LTC 252-2018 Strategic Plan UpdateMIAMI BEACH
OFFICE OF THE CITY MANAGER
NO. LTC # LETTER TO COMMISSION
252-2018
TO: Mayor Dan Gelber and Members f the Cit ommission
FROM: Jimmy L. Morales, City Manag
DATE: May 7, 2018
SUBJECT: Strategic Plan Update
Attached please find the product of the Commission strategic planning retreat held on
February 28, 2018. At the retreat, staff shared the existing 2015 adopted Key Intended
Outcomes (24 in total) and top commission priorities (32 in total) as identified in one-on-
one meetings with each Commissioner and staff, as well as with the retreat facilitator.
Throughout the day, staff captured Commission discussion which resulted in 50
additional priorities or objectives.
These three lists have been combined and presented in the attached spreadsheet. The
format is easy to read:
• Column 1 includes the former strategic plan categories
• Column 2 illustrates updated goal areas and draft goals for 2018
• Column 3 contains draft objectives that capture and merge the existing "Key
Intended Outcomes" adopted in 2015 with the new priorities discussed at the
retreat.
• Column 4 is simply the place holder for your budget workshop discussion and FY
18-19 budget development process, to show the alignment of budget priorities
with the overall goals and objectives.
• Column 5 aligns the goals and objectives to our departments,
I want to share this with you in advance of your budget retreat. This should be
considered a work in progress. I will be sharing with my staff and meeting with the
directors to identify any gaps and additional opportunities to highlight priority issues as
we continue this process. The Commission may want to set aside some time in a
workshop, Commission Committee and/or even a Committee of the Whole to fully
discuss and begin to finalize for City Commission approval.
Finally, as reminder, staff is taking the opportunity to update and reinvigorate the Miami
Beach Strategic Plan as we develop the Greater Miami & the Beaches Resilience
Strategy. We are leveraging 100 Resilient Cities tools, resources and consultants not
only for the benefit of the partnership, but also specifically for the City of Miami Beach, at
no additional costs. Both plans should be complete by early 2019.
Please contact Susanne M. Torriente, Assistant City Manager & Chief Resiliency Officer
with any questions.
JLM/SMT/ALK
Objectives
Combination of 2015 KIOs and
2/28/2018 Commission Retreat
Discussion
(2018 Draft)
Annual
Actions
Operational Alignment
Departments and offices, organized by
primary support goal area
1 1 1
1. Continously improve our robust stormwater
program utilizing the best science and
technology, integrating green infrastructure and
mobility priorities while minimizing construction
disruption and optimizing design aesthetics and
community engagement.
2. Modernize and improve aging water, sewer
infrastructure for water quality, public health
and fire protection.
3. Strategically increase tree canopy to enhance
infrastructure co -benefits such as reducing heat,
providing shade to encourage walkability and
increasing storm water retention.
B
u
D
G
T
R
E
T
R
E
A
T
Building
Office of Capital Improvement Projects
Environment & Sustainability
Planning & Zoning
Public Works
2. Premium Neighborhoods
Former Strategic Plan Categories
1
1. Infrastructure
Goal Areas
(2018 draft)
1
Infrastructure &
Environment
goal
Be a resilient city by investing in
climate adaptation through
neighborhood infrastructure
upgrades, sustainable
development, and environmental
protection.
Mobility & Housing
goal
Be a connected city with land and
water alternatwes for pedestrians,
bicyclists, transit, cars and new
means .
1. Improve multi -modal mobility throughout the
City and regional connectivity by leveraging State
and federal plans and funds, including support of
new technology and bus rapid transit.
2. Support affordable, compatible workforce
housing with the Housing Authority for key City
Industries including use of development
incentives.
8 E
D T
G R
A
T T
Housing & Community Services
Planning and Zoning
Parking
Transportation
Former Strategic Plan Categories
1
3. Public Safety
Goal Areas
(2018 draft)
1
Safe and Healthy
Neighborhoods
goal
Be a city of safe, healthy, clean, and
beautiful neighborhoods and parks.
Cultivate a balanced approach to
sustainable development and
historic preservation.
Objectives
Combination of 2015 KIOs and Annual Operational Alignment
2/28/2018 Commission Retreat Departments and offices, organized by
Discussion Actions primary support goal area
(2018 Draft)
i
1
i
1. Continuously adapt public safety and
emergency preparedness programs to better
respond to shocks and stresses.
2. Continually improve public safety in the City
for residents and visitors through use of (but not
limited to) community policing, cameras, park
rangers, off duty policing and quality control of
police efforts.
3. Advance neighborhood revitalization efforts,
starting with North Beach and Ocean Drive.
4. Enhance beautification physical appearance
and cleanliness of City owned corridors
properties, including beaches and high traffic
corridors.
5. Maximize residents' communication access to
city government for information/complaints,
including use of social media to address resident
complaints (instead of or in addition to E-GOV).
6. Increase recreational space and programming
through Parks Master Plan, to establish capital
and recreational priorities and funding. The plan
should include iconic art and unique lighting for
parks.
B
u
D
G
T
R
E
T
R
A
T
Code Compliance
Emergency Management
Parks and Recreation
Police
Fire
2
Prosperity
goal
Be a vibrant city, well- known for its
culture, tourism, and opportunities
to thrive through education and
business.
Former Strategic Plan Categories
1
4. International Center for
Tourism & Business and
5. Educational Excellence
Goal Areas
(2018 draft)
l
Objectives
Combination of 2015 KIOs and
2/28/2018 Commission Retreat
Discussion
(2018 Draft)
t
Annual Operational Alignment
Departments and offices, organized by
Actions
primary support goal area
i
B
U
D
G
T
R
T
R
A
T
1. Continue to facilitate development of market
competitive Convention Center Hotel
Property(is).
2. With School Board, improve (K-12) to
achieve Educational (K-12) Excellence Quality
and accountability including expansion of
enrichment programs into the Miami Beach
school feeder pattern; including arts, culture,
technology, college and vocational school
counseling.
3. Work with stakeholders to target economic
development and safety in targeted geographic
areas.
4. Promote Miami Beach as a world class Arts
and Culture Entertainment destination while
improving cultural and recreational activities.
1
Housing and Community Services
Tourism, Culture, and Economic
Development
Organizational Development
Former Strategic Plan Categories
i
6. Management & Service
Delivery
Goal Areas
(2018 draft)
i
Organizational Innovation
goal
Be an innovative and efficient city
with a culture and system of
resilience, ethics, and service
through data -driven planning and
decision-making.
Objectives
Combination of 2015 KIOs and
2/28/2018 Commission Retreat
Discussion
(2018 Draft)
i
1. Streamline the delivery of services through all
departments using best practices, benchmarking
and key performance measures and dashboard
reporting to City Commission.
2. Improve building and development -related
processes from single-family residences to the
large development projects.
3. Maintain a culture of high quality customer
service in the delivery of City services.
4. Ensure expenditure trends are sustainable
over the near and long-term, including use of pay
as -you -go funding approach to support capital
projects.
5. Ensure that the City's managerial leadership
rewards innovation and performance.
6. Increase routine and systematic reporting of
progress with City Commission policy directives
(a reporting approach/ structure).
7. Prepare, for voter consideration, a General
Bond Obligation capital program including a
comprehensive list of projects for investment in
parks, public safety, culture, the stormwater
infrastructure, etc. and other needs.
8. Improve management and City Commission
decision making information through increased
the use of statistically valid qualitative and
quantitative data through use of routine focus
groups and resident surveys.
9. Increase intergovernmental cooperation
through Commission and administration
relationship building with local, regional and
national connections and strengthen the Miami
Beach lobbying effort.
Annual
Operational Alignment
Actions Departments and offices, organized by
primary support goal area
i
B
U
D
G
T
R
T
R
A
T
i
City Manager's Office
Budget and Performance Improvement
Finance
Fleet Management
Human Resources (Risk Management)
Information Technology
Property Management
Marketing and Communications
Procurement
Organizational Development
4