strategy with available resources for actions defined in the strategy.
The PRA is an important milestone
in the development of the Greater
Miami and the Beaches Resilience
Strategy. It reflects the culmination
of Phase I work, including:
• results from engagement
• key resilience actions
• data and demographics,
• Areas for Discovery and
pending questions, and
• next steps.
For us to achieve the meaningful results of this planning process, it has been my priority
to engage the City Commission, Committees, the Mayor's Blue Ribbon Panel on Sea
Level Rise and Flooding, the community, and staff since we were selected in 2016. We
are also creating our own PRA, using important data sources, such as Miami Beach -
focused workshops, a resilience questionnaire, the statistically valid 2016 Resident and
Business survey, and the daily work we do to make Miami Beach resilient.
During the recent Commission Budget Retreat, Susanne M. Torriente, Chief Resilience
Officer/ Assistant City Manager, shared an overview of the PRA and explained how we
would begin linking this to our strategic model and budget. This coming fiscal year is a
`Year in Transition', to integrate a Miami Beach specific resilience strategy aligned with
our Greater Miami and the Beaches strategy. The attached `Strategic Planning and
Management' excerpt from the FY 2017/2018 Proposed Budget provides an overview of
this. We have a unique opportunity to modernize our strategic plan with resilience to
have one strategy guiding our city. In addition, linking our resilience strategy to our
budget positions us for additional resources from 100 Resilient Cities.
I'd like to thank the Chief Resiliency Officer, Deputy Resiliency Officer, the staff
interdepartmental Resilience Team, and all departments that provided insight and
information to this assessment as subject matter experts.
If you have any questions, please contact Deputy Resiliency Officer Amy Knowles.
Thank you for you continued support.
Attachment 1: Strategic Planning and Management, FY 2017/2018 Proposed Budget
Attachment 2: Resilience Phase II Timeline
Attachment 3: Greater Miami and the Beaches Preliminary Resilience Assessment
(PRA)
JM/ALK
Attachment 1
STRATEGIC PLANNING AND MANAGEMENT
Year of Transition
Welcome to the year of transition. This year initiates a significant evolution for the City of Miami
Beach, as the coming annual cycle contains two major developments. First, as part of the
Rockefeller Foundation's 100 Resilient Cities program, the city is completing its first
comprehensive resilience strategy — together with the City of Miami and Miami -Dade County
within a team known as 'Greater Miami and the Beaches.' Second, the city is reinventing its
2005 strategic plan through the lens of resilience, called Miami Beach Rising Above.
We will have an integrated resiliency strategy to align the city's strategic priorities, resources,
services, and budget. The strategy will address the city's needs in both near-term and long-term
time horizons, while raising our ability to survive and even thrive in the event of significant shocks,
like hurricanes and tropical storms, and to improve how we deal with daily stresses, like aging
infrastructure and traffic.
Over the coming year, the entire city, from policy makers to directors and staff, will participate in
a collaborative and inclusive effort, building on the solid strengths, plans, and services we
already have in place and the desires of our residents and businesses.
Resilience Includes Climate Change and Beyond
While the Miami Beach resilience journey began with stormwater investments to reduce risk to
flooding and sea level rise, urban resilience is much more than climate adaptation and mitigation.
Over the past year of stakeholder engagement, our residents and businesses have told us that our
priorities include not only flood risk reduction but also
reliable transportation, mobility options, and social
services like affordable housing and addressing the
homeless population. To be a resilient city, we must
also be safe, economically viable, and be able to
respond and recover from emergencies ranging from
storms to health epidemics. We must continue to provide
and improve more traditional yet essential services like
fire rescue, police, code enforcement, plan review, and
make sure we are including services for our most
vulnerable residents and visitors. To be resilient, we must also manage our city's services and
finances with efficiency, and quality, and incorporate effective management approaches to
minimize the risk of modern day issues like cybersecurity and to manage the benefits, and costs,
of large international events. We are both a community of residents and an exciting, cultural
destination city within a beautiful, sensitive coastal environment.
Leading with Resilience
Miami Beach policy makers are strong leaders in resilience building. Through the
City Commission, the Resiliency and Sustainability Committee, the Land Use Committee, and the
Mayor's Blue Ribbon Panel on Flooding and Sea Level Rise resilience actions have been created
KE
STRATEGIC PLANNING AND MANAGEMENT
and supported. Both policy makers and the executive and management teams have attended
workshops to share priorities and insight. Leadership has supported moving forward with
resilience strategy development, while also supporting staff implementing resilience every day.
An internal Resilience Team, made up of employees from many levels in our organization,
provides subject matter expertise and insight.
Key advances in the area of sea level rise include: continuing to implement a new, more effective
storm water management system and elevating roads and public participation methods, adopting
the Southeast Florida Climate Change Compact Sea Level Rise Projection for planning, adopting
a series of resilient land use ordinances, adopting a Resilience Communications Plan to reduce
flood risk, initiating design guidelines for historical preservation in light of sea level rise,
conducting the city's first greenhouse gas inventory, and a completing a vulnerability assessment
to minimize risk to city assets.
Building on a Strong Foundation
The City of Miami Beach has a strong tradition in strategic planning and
performance excellence. In 2005, when the approach to strategy was launched, the city
was a pioneer in municipal government. At the time, it was at the forefront of city governments,
in terms of how it planned and aligned its budget. It was also one of the first to fully automate
and manage by its strategy, its key strategic outcomes, and its initiatives. Since this is a 2005
model, it's time to refresh. The shift in understanding and priorities between the early 2000s and
those emerging for 2018 and beyond are quite distinct.
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STRATEGIC PLANNING AND MANAGEMENT
Over the coming year, the 2005 model approach will be examined for areas of modernization
and improvement — notably in relation to resilience planning. How can we best provide the
services needed today, while planning for a city of tomorrow? How can the
planning process better integrate concepts related to future shocks? What is the best way to
incorporate the underlying and ongoing stresses to our community? How can it better integrate
community feedback on a representative and continual basis? How can government be as
visible, transparent and inclusive as possible? The city will examine these questions through
resilience planning.
100 Resilient Cities and Greater Miami and the Beaches
In the spring of 2016, Miami Beach was
selected, together with the City of Miami and
Miami -Dade County� after a comp etitive rocess� OCROCPIOEKEELLFELL R THE
p ER FOUNDATION
to join the 100 Resilient Cities program (100RC). 100 RESILIENT CITIES
It is the first time multiple municipal entities have
combined forces to be selected as a joint entity.
100RC is a non-profit organization pioneered by
the Rockefeller Foundation to help cities around
the world become more resilient to the physical, social, and economic challenges we are facing
in the 21 5} century. As part of 100RC, Greater Miami and the Beaches have access to $200
million in resilience services value, as well as unfettered access to the network of global peer
cities.
Greater Miami and the Beaches (GM&B) is developing a
comprehensive resiliency strategy to build urban resilience —
the capacity of individuals, communities,
institutions, businesses and systems within the
RESILIENT region to survive, adapt, and grow — no matter what
kinds of chronic stresses and acute shocks they experience.
GREATER MIAMI Resilience planning is about making the region better, in
THE BEACHEZ both good times and bad, for the benefit of all residents and
visitors, particularly the poor and vulnerable.
Over the past year, both the team of Greater Miami and the
Beaches, and the City of Miami Beach as an individual
entity, have moved through Phase 1 of resilience strategy development: Stakeholder Engagement.
This included workshops with jurisdictions, the community, and businesses; surveys, a
questionnaire, focus groups, and subject matter experts. The Miami Beach Team, in particular,
met with each coastal mayor and/or manager. This work is informing the I OORC City Resilience
Framework (CRF), a tool that is a lens to understand the complexity and the drivers that contribute
to resilience. The CRF is built on four dimensions of urban resilience: Health & Wellbeing;
Economy & Society; Infrastructure & Environment; and Leadership & Strategy. Each dimension
contains three "drivers," which reflect the actions the city can take to improve its resilience.
33
STRATEGIC PLANNING AND MANAGEMENT
Greater Miami and the Beaches validated that the highest priority shocks include: hurricanes,
economic crash, rainfall flooding, and infrastructure failure (cybersecurity, major bridges and
roadways, and sewer/stormwater). The top stresses include: the transportation system, sea level
rise and coastal erosion, aging infrastructure, the lack of affordable housing, and poverty. Miami
Beach -specific feedback and data confirms many of these same concerns, and with the priorities
of the community that represent more traditional needs — such as improved customer service,
faster response times, higher quality services, and additional services and assets — represent the
new integrated approach to resiliency and strategic planning for the City of Miami Beach.
Working together across departments, the City of Miami Beach is well positioned to meet these
pressing realities.
Integrating Greater Miami and the Beaches Discovery Areas within the
Miami Beach Strategy and Budget
The next step for Greater Miami and the Beaches (GM&B) is to finalize the Preliminary Resilience
Assessment, culminating in a set of categories referred to as Discovery Areas. These areas
represent a framework to help us examine and seek solutions to the most pressing issues within
interdisciplinary teams. While the new Miami Beach resilience strategy will contain goals,
actions, and measures, examining what we are already doing within the discovery areas will
further drive refinements, alignments, and new ways of allocating resources with an eye to
resilience building wherever, and whenever possible.
Greater Miami and the Beaches Resilience Strategy
Development Discovery Areas
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STRATEGIC PLANNING AND MANAGEMENT
The Miami Beach management team aligned a few key actions with these GM&B Discovery
Areas, giving a fresh eye to how we are planning for, funding, and delivering services and
projects to build resilience. This is not a full list of all the resilience actions, but instead a
preliminary list illustrating how the developing resilience strategy and future budgets will align.
Living with Water: Innovative Infrastructure Investments
Departments: Public Works, Capital Improvement Projects, Planning, Environment &
Sustainability, Parks and Recreation, Building
(Current Greater Miami and the Beaches Discovery Area description): All cities face
risk, and although Southeast Florida is vulnerable to rising sea levels due to its low elevation,
unique geology, and the density of coastal development - there are many opportunities for
innovation- from the stormwater system to sand dunes, living shorelines to open parks for
drainage, and innovative building materials and designs. Water attracted many of us here - as
we adapt to more water, how can we thrive socially, environmentally, and economically? How
can we leverage and protect the Everglades and Biscayne Bay? This discovery area will focus
investing in natural and man-made infrastructure to rise above and learn to live with water to
create a more resilient community in the face of storms and sea level rise.
Kev Resilience Actions within the Proposed FY 2017/18 Budaet
• Installing a storm water system and elevating roads to increase our resilience to rainfall, king
tides, and sea level rise:
• South Pointe Drainage Improvements and Reconstruction of 1 st Street - $115,000 of
Future Proposed Bonds
• Indian Creek Drive Road and Drainage Reconstruction from 25th Street to 41 st Street -
$5.5 million of Future Proposed Bonds
• Flamingo Neighborhood Improvement Project along 1 1 th Street - $1.9 million of
Future Proposed Bonds
• West Avenue Phase II Neighborhood Improvement Project - $36 million of Future
Proposed Bonds
• Central Bayshore South Neighborhood Improvement Project — ongoing project funded
from 2015 bonds - $1 million of Future Proposed Bonds
• Venetian Islands Neighborhood Improvement Project - ongoing project funded from
2015 bonds
• Palm and Hibiscus Islands Neighborhood Improvement Project - ongoing project
funded from 2015 bonds - $4.7 million of Future Proposed Bonds FY 2017/18
• Enhancing projects with hybrid seawall and living shoreline projects help reduce erosion and
mitigate storm surge, wave action, and still -water flooding associated with coastal flood
events.
• Indian Creek (Brittany Bay Park) Seawall Rehabilitation - $772,000
• Maurice Gibb Park & Seawall - $2,523,482
• Progress with the Bay Walk
• 3 pieces of the City -funded Baywalk have been included in the FY 2017/18 budget
for design and permitting to expedite completion. -$386,000
35
STRATEGIC PLANNING AND MANAGEMENT
Adapting & Advancing: How we Live and Move
Departments: Planning, Transportation, Parking, Housing and Community
Development, Fleet Management
(Current Greater Miami and the Beaches Discovery Area description): Most
residents in GM&B spend too much of their income and time commuting and
trying to find reasonably priced housing that fits their needs. While we are the gateway to South
America with a growing economy, the largest international airport and top cruise port in the U.S.,
average wages remain lower than the nation, and housing costs are high. How are housing and
transportation redefined in the face of sea level rise? For transportation- we seek to understand
how implementing current plans can result in better transit, driving, walking, and biking- where
are our gaps? We also need to understand how technology trends like Uber and automated
vehicles will influence us for years to come. For housing- we seek to understand where people
want to live and the diversity of housing that we need- and how to tie transportation options to
these needs. This discovery area will focus on improving moving through, living in, and affording
life in GM&B.
Key_ Resilience Actions within the Proposed FY 2017/18
• The Alton -West Loop Trolley will be replaced by the upcoming South Beach Trolley loop in
November 2017. Annual cost of the South Beach Trolley Loop is approximately $5 million.
• Intelligent Transportation Systems and Smart parking — Multi-year project with $5.5 million in
FY 2017/18 to implement phases 1-3 of a 6 phase project.
• Phases 1-3 to include cameras and Bluetooth devices installed along major corridors,
permanent digital and contextual message signs along predetermined major
thoroughfares and parking garages.
• Phase 1-3 will also include a Traffic Management Center located alongside the FDOT
Sunguide Transportation Management Center.
• Collins Park Parking Garage - $27,590,271
• Parking Garage P55 at 27th Street and Collins Avenue - $10,633,730 funded
through FY 2017/18 of $14,000,000 project
• Parking Garage P23 at 1623 west Avenue - $10,093,572
• Parking Garage P16 at 13th Street and Collins Avenue - $14,267,000
• LED lighting in garages
• 7th St Garage- $200,000
• 12th St Garage- $64,000
• 13th St Garage- $86,000
• 42nd St Garage- $200,000
• Housing
• Both the Neptune ($320,000) and Madeleine Village ($511,874) repairs are
budgeted for FY 2017/18.
• Widening sidewalks/Bike Lane additions - $25,000
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STRATEGIC PLANNING AND MANAGEMENT
• • • Building Prosperity: An Economy for ALL
Departments: Budget, Finance, Tourism, Culture, and Economic Development,
Housing and Community Development, Organizational Development
(Current Greater Miami and the Beaches Discovery Area description): Our economy lacks
diversity, high paid, and living wage jobs. Our poverty rate is above the national average. We
are a city of immigrants with a constant influx of people moving here for a better life. How do we
improve, how do we create better paid jobs, better schools across socioeconomic groups? How
do we break the cycle of poverty? This discovery area will focus on workforce development,
economic diversity, and education.
Kev Resilience Actions within the Proposed FY 2017/18
• Convention Center- currently scheduled to be substantially completed by August 2018 with the
first four—hall event scheduled for September 2018.
• Carl Fisher Clubhouse Historic Restoration - $2.5 million
• North Beach Revitalization
• Rue Vendome Public Plaza - $654,000
• North Shore Bandshell Canopy - $443,000
• North Shore Open Space Park Redevelopment - $4,310,000
• 72nd St Park and Parking Structure - $500,000
• North Beach Yard Incubator -$553,467
• Education
• Expanding Dual -Enrollment programs with Florida International University ($62,000) and
Miami -Dade College ($28,000)
• 16 Dual -Enrollment courses offered to Miami Beach Senior High School and Nautilus Middle
School students with approximately 400 students enrolled with savings of $450,000 to the
community to date and allowing students to earn up to 48 college credits.
• International Baccalaureate professional development for teachers across all Miami Beach
public schools to ensure every student (K-12) has an IB trained teacher ($50,000 CMB, $1
million MDCPS)
• Increase number of youth pursuing the IB Diploma at the high school to attain up to 45 college
credits upon graduation
• Created a STEM summer camp for Miami Beach youth funded by The Children's Trust in
which youth design and build robots. This initiative expands STEM programming beyond the
traditional school year.
• Partnership with Anti -Defamation League in the No Place for Hate program in Miami Beach
schools.
37
STRATEGIC PLANNING AND MANAGEMENT
=o 11 *- Thriving Community: Safe Neighborhoods and Healthy Neighbors
Departments: Housing and Community Development, Police, Fire Rescue, Code, Parks,
Organizational Development
(Current Greater Miami and the Beaches description): Significant pockets of our community suffer
from violence, crime, addiction, and poor health. Climate change and globalization have
brought public health concerns to South Florida- like Zika. How do we better prepare our people,
communities, and systems to prevent, respond, and recover from these shocks and stresses? This
discovery area will examine these issues of safety, youth violence, pandemics, and public health.
Miami Beach FY 2017/18 Resilience Actions
• New public safety radio system
• Expected procurement and initial implementation: FY 2017/18
• FY 2017/18 funding - $2.1 million of $15 million project total
• Efforts to address Zika citywide through interdisciplinary teams- including Code Compliance,
Building, etc.
• The Code Compliance Department has implemented a comprehensive three -prong approach:
o Educational outreach including the distribution of informational pamphlets,
flyers and door hangers to neighborhoods and business areas
o Proactive inspections of residential and business properties for standing water
and bromeliad plant life
o Enforcement actions, such as the issuance of Notice of Violation(s), to trigger
mitigation.
• Building Department Inspectors have put in additional time to inspect construction sites for
standing water.
• Body cameras being used by several departments citywide
• Police Department — 435
• Parking Enforcement — 57
• Code Enforcement — 43
• Building Department — 37
• Fire Department - 20
• Police Department use of less lethal force
• Purchased and deployed the new Taser X-2 model.
• Purchased and implemented less -lethal beanbag shotguns for use by patrol officers
• Introduced de-escalation training for all sworn staff.
• Police Community Outreach
• Code Red software system was established this summer providing emergency communications
to select employees with the goal of augmenting safety for children in City parks.
• Safe Place program brings business owners and police together to provide crime victims
with safe harbor until the police can respond. Over 30 businesses are currently registered
and participating.
• Care Coordination Model
• Ensure that Success University, Miami Beach All- Stars, and Parent Home Program
continue to meet benchmarks more efficiently.
38
STRATEGIC PLANNING AND MANAGEMENT
• Services to reduce homelessness
• Continue to provide shelter placement for homeless at more than 5x the State average.
• Human Services
• Coordinated allocation of grant funding to 5 CDBG projects for a total value of
$667,758. These projects include: home -delivered meals for the elderly, youth services
and homeless prevention.
o Partnership with Common Threads program to educate children and families
on healthy eating.
• Youth Services
• Partnership with Children's Trust to fund LCSW and nurses to provide mental health
services in all 6 Miami Beach public schools and 2 schools in neighboring municipalities
reaching a total of 7,200 children - $58,400
• Partnership with MDCPS for parental workshops for youth drug prevention and
intervention
• Miami Beach Teen Club program works with at risk youth providing classes on drug
prevention, anti -bullying, and the importance of community service.
• Miami Beach Parks and Recreation offers free learn to swim programs for after
school/play time participants along with infants and toddlers to teach drowning
prevention.
Robust Recovery: PRE -planning for POST disaster
Departments: Tourism, Culture, and Economic Development, Department of Emergency
Management, Property Management, Human Resources Risk Management
(Current Greater Miami and the Beaches description): We are vulnerable to hurricanes
and flooding- but well-known and advanced in the nation for our emergency management. From
a financial perspective, how can we design our recovery contracts, finances, and insurance to
bounce back quickly- to get people back to work and get the economic engine in full gear
quickly? From a land use and built environment perspective, how can we invest now to reduce the
risk and cost of damage and recovery? How are businesses and homeowners prepared to make
decisions to recover quickly? This discovery area focuses on how to change our policies, systems,
insurance structures, and culture now for fast, more affordable and smarter recovery in the event
of a disaster.
Miami Beach FY 2017/18 Resilience Actions
• Increased our insurance windstorm coverage to $30 million and reduced the percentage
deductible premiums to 6.5%.
• Developing a Crisis Communications Plan, with the leadership of the Mayor's Blue Ribbon
Emergency Response Committee, to provide recommendations to the Mayor and Commission
regarding proactive measures and response plans to address any emergencies in the City to
the protect and enhance the Miami Beach brand.
• Emergency Management is continuing to work with key departments to update and maintain
policies, plans and procedures related to emergency situations and natural disasters.
39
STRATEGIC PLANNING AND MANAGEMENT
The City Warning Point program combines Emergency Management personnel, staff trainees,
and contract personnel providing 24-hour services to include traffic coordination, Park Ranger
dispatch, weather and special event monitoring, etc.
Leadership for Tomorrow: Staying ahead of the curve
Departments: City Commission, City Manager's Office, Directors, Communications,
Internal Departments, Budget and Performance Improvement, Human Resources,
Information Technology, Finance, Procurement, Organizational Development,
Property Management
(Current Greater Miami and the Beaches description): We have 2.7 million people and growing,
34 Mayors, 1 .2 million registered voters, 12 million tourists, and more than 2000 sq. miles as
home. How can we modernize our governments now to prioritize resilience for years to come -
from leadership, structure, policies, regulations, and decision-making based on data? This
discovery area will focus on how to build the consensus, collaboration and courage across
organizations to address shocks and stresses- and turn challenging systems designed for the past
upside down.
Miami Beach FY 2017/18 Resilience Actions:
• Integrating ADAPT into staff decision-making processes- including 'renewal and replacement'
and for new projects. ADAPT is the Adaptation Decision -Making Assessment and Planning
Tool, developed in FY 2017, to assist staff in identifying, assessing, and addressing asset
vulnerability to sea level rise and tidal flooding.
• Launching the Miami Beach Rising Above portal to be a main resource for all seeking
information about our resilience.
• EnergyCAP software - $75,000 - addresses challenges such as utility bill processing, data
integration, transparency, workflows, reporting, project prioritization, tracking and
verification of savings. The goal is to reduce energy consumption, lower emissions, and save
money.
• Implementing green procurement policy by working with City vendors to make sustainable
options available for purchase while creating procurement guidelines centered on purchasing
sustainable products going forward when possible.
40
STRATEGIC PLANNING AND MANAGEMENT
The Timeline
Further resiliency strategy development will take place over the coming year. It will follow a best -
practice methodology for mission -based organizations and governments. The strategy will tie to
key themes from stakeholders, structured to drive outcomes that are clear and community -oriented,
measurable, supported by key actions that drive progress, and will be supported by a clear and
flexible budget model.
Fail 210116 Fall 2017 Fall 2018
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Voices and inputs to the process will be collected and analyzed. The 2016 Resident and
Business Survey will drive significant insights related to constituent issues of importance and
priorities for what to improve. Other point -of -service feedback and complaints will also be
included to understand the day-to-day satisfaction and perception of city services.
In July 2017, workshops were held with the city executive team and the broader management
team across all departments. During these initial strategic planning sessions, the existing city
Mission, Vision and Values were examined, and live, electronically enabled feedback was
captured. The following represent ideas for new concepts in our guiding statements.
Current Mission
We are committed to providing
excellent public service and safety to
all who live, work, and play in our
vibrant, tropical, historic community
Current Vision
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.
41
Mission - New Concepts
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STRATEGIC PLANNING AND MANAGEMENT
Current Values
• 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.
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First glance at these Mission, Vision, Value concepts already demonstrate the dynamic, changing
nature of Miami Beach, and forward -thinking issues of today present in the minds of the
management team.
Next Steps to Integrating 100 Resilient Cities and Miami Beach Rising
Above Resilience Strategies
Over the coming year, we look forward to creating both comprehensive Greater Miami and the
Beaches and Miami Beach Rising Above Resilience Strategies, while also aligning the city's
strategic priorities, resources, services, and budget.
By participating in the 100 Resilient Cities network, Miami Beach has access to expert services
from more than 80 platform partners worldwide. The Rockefellers are committed to assisting
Greater Miami and the Beaches in accomplishing key projects and initiatives outlined in the
upcoming strategy. An added benefit of merging the existing strategic planning and budgeting
process is the ability to participate in the 100RC 10% Pledge Program once our strategy is
complete. The pledge is a commitment to making sure each project the city engages in achieves
multiple goals, allowing the city to get the most return out of every dollar, Cities that sign the
pledge have access to up to $5 million in goods and services from 100 Resilient Cities and
Platform Partners.
By integrating 100 Resilient Cities work with more classic strategic planning steps, including
constituent feedback and Miami Beach -focused data, we will be well on our way to providing the
services needed today, while planning for the Miami Beach of tomorrow.
42
Attachment 2
Preliminary
Resilience
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completion GM&Bdocument strategy
and 100 RC steering committee Working draft development launcgy
RESILIENT governance meetingstrategy action
6GREATER MIAMI THE BEACHES review phase II technical development +design fall
Boulder discovery area and review government
Convening working group analysis leadership &
Phase II meetings 10ORC review
phase I Statement I I
completion of Work I
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—
June July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June July oug
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Preliminary
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released
Miami
Miami Beach Beach
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Dividend working
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Proposed
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team
model and
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I
Miami Beach
Preliminary
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released
Miami
Miami Beach Beach
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hello, miami
We are Resilient Greater Miami & the Beaches, a partnership of Miami -Dade County, and the cities of Miami and
Miami Beach. We are the only city of the 100 Resilient Cities Network—pioneered by the Rockefeller Foundation—
where multiple governments are collaborating to develop a collective voice that will, together, better allow us to plan,
prepare, and respond to our community's challenges. As part of this effort, we reached out to each of the 35
individual governments in the Greater Miami region to listen, learn, and incorporate input directly from community
leaders, residents, and subject -matter experts.
Like many metropolitan areas, we recognize our transportation, housing, and socioeconomic challenges; however, we
are also aware of the concerns associated with climate change, sea level rise, and other long-term issues. As Resilient
Greater Miami & the Beaches, we are working to reduce and mitigate many of these difficulties because Miami, as we
know it today, is our home as much as it is yours. As we continue this process, we continue to engage; we continue to
invest. We thank our mayors, commissioners, and city managers whose leadership and support make this happen.
We are here to stay. We hope you are, too.
James F. Murley Jane Gilbert Susanne M. Torriente
Miami -Dade County City of Miami City of Miami Beach
Table of Contents
� Welcome
� Introduction
� GM&B Today: City Context
m Key Actions + Progress
M Demographics
Engagement: Listening + Learning
Areas for Discovery
0 Connecting Context to Discovery
M Pending Questions
� Next Steps
� Acknowledgements: Thank you!
welcome
This Preliminary Resilient Assessment (PRA) has been created by Greater Miami &the
Beaches (GM&B) as part of 100 Resilient Cities (10ORC) resilience planning process. It
is the culmination of our first phase of listening to and learning from all of you—
residents, businesses, and community organizations. It is the foundation for our next
step and outlines our most important resilience priorities.
We hope you find this to be a great resource about resilience issues in Greater Miami
& the Beaches. We invite to you continue on this journey with us over the next few
months as we develop and prioritize actions to increase our resilience.
Participate locally through: www.resilient305.com
Learn more about the global effort at: www.100resilientcities.org
Introduction
Introduction
100 Resilient Cities
A $100 million effort launched by
the Rockefeller Foundation in 2013
to help cities build resilience to
social, economic, and physical
challenges. To respond to impacts
of urbanization, globalization, ano
climate change.
The Resilient Cities Network is
comprised of 100 cities spanning 40
countries and 27 languages.
•
• ,
E
RESILIENT
Introduction
Greater Miami &the Beaches
Resilient GM&B is a collaboration
among Miami -Dade County, City of
Miami, and City of Miami Beach,
created to respond to the region's
major challenges.
In 2016, after a very competitive
process of more than 400 applicants,
GM&B was selected to join 100RC.
With the support of 100BC, we are
creating your resilience strategy!
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kp
Meet some of our team members; join our efforts.
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Chief Resilience Officers Ueputy Resilience Officers
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Fall 2016
Summer 217
We Listened
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Fall 2018
nstitutionalize
and Implement
Introduction
Structure
Miami -Dade County, the City of
Miami, and the City of Miami Beach
are working together in a partnership
of equals to address their common
- - overlapping resilience challenges
I opportunities.
Introduction
GOVERNANCE
Miami-nadle County has a strong
mayor form of government. The
mayor serves as the chief executive
and the Commission is the legislative
body.
The Ity of Miami has an executive
mayor who appoints a city manager as
the chief administrative officer. The
Commission is the legislative body.
The City of Miami Beach has a council-
manager system, where the mayor and
six commissioners set city policy and
the city manager is the chief executive.
Introduction
FINANCIAL HEALTH
GM&B is Arong financially.
Balanced budgeting/sound fiscal
policy is a priority of current executive
1 leadership in each jurisdiction.
:)r all three jurisdictions, property
fixes are verb/ large sources of
avenue. This reliance on property 4A
axes means that GM&B's revenue was
it hard by the housing market crash in
008, but has since steadily recovered.
Introduction
PLANNING 'I
Each jurisdiction has a Planning
Department and engages in
comprehensive, tunctionar, and
special topic planning.
The comprehensive plan is the core
planning process for each of the three
jurisdictions and includes short- and
long -terra economic, social, physical,
environmental, and fiscal goals.
All three entities are integrating
resilience in their next comprehensive
plan updates.
W
GM&B Today
GM&B Context
Introduction
The 10ORC process includes
developing the local area context.
The context is a holistic scan of
resilience.
The team developed an actions
inventory, collected opinions on
l �
resilience, and analyzed demographic
data to understand challenges and
opportunities.
The following information helps to
frame and inform the resilience At,
priorities.
U
I
,V,
GM&B Context
Positive Attributes
w
2. 7 ===
MILLION
Residents
60+0,)#
LanpuaF,es Spoken
F
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100
COUNTRIES
Reprer.;ented
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MEDIAN
AGE
0
800
PARKS
50+
MUSEUMS
Theaters & Cultural Centers
GM&B Highlights
s
X 60 .i.
AVERAGE P f k
TEMPERATURE
4 � W -C
PROFESSIONAL
SPORTS TEAMS
i #1 HEALTHY LIFESTYLE IN FL
##4 IN THE US
(liveability corn)
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2501000+
COLLEGE
STUDENTS
�m
4TH LARGEST
SCHOOL
DISTRICT
in the US
111 1 1 1 111
111 1 1 1 111
RESEARCH
UNIVERSITIES
in
MILLION
in Labor Force
GM&B Context
Positive Attributes
i
GM&B Highlights
v N0 �#6SM/IALL #2 L.. + M
in-` Personal Income Tax BUSINESS INTERNATIONAL 1000ow
LC]11V'
Activity in US BANKING MULTI -NATIONAL
Corporate Income Tax (Kauffman Foundation) Center in US COMPANIES
2
One of the � #�]
BEST STATE MOSTIN L � "j
FOR BUSINESS COMPETITIVE FOREIGN
(Chief Executive Magazine) Cities in 2025 (Citiforcities.ccm) CONSULATES CONTAINER PORT
and Tracie Offices in US in Florida (Part Miami)
TOP 5 MULTI -BILLION
+ CRUISE CAPITAL OF THE WORLD
�
MOST COMPETITIVE DOLLAR #1 INTERNATIONAL FREIGHT
METRO AREAS INFRASTRUCTURE #2 INTERNATIONAL PASSENGERS
(CareerBuilder) INVESTMENTS Miami Int��rn��ti��ndl Al,p��nl
#1 we
STARTUP
ACT[ "` ;n Ips
(2017 K-% irrvn Foundation)
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AMERICAS
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(Rea,hor-com) AT f
F NETWORK
N U 8 Access Pwt of t Amer
Top Shocks
STORMS
Hurricane Andrew, 1992
Unnamed Storm, 1993
INFRASTRUCTURE
Dolphin Expressway
Overpass Collapse
at NW 97 Ave
Bridge Collapse,
2005
FLOODING
King Tide Flooding,
City of Miami Beach,
2011
EROSION STORMS GLOBAL FLOODING
Beach Renourishment, Hurricane Wilma, 2005 FINANCIAL King Tide Flooding
ToStresses 1970s Hurricane Katrina, 2005 CRISIS Miami -Dade County,
p 2008 2016
11
Sea level has risen about three inches since Hurricane
Andrew hit and is expected to rise another three to seven
inches by 2030.
Much of the development in GM&B is close to sea level.
More than 851000 people and 53,000 homes are located
on land less than three feet above high tide. More than
$21 billion in assets are at risk.
Man-made and natural systems, such as beaches and
mangroves, will be affected as sea level continues to rise,
likely resulting in increased damage from floods and
storms.
'As sea levels rise, the
risks of flooding
increase. Higher sea
level results in higher
high tides, storm
surges, and inland
flooding due to
higher groundwater
levels."— Young professional
• King tides are becoming higher according to tidal
gauges.
• While stronger building codes have helped protect
newer buildings from storm surges, risks are more
costly today due to higher water levels and increased
development in vulnerable areas.
• GM&B has an intricate water management system
overseen by local government and the South Florida
Water Management District (SFWMD).
• Heavy rain events or high water levels can strain
stormwater systems and lead to flooding.
King tides occur when the orbits and
alignment of the Earth, moon, and sun
combine to produce the greatest tidal
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King tides bring unusually high water
levels, and they can cause local tidal
flooding. Over time, sea level rise is raising
the height of tidal systems.
• Restoration of the Everglades and Biscayne Bay is key to providing fresh
water, providing natural buffers from flooding, and protecting critical
ecosystems.
Natural systems worldwide are strained by climate change and
urbanization.
Two thirds of Miami -Dade County land area are protected lands, e.g.,
"Beach
renourishment
is an economic
National Parks, Marine Sanctuaries, and Water Management Areas. This has
resulted in concentrated development.
Limited open space in urban environment can exacerbate flooding risks and
limit adaptation options.
• Protections provided by offshore reefs and other marine systems are
degrading due to ocean acidification and warming.
issue."
—Coastal Mayor
• Rising sea levels and groundwater levels require a delicate
balance between retaining and infiltrating freshwater to
recharge aquifers and draining freshwater to manage flooding
risks, all while trying to improve water quality.
• Water, sewer, and drainage systems need to be redesigned,
rebuilt, and maintained, with acknowledgement of
accelerating sea level rise and the potential for higher storm
surges and heavy rainfall events.
• Seasonal agriculture will continue to require careful water
management, especially given saltwater intrusion into
underground aquifers.
"Trying to identify
inexpensive
temporary solutions
while seeking
funding for
permanent
sol utions@""-Inland mayor
':. using
infrastructure to
build community
cohesion...' -'—Coastal mayor
• Housing cost burdens have risen dramatically. Average
rents increased 65% (from $1,.505 in 2009 to $2,501 in
2015).
• In 2014, over 66% of renter households, and over 50% of
owner households were cost -burdened, making it the
third least affordable housing market in the nation.
• The local housing market is affected by external, often
seasonal/absentee buyers.
• Cities of Miami Beach and Miami are densely populated.
• Inland communities, such as Doral and Kendall, are
experiencing increased mixed-use development.
• Housing rights for tenants are lacking.
"Foreign investments
have been great for the
economy but have
negatively impacted
housing affordability."
—Inland mayor
"'Middle -America
sprawl codes are
keeping housing
prices up." —inland mayor
• Homelessness has increased 2% since 2015 and 9.5% since the
beginning of 2017.
• The Miami -Fort Lauderdale -West Palm Beach metros have one of
the highest foreclosure rates in the nation.
• Approximately 29,000 new luxury residential units have been
built since 2010.
• Miami -Dade County and Cities of Miami, Hialeah, North
Miami, Miami Beach, and Homestead receive funding from
HUD for affordable housing which is expected to be cut
significantly.
"Many waitlisted for
housing assistance."
—Inland mayor
"There is much fraud
and many assessments
associated with high-
rise developments."
—Coastal mayor
"There is no housing for
young people."—Inland mayor
.
.
.
.
GM&6 is the sixth most congested county in the U.S.
Connected, reliable transportation is needed between
residential areas and jobs.
Perceptions about transit need to change for more
widespread ridership; "transit is for the disenfranchised."
Rideshare is disrupting existing travel services/patterns.
Public transit concerns include safety, cleanliness,
and reliability.
"A better quality of life is
tied to more efficient
transportation... Young
generations want it...
People don't want to rely
on private automobiles."
—Coastal mayor
• Pedestrians and bicyclists feel unsafe
competing with vehicles.
• Transit ridership is declining in many areas.
• Transportation is planned and managed by
multiple organizations.
• Funding is needed for operations and
maintenance of transportation infrastructure.
':. 700,000 cars go through
Coral Gables daily..."
—Inland mayor
"Can't get people to flex on
parking requirements"
—Inland mayor
Miami -Dade County
City of Miami
City of Miami Beach
Commuters
Coming In
248,782
219,626
39,893
Commuters
Staying Within
743,205
46,798
Nk,
9, 212
Commuters
Going Out
2 0 1, 16 3
94,025
25,530
• Though unemployment dropped from over 12% to under 5% from
2009 to 2015, 55-61% of Miami -Dade County earn less than a living
income or struggle to pay for basic needs due to the preponderance
of lower wage jobs and high cost of living
• 51% of households have insufficient liquid savings to survive for 3
months at poverty level in the event of unexpected job or income loss
• The top three economic engines, Miami International Airport,
PortMiami, and Tourism, are based on transient services and transient
population.
• The agriculture industry is a large component of the local economy.
• GM&6 lacks a diversified economy.
• Job placement can be difficult for many residents battling barriers
such as low education rates and skillsets needed for a changing
economy.
"We need to
foster a more
diverse economy
in less vulnerable
areas."
—Inland mayor
"Agriculture is at
the mercy of
national policies."
—Inland mayor
• There is opportunity for more collaboration amongst social service
organizations for streamlining and improved services
• The homeless population is no longer just "people on the street"; it
also includes recent graduates and an aging population. 15% of the
homeless population is undocumented.
• Five out of ten people make too much to qualify for assistance, but
not enough to live.
• Access to quality and affordable childcare is difficult.
• The Department of Health is concerned about the undocumented
population not accessing health services.
• The aging population struggles to afford their homes, putting stress
on extended family.
• Federal, state, and local funding is uncertain, fragmented and
limited.
"We are unable to
break the cycle of
continued
disrepair and
poverty."
Inland mayor
"Many on fixed
incomes are
reliant on
government
support... we fear
social unrest if it
doesn't meet
people's needs."
—Coastal mayor
• Florida schools are significantly under funded as compared to other
states. The state ranks 481h for funding in the country.
• Miami -Dade County Public Schools (M-DCPS) graduation rates are
increasing, however has a challenge of 16% not graduating from high
school on time.
• It's a challenge to attract and retain quality educators due to high
costs of living.
• M-DCPS has the highest student refugee population in the country
and offer bilingual education.
• One in five children attend private schools in GM&B.
• As of 2017, there are no "F" rated schools in M-DCPS.
• There are increasingly fewer vocational programs in public schools.
• M-DCPS is a national leader in magnet schools.
"Schools are
overcrowded in
NE Miami -Dade."
—Inland mayor
"Education is a
major
determinant for
relocation of
young families."
—Young professional
•Three primary universities are FIU, University of Miami (UM),
and Miami -Dade College (MDC).
• The combined enrollment of these universities and other local
universities are approximately 240,000 students each term.
• There is strong collaboration amongst the universities to move
resilience forward with GM&B.
• One Community One Goal's Academic Leaders Council aligns
with the business community to align worker availability.
• Florida Climate Institute is a multidisciplinary network of 10
universities that collaborates to find a better understanding of
climate variability and change.
"Local universities
lack investment in
the community."
—Focus group participant
"Recent graduates
are finding job
placement
elsewhere, where
they can afford to
live."'
—Current student
• Although violent crime has decreased, property crime is
increasing.
• There has been an 80% reduction in overall juvenile crime
over the last 20 years.
• There is an increase in firearms in juvenile age group.
• There is a lack of accessible and affordable services to
address long term impacts of mental health, substance
abuse, and family support services.
• Overall crime is decreasing; however, isolated pockets remain
in which the majority of juvenile offenders reside.
"Gangs are not
based on race or
culture, instead on a
block -by -block
basis."
—Safety professional
• GM&B has the highest Affordable Care Act
enrollment in the U.S.
• 26% of Miami -Dade County residents are
uninsured.
• Miami is ranked #2 for the most HIV infections
and #1 for the most HIV-related deaths in the U.S.
• In 2015, 21.6% persons under 65 are without
health care insurance; 42% in 2011.
• Refugee Health Assessment Program used to
average 300 people per day; the number is
declining since end of the wet foot/dry foot
policy.
"People don't
understand the risk of
not having regular
health screenings."
Health professional
"Many people are more
risk tolerant because of
the issues they've faced
in their origin
countries."—City professional
• State declared a Public Health Emergency for the
opioid epidemic: 236 people fatally overdosed in
MDC from heroin/fentanyl in their blood from 2015
to November 2016.
• Pool drowning is the number one cause of death for
children under five.
• The 2016 Zika Virus outbreak had 350 travel -related
cases, 272 locally -acquired cases, and 44 unknown
sources.
"We are given money to
fight, but not to
prepare."
Health professional
"The Zika virus cost us
millions.-"— City professional
• GM&B is vulnerable to hurricanes and tropical storms.
• National Climate Assessment (2014) predicts increased
intensity and frequency of hurricanes in the region.
•Increased development and population over the last
11 years without a major storm creates uncertainties of
evacuation, response, and long-term community recovery.
• Power and utility redundancy is critical and unknown.
• Communication and access to residents are key.
• Residents and governments lack funding preparedness.
• Storm and flood insurance rates are increasing.
•Absentee owners contribute to delayed recovery.
"Communicating
preparedness with
residents is a challenge."
—Coastal mayor
"Need unity throughout
the county to address
flood insurance."
—Coastal mayor
• 35 local governments comprise GM&B.
• Intergovernmental collaboration is not fully leveraged.
• Harmonization and alignment of codes and standards is
needed to address real property concerns such as land
use, zoning, and sea level rise.
• Organizations need to improve their knowledge of
comprehensive data, plans, and resources.
• Access and use of sea level rise -related data is new and
emerging for many local governments and businesses.
• Improved relationships in and between governments
would allow for stronger initiatives.
"Need centralized tools
and structure to support
small municipalities."
—Inland mayor
"We need to cooperate
as opposed to compete;
we should take a holistic
approach to problem
solving." —coastal mayor
Actions
This City Resilience Framework is a 100RC Tool to categorize plans,
programs, projects, studies, and initiatives. A total of 280 were
identified throughout the engagement process. Of those, 100 were
prioritized for consideration in future Resilient GM&8 efforts, many
of which are identified on the following pages.
Adopted a Green Sustainable Buildings Ordinance
for new construction.
GM&B partners participate in the National Flood
Insurance Program Community Rating System (CRS)
Program, which recognizes floodplain management
activities and have the following scores:
o Unincorporated Miami -Dade County: 5
o City ofMiami: 7
o City of Miami Beach: 6
"South Florida and
Greater Miami &the
Beaches have formed
unique and progressive
partnerships to plan
and prepare for sea
level rise and climate
change."
—Coastal Assistant City Manager
• GM&B partners
participate in the
Southeast Florida
Regional Climate
Change Compact.
• The Compact
successfully convened
scientists to develop
unified sea level rise
projections for
Southeast Florida.
f{PY
Unified Sea Level Rise Projection
(Southeast Florida Regional Climate ChangeCornpact, 2015)
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Miami -Dade County Key Actions
• Currently performing a vulnerability assessment of key infrastructure
and capital investments.
• The Miami -Dade County Water and Sewer Department is investing
billions on improving critical infrastructure, and sea level rise is a key part
of the design criteria.
• Miami -Dade County is developing additional adaptation strategies to
address sea level rise.
• Miami -Dade County, in partnership with the SFWMD and the U.S. Army
Corps of Engineers, works to restore, preserve, and protect the
Everglades through the Comprehensive Everglades Restoration Plan.
Miami -Dade County Key Actions
• Currently partnering with the Urban Land Institute on a pilot Adaptation Action
Area for the Arch Creek drainage basin.
• Currently working with Rand Corporation to visualize how sea level rise and future
land use decisions will impact flooding risks.
• Working collaboratively with the South Florida Water Management District and
municipalities to understand how sea level rise will impact the regional canal
network.
• Investing in protecting the County's drinking water and actively monitoring and
managing any saltwater intrusion into the aquifer.
• Created a Sea level Rise Task Force who recommended that the County prepare
an Enhanced Capital Plan to increase the resilience of the County's infrastructure.
GM&B Context
Key Actions
Sea Level Rise + Climate Change
Schematic Design. Compressor Building & Electrical Building
Iterative process identified most viable concepts to carry forward
3D visualization made it easier to obtain 'ASD's endorsement
115
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The City of Miami Key Actions
• Establishment of a Sea Level Rise Advisory Committee in 2015 and an interdepartmental
Resilient Infrastructure Committee in 2017.
• Partnering on a Resilient Redesign for Shorecrest.
• Updating the City of Miami's stormwater master plan while implementing stormwater
upgrades in highly vulnerable areas.
• Creating a rapid action plan for flood risk mitigation of critical infrastructure.
• Strengthening flood risk mitigation in the Future Land Use and Coastal Management
elements of the City's Comprehensive Neighborhood plan.
• Proposed Miami Forever General Obligation Bond includes $193 million for flood risk
mitigation and will be on the ballot in November.
• The City's zoning code contains several standards aimed at maximizing natural
infiltration of stormwater directly into the ground.
City of Miami Beach Key Actions
• Established a Mayor's Blue Ribbon Panel on Flooding and Sea
Level Rise and a Commission Committee on Sustainability and
Resiliency.
• Committing to investing half a billion dollars to raise roads and
improve stormwater drainage.
• Updated the land use and development code to incorporate
climate adaptation and resilience, including increased
freeboard, base flood elevation, roadway, ground, and seawall
heights.
• Recently completed a vulnerability assessment for its
infrastructure.
• Constructing green living shorelines to complement sea walls.
"The City of Miami
Beach has made a
commitment to
adapt to sea level
rise, invest in aging
infrastructure, and
use the best
available science to
do so."
—Coastal Assistant City Manager
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City of Miami Beach Key Actions
• Maintaining extensive sand dunes that minimize risk from
storm surge and provide habitat.
• Developing design guidelines for historic preservation in
the face of sea level rise and climate change.
• Developing unique and creative ways to help the
community learn more, including an Adaptation
Calculator and dynamic Resilience Open Houses.
• Conducting dynamic surface/groundwater modeling.
• Recently hosted the U.S. Conference of Mayors, and is
internationally recognized for its adaptation projects.
"Our program
delivers quality of
life for residents
and visitors today
and provides for a
sustainable and
resilient
tomorrow."
—Coastal Assistant City Manager
11
11
11
The Miami -Dade County Homeless Trust 10 -year Plan provides
framework to locally end homelessness.
The Miami -Dade County Housing Surcharge Tax or MEEK tax sets
aside funding for affordable housing.
Miami -Dade County Consolidated Housing and Urban
Development (HUD) Plan outlines goals toward providing access
and opportunity to attainable housing, social services, and jobs.
Miami -Dade County is committed to working on a five-year plan
to provide affordable housing in partnership with six entitlement
cities, including the City of Miami and City of Miami Beach, by
June 2018.
Greater Miami Chamber of Commerce Housing Taskforce
highlights opportunities for housing affordability.
• University of Miami's Miami Affordability Project
is a tool to visualize neighborhood level housing market dynamics.
• The
City
of
Miami
Beach initiated Innovative
Housing Conversion Projects.
• The
City
of
Miami's
affordable and attainable
mixed -income and workforce housing
benefits ordinances.
The City of Miami's Miami 21 is a form -based zoning code guide based on principles
of New Urbanism and Smart Growth
• Florida International University (FIU) Metropolitan Center is an urban policy think
tank and solutions center.
• Liberty Square Rising revitalization initiative is for the redevelopment of the Liberty
Square Public Housing Project.
• Adopted a volunteer Property Assessed Clean Energy Programs (PACE) program.
• Transit Planning Organization (TPO) completed a 2040
Long Range Transportation Plan.
• Miami -Dade County Strategic Miami Area Rapid
Transit (SMART) Corridor Plan identifies six major
corridors for proposed mobility solutions.
• TPO's Land Use Study determines how mobility
networks interact with land uses.
• TPO's Transportation Improvement Program (TIP)
identifies a list of upcoming transportation projects
over a four-year period.
• Miami -Dade County Metrorail Car Replacement
Program is a phased implementation plan to replace
Metrorail Cars.
• Multiple, highly used Municipal Trolley + Circular
Systems are operated and funded by the local
governments.
• Underline Project is a planned 10 -mile
neighborhood park, urban trail, and living art
destination underneath the existing Metrorail line.
• The City of Miami Beach Transportation Master
Plan has a Pedestrian First Strategy component.
• City of Miami Beach built the city's first protected
bike lane in Miami -Dade County.
Miami -Dade County Homeless Trust oversees the
Homeless Plan and provides funding support to
provider organizations.
City of Miami A Comprehensive Center for
Exceptional Student Services (ACCESS) Program
provides free individual tax assistance at parks and
Neighborhood Enhancement Team (NET) Offices.
Career Centers at Lindsey Hopkins and Camillus
House.
Summer Youth Financial Empowerment &
Employment Program.
City of Miami Homeless Assistance Program (MHAP)
rovides services to the homeless.
0
United Way's Asset Limited, Income
Constrained, Employed (ALICE) Report
establishes populations in economic danger.
Beacon Council's One Community, One Goal
Initiative provides a roadmap for economic
success.
CareerSource works directly with business to
connect them with people in need of jobs.
A
• Consortium for a Healthier Miami -Dade to act as a
catalyst for healthy living.
• The Children's Trust funded school-based health clinics.
• The Miami -Dade County Healthcare Preparedness
Coalition serves as a forum of healthcare organizations
and supporting agencies.
• The Miami -Dade County substance abuse task force
combats the ongoing drug epidemic.
• The MetroLab partnership with local universities is
studying ways to help local government combat
mosquito -borne illness.
• Miami -Dade County funding operation model for
mosquito control improved to address Zika.
• Mosquito repellent was provided to vulnerable
populations by local government organizations.
• Media and neighborhood outreach campaigns
about Zika awareness were held.
• GM&B partners have active social media
presences to distribute information and monitor potential risks.
• Miami -Dade County's juvenile assessment center (JAC) works to
address and intervene prior to re -offense.
• Miami -Dade County is a leader in-state for civil citations of
juvenile offenders to avoid jail and offer rehabilitative services.
• M-DCPS ended out-of-school suspensions, reducing juvenile
crime.
• The Children's Trust Together for Children Initiative is a coalition
formed to promote and address youth safety.
• Education, mentoring, and workforce development initiatives 4 r d
were formed with 5000 Role Models and Big Brothers Big Sisters„- y
• After Hurricane Andrew, the South Florida Building
Code transformed construction standards to ensure
buildings stand up to storms. It was adopted by the
entire State of Florida.
• GM&B has advanced Urban Search and Rescue
teams, ready to deploy in the event of a major
disaster recovery.
• Local Mitigation Strategy (LMS) Workgroup meets
quarterly to coordinate and move disaster
preparedness and mitigation funding.
• City of Miami's 72 -hour initiative prepares the community
for hurricanes, terrorism, and active shooter events.
• American Institute of Architects Miami Sea Level Rise
(SLR) Task Force are identifying opportunities to
strengthen the Florida Building Code.
• City of Miami Beach land use codes have been updated to
take SLR projection into account and plan for climate
adaptation.
• The countywide Recovery Plan addresses policies that
promote an all -hazards disaster recovery process amongst
F11MR. SO- i OINMR
GM&B partners are members of the Southeast
Florida Regional Climate Change Compact.
Municipal working groups meet about important
topics.
SevenSO is a blueprint for development in Southeast
Florida and takes sea level rise into account.
Several leadership groups meet routinely, including:
the Miami -Dade County Manager's Association, the
Planners Technical Committee (PTC), and the
Miami -Dade Police Chiefs Association.
GM&B partners are translating resilience planning
into budgeting and strategic planning.
• Miami -Dade County League of Cities unites
common interests of governments within the
county.
• The Miami Urban Area Working Group (UAWG)
establishes Urban Area policy and Urban Areas
Security Initiative (UASI) funding allocation.
• Miami -Dade County LMS Workgroup meets
quarterly to discuss disaster preparedness and
mitigation funding.
• The Transportation Planning Organization (TPO)
meets regularly to coordinate federal funding and
prioritize capital projects.
Miami -Dade County is vulnerable to a variety of hazards and the Comprehensive Emergency Management Plan
establishes the framework for the County and its 34 municipalities to address these risks. The Plan outlines the
intergovernmental roles and responsibilities. Each municipality is independently responsible for the safety of
its residents and visitors with mutual aid support from the County.
The Local Mitigation Strategy (LMS) Working Group is made up of a broad stakeholder group including federal,
state, and local government; private enterprise; private and public schools, colleges, and universities; hospitals;
and not -for -profits. The Working Group meets quarterly to update the strategy which includes a countywide
list of funded and unfounded projects which are tracked to monitor progress on risk mitigation and
comprehensively address the impact the current and future hazards.
In addition to the LMS working group, the Whole Community Engagement Group is convened quarterly by The
County's Emergency Management with representatives of the municipalities, universities/colleges and other
County partners. The group is convened to discuss current issues, best practices, and inform and solicit
feedback on current plans.
b5 years ana over other 2%
GM&B Context black
17%
Transient + Aging Population
white male
ANNUAL POPULATION: GM&B has 16 to .- yearsA15% 49%
2.7 million people with 52% foreign -
born; 21% under age 18 and 15%
hispani
over age 65; the average age is 66.6 66%
36 years old and is expected to 21 years and over
increase to 40 by 2030. Afemale
POPULATION 52%
MEDIAN AGE
�I
Northeast ■ South America
■ Central America
Southern Caribbean
Midwest ■ Europe
■ Western Canada
Other Countries
Domestic Visitors, 2016 International Visitors, 2016
8,200.00
8,000.00
7,800.00
7,600.00
7,400.00
7,200.00
7,000.00
6,800.00
6,600.00
6,400.00
6,200.00
Total Distribution of Visitors, 2016
r
2012 2013 2014 2015
Total Domestic Total International
I--
2016
350,000
25,000
300,000
9 u I I
TM
20,000
gull
250,000
TM
TM
200,000
I'M15,000
IM
TM
TM
150,000
IM
W" 10,000
IM
IM
TM
TM
100,000
TM
IM 5,000
TM
TM
50,000
_
Ellin
_
5 to 17 18 to 64
65+
5 to 17 18 to 64
65+
Years
Years
Educational Attainment Levels
60%
for Persons 25 and Above
50% 1960-2015
40%
30%
20%
10%
0%
1960 1970 1980 1990 2000 2010 2020
Year
Source: U.S. Census Bureau, Decennial Census 1960 - 2000, American Community Survey 2006 , 2010, 2015. Prepared by Miami -
No High School Degree College Graduates
GM&B Context
Income Gaps + Averages
INCOME: The average income is
$43,.278, 11% lower than the
national average.
POVERTY: 20% of the population lives
below the poverty level, 5% higher
than the national average.
Unemployment Rate Percent
2016
2015
2005
1pi 2000
1
1
0 2 4 6
1995
1990
8 10
2010
12
Comparative Poverty Fates
534,720
Persons Live Below Poverty
267,544
Houmholds Earn
Less Than $25,000
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Major Roods and Highways
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GM&B Context
Tourism + Economy
TRANSIENT: The top three economic
engines, Miami International Airport,
PortMiami, and Tourism, generated
approximately $85.5 billion in 2015.
2009 2010 2011 2012 2013 2014
—'UWeather South ReachfOcean Drive Shnkrpirlf;
GIVI&B Context
Economy + Diversity
■II
0+
..
ME IN 161 :11 FAIM"
Growing Industries
Amn I WWI 0 1 Em Iffmil 'kl
Industry Growth: Industry Growth:
Year Jobs Year Jobs
2012 120,894 „ J' 14% 2012 118,655
2016 137,791 2016 128,263
Wages/Salaries*: ages/Salaries*:
1 �rl�a � Here:
Royal Caribbean, Carnival $54,092
Cruise l iirf€sCrystal Cruises,
T I aoe's Store Crabs, Amadeus
I o a l� V o. of Borth �4rrkeri�a; Expedia. � f
Fontainebleau Motel, Fast, Tota I I �o. of
Companies: 6,869 Miami, Big Bus Tours, Faena Companies: pa n 12S' � SS 1
Hotel, ZooMiami, Perez Art ►
Museum Miami
•�1
Whigs Here,.
OD $iosciences, Beckman
Coulter, Cord is. Noven
Pharmaceuticals, Teva
Pharmaceuticals, Medtronic
Latin America, Novarti3
Latin America, OPKO Health,
9aptisit Health System,
Wealth. Jackson Memorial,
Nicklaus ChiWren'x, Mount
Simi Medl,cal Center
GIVI&B Context
Economy + Diversity
III
Industry Growth.
Year fobs
2012 360802
2016 40.975
Wages/Salaries*:
$305"W
Total No. of
Companies: 2,964
Growing Industries
Industry Growth:
Year Jobs
201 z 231066 13°1a
2015 2b,1 00
hot Here.
Bank of America Merrill
Wages/Sid Ia ries*_
Lynch, Gtibank, hlart hern
Trust Ba n k of Florida,
$70,233
SunTrust Bank, TG Bank,
139VA Cum pass, Visa
International, Wells Fargo
Total No.of
Pzy Pai
I
Who's Fere:
Telemundo, Tiffany & Co.
Latin America, Perry Ellis
International, Rene Ruiz,
Bianca Coletti, Chapard
Marketing, Hermes Latin
America, Univision, HRCT
Latin America, Gel Toro,
Miansai
GIVI&B Context
Economy + Diversity
IndustryGrowth:
Year Jnhc,
2012 28,533
2016 34,394
P21%
Wages/Salaries':
$47,721
Total No. of
Co 2,511
Growing Industries
hoos+sere:
Hellman Worldwide,
Ryder, Seaboard Marine,
Southeastern Freight Lines,
Sysco South Florida, CMA
- CCM (Caribbean), DHL
Global Forwarding, FedEx
Latin America and Caribbean,
l uehne & Nagel, Maersk,
UP5 ArnericasA Dependable
,Packaging Solutions, Floral
Logistics, Flagler lob,al
Logistics, Trans -Express,
Overseas Cargo
�:\SII:\1 to] 0
Industry Growth:
Year Jobs
2012 2112 16%
2016 24,670
Wages/Salaries':
$62253
Tbta l No. of
Companies: 482
Total No. of
Companies: 482
Who's Here.
American Airlines, LATAM,
KLX Aerospace Solutions,
Boeing flight Services, IATA,
Airbus Americas Training
Center, HEICO, AAR, Barfield,
Satair, FEAM, ATR Americas.
GM&B Context
Economy + Diversity
Industry Growth:
Year Jobs
2012 6,795 28%
2016 8,674
Wages/Salaries*:
$87,171
Total No. of
Companies: 7,773
Growing Industries
Who's dere;
Oracle, Telefonica Data USA,
Verizon Teremark (NAP of
the Americas), Apple. Cisco,
Google. Twitter, Ub+er, Lyft
Microsoft, Facebook Intel,
SAI, SapieintNitm, Allenware,
CarpOouA FPL R bemet
Stakeholder Engagement
Stakeholder E
Introduction
ngagement
The Stakeholder Engagement part of
resilience strategy development is proactive
P�-
and inclusive to reflect all parts, ages,"''.,
ethnicities, cultures, and income levels of
a community. Our efforts range from simply
informing to listening, consulting, and
collaborating—with goal of empowering the
whole community to have a voice in building
resilience.
This section contains a summary of
stakeholder assessment via meetings, focus
groups, online questionnaires, social media,
and summaries.
14
. _QQT
'g .Subject
Specific
Meetings
Resilient GM&B Priorities
Online Questionnaire
Participants
transportation, housing, planning, education
and youth development, social services, health
services, public safety, water resources and
natural systems, GIS
14 Interactive
Focus Groups
91
Participants
LMS, II DCCIVIA, Philanthropy Miami,
Miami Beach Workshops, Code for Miami,
Planner Technical Committee, AIA/IVICAD,
CLEO Institute (Little Haiti), UASI, +GMCC Goals
Conference, South [jade EDC, Liberty City, Little
Havana, Doral Community Coalition
i
Agenda Setting Workshop
70%
Mayor Meetings
ompMleted
o4b
A
a, 03
1 Responses
2 r- int'
f;1 Discovery Area
Priorities Questionnaire
Numerous 19
Local Speaking
*00
Engagements
510ORC
Engagements
Resilience Summit, Facebook Liver Gold Coast
Australia Resilience Symposium, Manchester
ASW,, New Orleans
file
19 379 like=
386 raiiowers
Facebook Live with
The New Tropic: viewers
1y010 following
462 followers
1, 151 following
390followers
ill
RESILIENT
GREATER MIAMI
THE BEACHP
I
Resifient305
@Resilient3C5
A collaboration between
@MjarnDadeCounty, @CityofMiami,
@Mlarn[BeachNews and @10OResCities
to respond to Greater Miami & The
Beaches' challenges
(�) Miami, FL
& resilient3O5.com
T Joined March 2017
M 75 Photos and videos
Tweets Following Followers Likes Lists
242 1,010 462 167 1
Tweets Tweets & replies Media
Resilient305 @Resiljent305 - Aug 28
Resilience is about surviving and thriving, regardless o
#Resilient305 Photo... iiistagram.com/p/BYVOjCxi-y5/
Q U1
Resilient305 @Resilier-A305 • Aug 25
Did you know sunscreen was invented by a #Mianiffle�
Benjamin Green developed a lotion for VVM1 soldiers i
(D t -j 2 Q) 2
Resilient305 @Resilient305. Aug 24
On 8.24.1992 *HurricaneAndrew made landfall on 317, F
Social Services
• Awareness of services (by users and by providers)
• Collaboration (data sharing, resources, tracking)
• Cultural diversity
Natural Systems
• Quality (Everglades, Biscayne Bay)
• Integration (urban, preservation)
• Agriculture
Planning + Zoning
• Collaboration among Miami -Dade County and all
cities
• Land use standards
• Data sharing
• Lack of economic diversity
Public Safety
• Juvenile crime
• Cybersecurity
• Disaster response
1
EW
. L
Housing
• Rent -regulated housing; affordability bands
• Location and quantity of availability
• Non-resident buyers driving up housing costs
Transit
• Public perception of public transit
• Transit reliability, ease of use, safety
• Multimodal options (safe, connected)
Water Resource
• Water quantity and quality (aquifer, sea level rise)
• Shoreline nourishment
• Utility infrastructure (water, sewer)
Lducation + Youth Development
• Funding per child
• Truancy + graduation rates
Health Services
• Health pandemic (Zika, yellow fever)
• Preventive care in amongst vulnerable populations
• Major health issues (HIV, drug use)
"Adaptability in the built environment... buildings that can
withstand shocks and stresses." —Architect, Private Sector
"Be prepared, now." —Engineer, Public Sector
"Urban Resilience is the capacity of individuals,
communities, institutions, businesses, and systems
within a city to survive, adapt, and grow no matter
what kinds of chronic stresses and acute shocks they
experience." —10ORC
"The ability to recover from acute or chronic stresses."
—Emergency Management, Public Sector
"Proactive and engaging all stakeholders to create a plan that resolves
issues." —Community Programs, Non-profit
�n r• I—$ �ItPr f v) ;SQ�lVr1L:
u�
colti�rGfi+4�, pda��0f�
U
L/)
Agenda Setting Workshop
Focus Groups
Hurricanes/Tornadoes 225o& ...... Hurricanes/Tornadoes 28%
Economic Crash 11% Economic Crash 17%
Infrastructure Failure:
Cyber Security/Communications 9%
Infrastructure Failure:
Transport/Access 9%
Infrastructure Failure:
Transport/Access zoo `••.�
Rainfall Flooding 9%
Mayor Meetings
Rainfall Flooding 19%
Economic Crash 19%
Hurricanes/Tornadoes 19%
Infrastructure Failure:
Sewer/Stormwater Logo
Top Shocks across engagement include Hurricanes/Tornados, Economic Crash, Infrastructure Failure
Agenda Setting Workshop
F
J =
Focus Groups
Overtaxed + Unreliable Lack of Affordable Housing 2954(
Transportation System
'•�,' Overtaxed + Unreliable
Rising Sea Level + Transportation System
Coastal Erosion
Rising Sea Level +----Ts:
Aging Infrastructure 01 r,.5% ••••�; Coastal Erosion
Lack of Affordable Housing l4% Pronounced Poverty 11%
Access to Quality Education Yr
Aging Infrastructure
Mayor Meetings
Overtaxed + Unreliable
Transportation System ��
. Aging Infrastructure 16%
Rising Sea Level +
Coastal Erosion -.i%
Unstable Political Climate 2`
Lack of Affordable Housing .2°/
Top Stresses across engagement include Housing, Transportation, Infrastructure, Rising Sea Level
Agenda Setting Workshop
Focus Groups
Mayor Meetings
Ensures continuity
Provides and enhances
Fosters long-term and
of critical services natural
and man-made features 27 % ,-. integrated planning 16%
Meets basic needs 11% — • — •�
'
Meets basic needs 23%
Promotes cohesive and
, "0
engaged communities
Fosters long-term and
g
y _._.
Ensures continuity
Ensures continuity of critical
integrated planning 10%
of critical services LI%
services 12%
L
'
Ensures social stability,
---------------
security, and justice 17 %
Top Strengths across engagement
is ensures continuity of critical services
Agenda Setting Workshop
Provides reliable
communications and mobility 31 %
Empowers a broad range of
stakeholders 12.5%
Supports livelihoods and
employment 8%
Focus Groups
Supports livelihoods
f
o f
and employment30%
Fosters long-term and
integrated planning 21%
Provides reliable communications
and mobility 1$%
Mayor Meetings
Provides reliable communications
and mobility 19%
Meets basic needs 13%
Ensures continuity of critical
services 13%
Top Weaknesses across engagement is reliable mobility
Perceptions
This City Resilience Framework gauges
perceptions of primary resilience
drivers. Workshop, meeting, and focus
group participants from government,
private, and civic sectors performed a
strengths and weaknesses assessment
on our services to identify gaps and
opportunities.
FOstecs \Ong
12 tef andd
`ntegrate
0ann\ng
and
prOte five n
dna atural
man made assets
Ir
1 Meets bas/c
needs
_�
•
0
.tsiir
iU1
196
C,
I
I
-W 1620
1497
r 100 200 300 400 500
An online questionnaire was created and live for two months and received a total of 2031 responses
MIR
700
Response b
QL,Which issuesuestionnaire Responses L'
Key Priorities for Strategy
Water Management
Provide additional flood protection against floods from rai]+IZOO
17 extreme high tides while improving health + safety
Housing
Safe + affordable housing availability EZA
Environment + Sustainability
Resource management + protection of environmental + natural resources
Urban Mobility
1 Loeliable, well-connected + easy to access transit system
Climate Change
WJ64
Risk assessment + actions
Priority; Top 5 out of
1 116694
Infrastructure
+ Environment
Protects and enhances
natural and man-made
assets; ensures critical
services operate in
times of need; and
provides a free flow of
people, information, and
goods.
Choose two factors that you feel are most important and rate
how you think we're performing.
Other '
Accessible + secure
communication networks
Decentralized renewable
energy sources + safe energy
generation + delivery
Protective systems in
place against flooding
Continuity in operating +
maintaining critical
infrastructure
Protecting natural resources
Efficient, secure +
reliable public transport
0
200 400 000 SJ00 IWO
72UU
Area of strength -1 Doing well but can improve ■ Need to do letter
Economy + Society
Promotes social unity and
the empowerment of its
residents; ensures social
stability, security, and
justice; and fosters
economic prosperity.
Choose two factors that you feel are most important and rate
how you think we're performing.
Other
Local identity + culture
through which residents
feel a sense of belonging
Opportunities +
incentives
for small businesses
Inclusivity + collaboration
through community
engagement + programs
Equal/fair local economy
A safe + secure community
with fair policing practices
0 100 200 300 400 500 600 700 800
Area of strength Doing well but can improve ■ Need to do better
Health + Wellbeing
Addresses the basic needs
of the population including
housing and healthcare,
and provides its people
with access to jobs and
opportunities.
Choose two factors that you feel are most important and rate
how you think we're performing.
Other
Ability to address
public health issues
r
Job placement +
job training programs
Access to healthy,
affordable food
Equal/fair access
to health services
Availability of safe
+ affordable housing
�a
200 400 600 800 1000 1201
14UO
Area of strength -1 Doing well but can improve ■ Need to do better
leadership +
Strategy
Promotes effective and
efficient management;
empowers a broad range
of stakeholders; promotes
long-term integrated
planning.
Choose two factors that you feel are most important and rate
how you think we're performing.
Other
Integrated + coordinated
planning between
departments
Evidence -based
decision making
Strong integration
of communities
Policies to improve the quality
of education + the
retention of students
Transparency + good
communication between
governmental entities +
communities
0 100
200 300 400 500 600 700 800
Area of strength Doing well but can improve 0 Meed to do better
900
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
What do you think should be more important for
adapting to sea level rise, flooding and storm
surge?
Understanding and
communicating risk,
options and cost
Potential changes of
insurance rates and
property values
Protecting natural
resources, water quality
and supply
What is most important to you in terms of mobility
and housing?
0
Roadway congestion and Safe and connected public Easy access to work, home Reasonably priced housing
parking transit, walkability and and leisure and variety of housing
bikability options (e.g size, type,
design)
Infrastructure Investments
What is your top health and safety priority?
- - — — 45.00%
40.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
Extreme weather
What would ensure you and your family's financial events
success and longevity in GM&B for future generations?
45.00%
40.00%
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
Job and/or business growth Quality infrastructure such as Realistic cost of living Quality education and/or
natural resources, training
roads/bridges, drainage, utilities
Terrorism, violence Access to healthcare Diseases and Healthy habits and
and crime and insurance infections (e.g. Zika, access to healthy
HIV) food choices
90.00%
80.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
What is most important to you for quick recovery in
the event of a disaster like a storm (assuming your
friends and family are safe)?
Ability to obtain funding and Ability to access work, home
qualified contractors for and childcare
repairs
What should government start to plan for now to
prepare and recover from a potential disaster?
Stronger buildings
Getting power, food and Accessing social or support
water services
More affordable and Reducing risk through
responsive insurance infrastructure
improvements
Focusing development in
less risky areas
35.00%
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
0.00%
How can local government best address the priority areas previously
mentioned?
Strengthen leadership and Update how governments plan Modernize policies and regulations Expand use of data for decision- Improved relationships between
collaboration and deliver services making government and residents
# ■ 0
What makes
you 01 UUO
of our
community?
Other
Tourism/
Internationalism
Local Identity/
Local
Leadership/Government
Urban/Infrastructure Assets
Natural Environment Assets
Arts/Cultural Events/
Institutions
Diverse/multi-cultural/
Inclusive Community
c]
,i 100 1 L10 ii 75P 300
*This is a sample set, categorizing 400 of the approximately 1,100 responses.
"I'm proud of our clean beaches, new bike lanes, city bikes,
programs for the community... improving schools, a
... government that cares for growing this city forward!"
—Real estate professional
What makes "Its growth in the arts and performing arts and creation of
you [iruu
major world class festivals." —visitor
„
1 love the diversity of our people and our beautiful natural
of our resources." —Non- �, pr�nfitf professional
p ro
community? The natural environment and the cosmopolitan feel of our
community." —Tourism + entertainment professional
"Our open arms to people from other countries, especially
those facing danger and socioeconomic hardship in their
home countries."—Tourism + entertainment professional
Discovery Areas
P
Discovery Areas
The Resilient GM&6 team has engaged
residents and organizations to 4, ioritize
Discovery Areas for further
investigation.
The Discovery Areas outlined in the
following pages are the l—dfneWOW for
our next bout' of wur[. They will help us
understand risk, recognize %.onnectiui Wj,
and focus on data.
Here is what we have learned:
4
We are proud of our rich cultural diversity. This is one of our greatest strengths. Diversity
with real dialogue and strong relationships result in great opportunities.
We are a series of neighboring communities with distinct challenges and opportunities
from neighborhood to neighborhood or from one side of the highway to the other. We
crisscross each other from Little Havana to Homestead.
How do we stop and connect? How do we empathize and uplift? How do we create a
cohesive GM&B community of communities? A beautiful mosaic or quilt—that can stand
alone, but is so much stronger together?
We propose six Discovery Areas.
•
Innovative intrastructure Investments
How We Live + Move
An Economy
RESILIENT
Safe Neighborhoods
GREATER MIAMI +Healthy Neighbors
TFC E BEACHES
PREPlanning for
L ff � PO' TRecovery
Staying Ahead
of the Curve
The six Discovery Areas are inter -related.
Our systems need to be modernized and
moved away from typical silos to more
collaborative, creative, and entrepreneurial RESILIENI
solutions. We therefore propose three GREATER MIAMI
8 THE BEACHES
Cross -Cutting Themes across each
Discovery Area.
•
• Too many of us are struggling just to find
living -wage jobs, affordable housing, and
feel safe in our neighborhoods, therefore
we need to address Social Equity head
on.
• These complex matters require a
multidisciplinary approach and must
incorporate Innovation and Technology.
• As an Intergovernmental Collaboration
from the start, GM&B has an opportunity
to seek solutions that involve multiple
public and private sector partners.
Social, Equity
ESI LIEN
GREATER MIAMI
8 THE BEACHES
Innovation + Intergovernmental
Technology Collaboration
:0:
•
www.pamM-019
living with Water
Innovative Infrastructure
f SITUATION: Southeast Florida is vulnerable
se due to its " elevation,
to sea level rise
unique geology, and the _tensity If coastal
' HoWever, there are m
any
development. tive adapt -At on
opportunitie4*^r nnu,d
arks, and
with
mangroves, dunes and p
innovative building materials and designs.
This discovery area will focus on
INTENT: Th
investing 1" natural and m'„_mauC
rise above and learn to live
infrastructure to r more resilient
with water to create a storms and sea
community in the face of
level rise. �+
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While we are a subtropical region,
famous for our connections to water, we
are also a low-lying region, vulnerable to
flooding, sea level rise and coastal
erosion. We are leading innovative
infrastructure investment in some areas,
but aging infrastructure is a both a
concern and an opportunity to rebuild in
better ways that enhance our people
and environment.
IS*
We can build upon vulnerability
assessments, architectural innovation,
solutions that incorporate gray and green
infrastructure, the strong Florida
Building Code that requires construction
to withstand Category 5 hurricanes. We
can point to the Southeast Florida
Climate Change Compact as a testament
to collaborative leadership for climate
change, but social equity needs more
work. Climate change, environment and
water management were top priorities in
our questionnaire.
S
• Coordinated and Committed Planning: How do we proactively plan, coordinate, and use
consistent data and communications strategies across governments and the private
sector to address sea level rise risks?
• Funding: How do we utilize existing budgets and leverage innovative financing and
funding mechanisms to equitably implement adaptation projects and improvements to
aging infrastructure?
• Natural Systems: How do we use emerging science to plan for and manage sea level rise
impacts on coastal erosion and natural ecosystems?
S
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Advancing + Adapting
�- How we live and move
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V' Aft JOIN a 0
SITUATION: Residents spend too much
,'time commutinpr, and Struggle to find
rpa�onabl rirpol hnusin
;. v p g that fits
their needs. We are the G;itp ►rav to
the Americas with the one of the
largest international airport4 and the
top cruise port in the U.S_, wages are
lower than the national average, and
housing costs are high.
INTENT: This discovery area will focus on
iii, i,ov ng hvdi,iiicy, di,urdabi,ity, di -it,
connectivity in GM&B.
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• �`'.► 0
We have strong, well-developed, international
transportation assets with well-developed
supporting networks for goods. However, for
people trying to get from home to work, our
public transit and roads are overtaxed and
unreliable. We are densely populated,
geographically large, and a high growth region,
which places stresses on housing access and
affordability and causes even more traffic &
transportation stress. International investment
makes our real estate more expensive than local
communities can afford. Transportation and
housing have been top concerns through
stakeholder engagement.
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• Equity: How can we work with the SMART Plan consortium to integrate
social equity issues such as ensuring adjacent neighborhoods to the
corridors include affordable housing and mixed use development?
• Integrate: How do we integrate innovative housing and job opportunities
into future transportation planning activities, while addressing existing
social equity issues, diversifying existing housing stocks, and avoiding future
risk from flooding and sea level rise?
• Collaborate: How do we improve intergovernmental collaboration among
public and private entities producing affordable housing to promote the
production of mixed -income and mixed use developments?
Building Prosperity
An Economy for All
SITUATION: Our economy lacks
diverse, highly paid and living wage
jobs. Our poverty rate is above the
national average. We are a -ity of
immigrants with a constant influx of
people moving here for a better life.
INTENT: The discovery area will focus on
worktor-ce development, expanding and
diversifying job supply, and education.
SJ
■r■
We are an international tourism destination, but
our economy is over reliant on lower paying
service oriented jobs. Our economy would
benefit from diversity that offers higher paying
wages to help people better afford high housing
costs. Educational attainment is improving
however schools have difficulty attracting
teachers due to high cost of housing, and
education is challenging given GM&B's complex
demographics 52% of Greater Miami and the
Beaches is foreign born. Overall, our focus
groups across diverse communities felt that our
greatest weakness is GM&B's ability to "support
livelihoods and employment."
• Priorities: How do we ensure that our economic and workforce
development programs are addressing the dramatic disparities that exist
between our racial and ethnic groups?
• Innovation: How could technology, private, civic and government sector
partnerships help our workforce development programs to better address
the needs of our most vulnerable?
• Opportunity: How do we leverage the major investments in infrastructure
to ensure local and inclusive access to the resulting business and job
opportunities?
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I - V
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1
A►
A Thriving Community
Safe Neighborhoods +
Healthy Neighbors
SITUATION: Significant pockets of
our community suffer from
violence, crime, addiction, and
poor health. Climate change and
globalization have intensified
public health concerns to South
Florida such as Zika.
INTENT: This discovery area
these issues of safety, youth
pandemics, and public healtl
All0y, 0 0►
Our geographic location, climate, and
position as an international port city,
makes us highly vulnerable to international
crime, drug activity, and vector-borne
illnesses like Zika. Our poverty rate is
higher than the national average, and is
made worse by the chronic lack of
affordable housing. We also face high rates
of endemic crime especially in
communities with high rates of poverty
and associated socioeconomic indicators
Source: The Miami Herald
Ziku virus area expands in the U.S.
As of Aug. 24, there had been 43 nontravel•related Zika ewes
in Florida. with 35 of the uses being diagnosed in the Miami
neighborhood of V( ynwtod and five in Miami Beach.
II -
I�
n AM QF Zlty IkF€CIICNS
We have the highest Affordable Care Act
enrollment in the country and a significantly
poor and undocumented population that do not
or cannot access preventative care and social
services. A thriving community depends heavily
on building economic prosperity for all and
adapting and advancing the way we live — to
provide needed housing, transportation, health
access and living wage improvements, especially
in our poor and vulnerable neighborhoods,
where historic distrust towards government and
leadership is often deeply entrenched.
.t
• Advance: How do we elevate, accelerate, and integrate the work products of our
university and other partners to better prepare our systems to prevent, respond
to, and recover from changes in public health due to climate change, globalization,
and urbanization?
• Equity: How can we prioritize neighborhood enhancements, engagement and
access to opportunity in neighborhoods experiencing high incidences of violent
crime and poverty?
• Intervention: What sort of cross sector, data -driven and/or technology-based
interventions could be effective to respond to the root causes of the opioid and
HIV epidemics?
r �
F
ry
.!•rIq0.�
Robust Recovery
PREPlanning for POSTDisaster
SITUATION: We are vulnerable to
hurricanes and flooding but well-
known throughout the nation for our
advanced emergency management.
INTENT: This discovery area focuses on
= how to change our culture and policies,
systems, and insurance structure, now
for faster, more affordable, and smarter
recovery in the event of a disaster.
l
*.40 * 0
South Florida is vulnerable to hurricanes and floodin
but these risks have strengthened our emergency
management, preparation and response systems .
We have learned that building upon this strong
foundation will accelerate robust recovery. In order
to help neighborhoods recover quickly and equitably
we need to strengthen private and public sector
commitments, focusing our attention on
collaboration and innovation to protect our greatest
assets: our people and our places. Financially, we
must design our recuvery contracts, finances, and
insurance to reduce the financial and human impacts
of shocks and stresses. As we envision risk reduction
in the future, we must consider new land use
approaches. Greater Miami and the Beaches desire
to bounce forward not lust bounce back.
• Structure and Systems: What plans and policies can we put in place now tor
post -disaster rebuilding to protect our tax base and allow for fast and smart
response and recovery? What systems and services do we need and how are
these systems interdependent?
• Culture & Social Equity: How do we create a culture of pre -disaster
readiness and planning among individuals, businesses, and governments?
How do we create customized tools targeted to diverse audiences with
distinct needs?
• Disaster Finance & Innovation: What kind of financing mechanisms do
organizations and residents need to rebound quickly? How can we improve
insurance affordability to ensure that adaptive measures are reflected in
reduced risk, and to optimize recovery through insuran , --and f1pancing foi
governments, residents, and businesses?
P1
"Our
goal is to
bounce
forward,
not just
bounce
back."
Coastal Assistant
City Manager
N
Leadership for Tomorrow
Staying Ahead of the Curve
SITUATION: We have 2.7 million people
and growing, 35 mayors, approximately
1.2 million registered voters, 12 million
tourists, and more than 2000 square
miles.
INTENT: This discovery area will focus on how to
build consensus, collaboration, and courage
across organizations and communities to
address shocks and stresses and turn challenging
systems designed for the past upside down.
The GM&B collaboration is comprised of three
separate government entities. GM&B also has
31 additional municipalities as well as state and
federal partners to determine the best ways to
address complex shocks and stresses such as:
transportation, housing, economic shocks, and
poverty. GM&B has strong partnerships to
address sea level rise and disasters such as the
Southeast Florida Climate Change Compact, the
Local Mitigation Strategy, and the Urban Areas
Security Initiative. However, our complex
dynamic often creates a collaborative Rubik's
cube.
• Collaboration: How do we modernize the way government does business, given
the threats we face? How do we create, organize, and commit a culture of
interdisciplinary and interjurisdictional collaboration around resilience? How do
we use GM&B as the model for better city -county coordination? How do or can
cities better access the county to know what projects are happening and how
cities can help and participate? What legislative changes are needed to achieve
more integrated practices?
�'F
S
• Data & Innovation: How we expand and innovate sophisticated use of data in
government operations such as open data, performance management, chief
innovation officers, and smart cities to inform the decision-making process? How
do we build smart decision-making for resilience?
• Engagement & Social Equity: How do we expand effective public participation
with all residents, businesses, and community groups?
}04P
.,.
IS--
Next Steps
Fall 2016 summer 2017 Fall 2018
C ) We Listened
We will investigate the pending questions in
the six discovery areas to help identify actions
for a robust Resilience Strategy.
�1
O
i We
Institutionalize
and Implement
No
■■■
�� �� R i i M V•► t
Acknowledgements
thank you
This PRA is a milestone that could not have been completed without the
diversity and passion of our community. Thank you to our partners in this
journey—and we look forward to your roles evolving from shaping the
Discovery Areas to be part of the resilience strategy implementation.
J
Miami -Dade County
I I illirk, 4d
Jane Gilbert
City of Miami
Susanne M. Torriente
City of Miami Beach
• City of Miami Beach Community Development Corporation
• City of Miami Beach Chamber of Commerce
• City of Miami Beach Emergency Management
• City of Miami Beach Office of the City Manager
• City of Miami Beach Planning Department
• City of Miami Beach Police Department
• City of Miami Beach, Public Works
• City of Miami Beach Transportation
• City of Miami Fire Rescue
• City of Miami, Grants
• City of Miami Planning Department
• City of Miami Police Department
• City of Miami Transportation
• Miami -Dade County Citizens Independent Transportation Trust
• Miami -Dade County Community Action & Human Services
• Miami -Dade County Division of Environmental Resources
• Miami -Dade County Division of Environmental Resources, Division of Planning
• Miami -Dade County Fire Rescue (MDCFR)
• Miami -Dade County Homeless Trust
• Miami -Dade County Juvenile Service Department
• Miami -Dade County Medical Examiner
• Miami -Dade County Neat Streets
• Miami -Dade County Office of Community Advocacy
• Miami -Dade County Office of Emergency Management, LMS Workgroup
• Miami -Dade County Office of Resilience
• Miami -Dade County Office of Management and Budget
• Miami -Dade County Public Housing and Community
Development
• Miami -Dade County Public Schools (M-DCPS) Community
Engagement
• Miami -Dade County Public Schools (M-DCPS) Regional Office
• Miami -Dade County Seaport
• Miami -Dade County Transportation Planning Organization
• Miami -Dade Expressway Authority (MDX)
• South Florida Water Management District (SFWMD)
• South Florida Regional Transportation Authority (SFRTA), Tri -Rail
• Florida Department of Public Health
�� �� R i i M V•► t
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�n A1er�i�xk �.
• Bal Harbour Village
• City of Aventura
• City of Coral Gables
• City of Hialeah
• City of Miami
• City of Miami Beach
• City of North Miami
• City of North Miami Beach
• City of South Miami
• City of Sunny Isles
• EI Portal Village
• Florida City
• Indian Creek Village
• Miami -Dade County
• Miami Shores Village
• North Bay Village
• Town of Bay Harbour Islands
• Town of Golden Beach
• Town of Miami Lakes
• Town of Surfside
Thank you to each of our
governments within Miami -Dade
County that met with us to share
their thoughts, concerns and
hopes for the future of a
• Village of Biscayne Park
• Village of Key Biscayne 0 0• . •�
• Village of Pinecrest
Resilient GM&6!
• American Institute of Architects (AIA) Miami Chapter
• Bank United
• Beacon Council
• CareerSource
• Catalyst Miami
• CLEO Institute
• ESRI
• FernLeaf
• FIU Metropolitan Center
• FIU Sea -Level Solutions Center
• Greater Miami Chamber of Commerce (GMCC)
• Greater Miami Convention & Visitors Bureau (GMCVB)
• Jewish Community Services of South Florida
• Miami -Dade County City and County Management Association (MDCCMA)
• Miami -Dade Hospital Coalition
• Michael Berman Consulting
• Miami Center for Architecture and Design (MCAD)
• Miami Homes for All
• Miami Waterkeeper
• Nicklaus Children's Hospital
• People Acting for Community Together (PACT)
• PhilanthropyMiami
• Service Employees International Union (SEIU) Florida
• South Florida Centers for Disease Control and Prevention
• The Children's Trust
• The Miami Foundation
• United Way of Miami -Dade County
• University of Miami Office of Civic and Community Engagement
And of course, thank you all of the
amazing residents throughout GM&B
who have participated by attending
our meetings, responding to our
questionnaires, following us on social
media, and checking out our website!
�� �� R i i M V•► t
• Gretchen Beesing, Catalyst Miami
• Truly Burton, Builders Association South Florida
• Jaret Davis, Beacon Council
• Erik Eikenberg, Everglades Foundation
• Maurice Ferre, MDX
• Valencia Gunder, New Florida Majority
• Bobbi Ibarra, Homes for All
• Marsha Jackman, Vailon Group
• Jorge Luis Lopez, Parks Foundation
• Michelle Mejia, Baptist Health Kendall
• Rebekah Monson, The New Tropic
• Delaney Reynolds, Sink or Swim
• Scott Robins, Developer
• Zerry Ihekwaba, City of Miami
• Jimmy Morales, City of Miami Beach
• Jack Osterholt, Miami -Dade County
• Javier Soto, The Miami Foundation
• Deputy Chief Resilience Officers: Nichole Hefty, Amy Knowles, Stephanie Tashiro
• 10ORCTeam Otis Rolley, Eric Wilson, Peter Jenkins
• Strategy Partner,- Claire Bonham -Carter and Lauren Swan
• Miami Beach Intern: Corin Smith
• Graphics + Data: The Greater Miami Convention & Visitors Bureau (GMCVB) for
tourism data; Miami -Dade County GreenPrint for demographic data; Beacon
Council: Advantage Miami for economic data; FIU Metropolitan Center for
distressed community data
• Accommodation + Support: A special thanks to PortMiami, the Cruise Capital of
the World for hosting us throughout the strategy development process!
�� �� R i i M V•► t
I
Leadership for Tomorrow; Robust Recovery; Thriving Community; Building Prosperity; Advance + Adapt; Innovative Infrastructure
Social Equity; Innovation + Technology; Intergovernmental Collaboration
RESILIENT
GREATER MIAMI
&THE ®EhtMES
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