LTC 332-2018 Strategic Plan Update #2MIAMI BEACH
OFFICE OF THE CITY MANAGER
NO. LTC # LETTER TO COMMISSION
332-2018
TO:
FROM: Jimmy L. Morales, City Manager
DATE: June 13, 2018
SUBJECT: Strategic Plan Update #2
Mayor Dan Gelber and Members of the City Commission
On May 7, 2018 I transmitted a strategic plan update based on Commission discussion
at the February 28, 2018 Commission strategic planning retreat (attachment 1
memorandum only). The attached updated spreadsheet (attachment 2) details draft
goals and objectives that have been since updated with the professional
recommendations of the executive team and department directors. Items in red have
been identified by staff as either a gap or opportunity to highlight a priority issue.
The Commission may want to set aside some time over the next few weeks at the
Finance Committee/budget work shop or at the upcoming Committee of the Whole to
review this working draft spreadsheet. I intend to include these updates for formal
Commission consideration during the September budget hearings as an update to the
attached resolution 2015-29077 adopting 2014/2015 revised amendment to key
intended outcomes in our strategic plan (attachment 3).
Please contact Susanne M. Torriente, Assistant City Manager and Chief Resiliency
Officer, or Amy Knowles, Deputy Resiliency Officer with any questions.
JLM/SMT/AL�
Attachment 1: LTC Strategic Plan Update dated May 7, 2018
Attachment 2: Goals and Objectives Working Draft
Attachment 3: Resolution 2015-29077
F:\cmgr\$ALL\SUSY\LTC's\Strategic Plan Update\LTC Strategic Plan Update # 2.doc
Attachment 1
MIAMI BEACH
OFFICE OF THE CITY MANAGER
NO. LTC # LETTER TO COMMISSION
252-2018
TO: Mayor Dan Gelber and Members 'f the Citjommission
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
Attachment 2
Former Strategic Plan Categories
1
1. Infrastructure
Goals
(2018 draft)
1
Infrastructure &
Environment
goal
Be a resilient city by investing in
community improvements and
climate adaptation through
neighborhood infrastructure
upgrades, sustainable development,
and environmental protection.
Objectives
Combination of 2015 KIOs and
2/28/2018 Commission Retreat
Discussion, Executive Staff, and
Directors. (2018 Draft)
1
1. Continuously improve our integrated
stormwater program utilizing the best science
and technology, including green and blue
infrastructure and mobility priorities while
minimizing construction disruption and
optimizing design aesthetics and community
engagement.
2. Modernize and improve aging water and sewer
infrastructure for water quality, public health and
fire protection.
3. Reduce green house gas emissions and heat by
strategically increasing green space, tree canopy
and pedestrian greenways, achieving co -benefits
such as shade to encourage walkability and
increase storm water retention.
4. Maintain and improve existing facilities,
ensuring sustainable and adaptable structures.
5. Ensure a healthy dune and beach system that
provides hurricane protection, recreation and
vital habitat for the public good.
Annual
Actions
i
B
u
D
G
E
T
P
R
0
C
E
s
s
Operational Alignment
Departments and offices, organized by
primary support goal area
1
Building
Environment & Sustainability
Marketing & Communications
Office of Capital Improvement Projects
Planning
Property Management
Public Works
Staff feedback in red
1 of 7
Former Strategic Plan Categories
Goals
(2018 draft)
Objectives
Combination of 2015 KIOs and
2/28/2018 Commission Retreat
Discussion, Executive Staff, and
Directors. (2018 Draft)
Operational Alignment
Annual
Departments and offices, organized by
Actions
primary support goal area
1
2. Premium Neighborhoods
Mobility & Housing
goal
Be a connected city with land and
water alternatives for pedestrians,
bicyclists, transit, cars and new
means of transportation.
1
1. Improve multi -modal mobility City-wide and
connectivity regionally by leveraging state and
federal plans and funds, including support of new
technology and bus rapid transit.
2. Support affordable, compatible workforce
housing through public and private partners for
key industries, including the use of development
incentives.
3. Address traffic congestion created by loading
and ride share and any other mobility disruption.
4. Provide safe and well -lit sidewalks and bike
lanes to encourage healthy living.
1
B
U
D
G
E
T
P
R
0
C
E
S
5
1
Housing & Community Services
Planning
Parking
Transportation
* Staff feedback in red
2 of 7
Former Strategic Plan Categories
i
3. Public Safety
Goals
(2018 draft)
i
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.
Obiectives
Combination of 2015 KIOs and
2/28/2018 Commission Retreat
Discussion, Executive Staff, and
Directors. (2018 Draft)
i
1. Continuously adapt public safety and
emergency preparedness programs to better
respond to shocks and stresses to bounce back as
fast as possible.
2. Continuously improve public safety including
traffic safety in the City for residents and visitors
through the use of (but not limited to)
community policing, cameras, park rangers,
professional and ethical policing and code
enforcement.
3. Enhance beautification, physical appearance
and cleanliness of City owned corridors
properties, including beaches and high traffic
corridors.
4. Maximize residents' communication access to
city government for information/complaints,
including use of social media and other technical
resources to address complaints (instead of or in
addition to E-GOV).
Operational Alignment
Annual
Departments and offices, organized by
Actions
primary support goal area
1
B
u
D
G
E
T
P
R
0
C
E
5
S
1
Code Compliance
Emergency Management
Fire
Marketing & Communications
Organziational Development
Parks and Recreation
Police
* Staff feedback in red
7 ot 7
Former Strategic Plan Categories
Goals
(2018 draft)
Obiectives
Combination of 2015 KIOs and
2/28/2018 Commission Retreat
Discussion, Executive Staff, and
Directors. (2018 Draft)
Operational Alignment
Annual
Departments and offices, organized by
Actions
primary support goal area
1
3. Public Safety
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.
1
5. Evolve the parks system to meet the changing
needs of the community through creating a Parks
Master Plan to establish capital and recreational
priorities and funding. The plan should include
iconic art and unique lighting for parks.
6. Modernize and streamline our old and complex
land use code to make it user friendly and to
reduce conflicts.
1
B
u
D
G
E
T
P
R
7. Increase compliance with City code by creating 0
more incentives for compliance vs. penalties. C
E
5
8. Proactively monitor the City for mosquito 5
breeding grounds & work cooperatively with
Miami -Dade County to reduce the possibility of
mosquito transmitted disease.
1
Code Compliance
Emergency Management
Fire
Marketing & Communications
Parks and Recreation
Planning
Police
* Staff feedback in red
4 of 7
Former Strategic Plan Categories
Goals
(2018 draft)
Objectives
Combination of 2015 KIOs and
2/28/2018 Commission Retreat
Discussion, Executive Staff, and
Directors. (2018 Draft)
Annual Operational Alignment
D_ :s and offices, organized by
Actions
primary support goal area
1
4. International Center for
Tourism & Business and
5. Educational Excellence
Prosperity
goal
Be a vibrant city, well- known for its
culture, tourism, and opportunities
to thrive through education and
business.
1
1. Enhance "high room night" generating
business at the Miami Beach Convention Center,
facilitating the development of a Convention
Center Hotel Property(is).
2. Improve (K-12) educational excellence
including expansion of enrichment programs into
the Miami Beach school feeder pattern; including
arts, culture, technology, college and vocational
school counseling.
3. Advance neighborhood revitalization efforts
throughout the City focusing on North Beach,
Ocean Drive, 41st Street, Washington Avenue and
Lincoln Road.
4. Promote Miami Beach as a world class Arts,
Culture, Business and Entertainment destination.
5. Support access to a quality, regional workforce
through improved transportation options to the
mainland.
6. Support a holistic balance between residents'
quality of life and special events.
7. Play a leadership role in innovation and cultural
tourism.
8. Support economic development and business
ecosystems with effective business recruitment
and retention efforts.
1
B
u
D
G
E
T
P
R
0
C
E
S
S
1
Housing and Community Services
Marketing & Communications
Tourism, Culture, and Economic
Development
Organizational Development
* Staff feedback in red
5 of 7
Former Strategic Plan Categories
Goals
(2018 draft)
Objectives
Combination of 2015 KIOs and
2/28/2018 Commission Retreat
Discussion, Executive Staff, and
Directors. (2018 Draft)
Annual
Actions
Operational Alienment
Departments and offices, organized by
primary support goal area
i
6. Management & Service
Delivery
1
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.
1
1. Streamline the delivery of services through all
departments using best practices, benchmarking
and performance measures and dashboard
reporting to City Commission.
2. Make Miami Beach more business and user
friendly through streamlining the development
and procurement processeses.
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.
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.
1
B
u
D
G
E
T
P
R
0
C
E
s
S
1
All Departments
* Staff feedback in red
6 of 7
Former Strategic Plan Categories
Goals
(2018 draft)
1
6. Management & Service
Delivery
1
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.
Obiectives
Combination of 2015 KIOs and
2/28/2018 Commission Retreat
Discussion, Executive Staff, and
Directors. (2018 Draft)
Annual Operational Alignment
Departments and offices, organized by
Actions
primary support goal area
8. Enhance management and City Commission
decision making information through increased
the use of statistically valid qualitative and
quantitative data through use of routine focus
groups, resident surveys and other performance
metrics.
9. Increase intergovernmental cooperation
through Commission and administration
relationship building with local, regional and
national connections and strengthen the Miami
Beach lobbying effort.
10. Align the management team members'
decision-making, evaluations, and system of
rewards.
11. Maximize the use of innovative technology
that securely provides efficiencies, accountability,
customer service, and reduces threats like cyber -
security.
B
u
D
G
E
T
P
R
0
C
E
s
s
1
All Departments
*Staff feedback in red
7 of 7
RESOLUTION NO.
2015-29077
Attachment 3
A RESOLUTION OF THE MAYOR AND CITY COMMISSION
OF THE CITY OF MIAMI BEACH, FLORIDA, ADOPTING THE
FY 2014/15 REVISED AMENDMENT TO THE KEY
INTENDED OUTCOMES IN THE CITY OF MIAMI BEACH'S
STRATEGIC PLAN AS SET FORTH HEREIN TO GUIDE THE
DESIGN OF PROGRAMS AND SERVICES PROVIDED BY
THE CITY.
WHEREAS, pursuant to Resolution 2006-26341, the City Commission created a
Strategic Plan that identifies multi-year strategic priorities (Key Intended Outcomes) for the City
of Miami Beach, with corresponding result measures for each priority; and
WHEREAS, pursuant to Resolution 2014-28678, the City Commission adopted
amendments to the Key Intended Outcomes in the City of Miami Beach's Strategic Plan on June
23, 2014 to guide the design of programs and, services provided by the City; and
WHEREAS, at the May 29, 2015 Commission Retreat, the City's Key Intended
Outcomes in the Strategic Plan were further revised to better reflect the priority outcomes of the
Mayor and City Commission; and
WHEREAS, the Strategic Plan should be amended as follows to provide the following
Key Intended Outcomes, sorted by priority area, as revised at the May 2015 Commission
Retreat:
Public Safety
• Insist On Police Department Accountability And Skilled Management/ Leadership
• Reform Policing Culture With Customer Service Emphasis
• Enhance Public Safety and Emergency Preparedness
Management and Service Delivery
• Streamline The Delivery Of Services Through All Departments
• Improve Building/Development-Related Processes From Single Family Residences To
The Large Development Projects
• Strengthen Internal Controls To Achieve More Accountability
• Enhance External And Internal Communication From And Within The City
• Ensure That A Universal Culture Of High Quality Customer -Service Is Driving The
Conduct Of The City Commission And All City Employees
• Ensure Expenditure Trends Are Sustainable Over The Long Term
• Improve City's Managerial Leadership To Reward Innovation And Performance
Infrastructure
• Ensure Reliable Stormwater Management And Resiliency Against Flooding By
Implementing Select Short And Long -Term Solutions Including Addressing Sea -Level
Rise
• Ensure Comprehensive Mobility Addressing All Modes Throughout The City
• Build And Maintain Priority Infrastructure With Full Accountability
Premier Neighborhoods
• Enhance Beauty And Vibrancy Of Urban And Residential Neighborhoods; Focusing On
Cleanliness, Historic Assets, In Select Neighborhoods And Redevelopment Areas
• Revitalize Key Neighborhoods, Starting With North Beach And Ocean Drive
• Improve Cleanliness In High Traffic Residential And Pedestrian Areas, Including
Maximizing. Deployment Of Trash Cans On Every Corner
• Improve Cleanliness, City Beaches
• Enhance Beautification And Cleanliness Of City Owned Corridors
• Elevate Walkability and Pedestrian Safety To First Criteria Of All Development
Decisions, Including Reconstruction And Planning
• Ensure Workforce Housing For Key Industry Workers Is Available In Suitable Locations
• Ensure Compliance With Code Within Reasonable Time Frame, Emphasizing The Code
For Commercial Development
• Enhance Cultural and Recreational Activities
International Center for Tourism and Business
• Improve Alliance With Key Business Sectors, Namely Hospitality, Arts, & International
Business With A Focus On Enhanced Culture, Entertainment, & Tourism
• Maximize The Miami Beach Brand As A World Class Destination
Education Excellence
• Achieve Educational (K-12) Excellence
• Induce Public School Accountability Mainly At Middle School; and
WHEREAS, throughout the budget process, current and proposed initiatives that support
the Strategic Plan priorities will be reviewed, along with the Mission and Vision for the City; and
WHEREAS, the budget process will focus on the Key Intended Outcomes, initiatives,
and performance measures.
NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND THE CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City
Commission hereby adopt the s FY 2014/15 Revised Amendments to the Key Intended
Outcomes in the City of Miami Beach Strategic Plan as set forth herein to guide the design of
programs and services provided by the City.
PASSED AND ADOPTED this 8th day of July, 2015.
ATTEST:
7/41
Rafael'E. Granado, City Clerk',
Philip Levtfie, M
APPROVED AS TO
FORM & LANGUAGE
& FOR EXECUTION
City Attomey Dale