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CITY of MIAMI STRATEGIC PLAN Serving, Enhancing and Transforming Our Community Fiscal Years 2015-2017

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CITY of MIAMI STRATEGIC PLAN Serving, Enhancing and Transforming Our Community Fiscal Years 2015-2017 CITY OF MIAMI STRATEGIC PLAN SERVING, ENHANCING AND TRANSFORMING OUR COMMUNITY FISCAL YEARS 2015-2017 Fall 2015 UPDate ELECTED OFFICIALS TOMÁS P. RegalaDO Mayor [email protected] (305) 250-5300 WIFreDO “WILLy” GORT DISTRICT Commissioner 1 [email protected] (305) 250-5430 KEN RUSSELL Commissioner DISTRICT 2 [email protected] (305) 250-5333 FRANK Carollo DISTRICT Commissioner 3 [email protected] (305) 250-5380 FRANCIS SUareZ Commissioner DISTRICT 4 [email protected] (305) 250-5420 KEON HARDEMON DISTRICT Commissioner 5 [email protected] (305) 250-5390 TABLE OF CONTENTS 2 Mission, Vision, and Core Values 3 Letter from the City Manager 4 Background & Process 6 High-Priority Objectives 8 Public Safety 14 Clean & Beautiful Neighborhoods 20 Growth & Development 26 Education & Economic Access 32 Parks, Recreation & Culture 38 Efficient & Effective Government 45 Acknowledgements 1 THE CITY OF MIAMI, FloriDA MISSION To effectively serve the community and continuously enhance quality of life “Serving, Enhancing, and Transforming our Community.” VISION The City’s leadership envisions Miami as: • a world-class city with a commitment to public engagement and excellent service delivery; • a diverse and vibrant community with a high quality of life; • and a global destination for business, culture, and leisure. CORE VALUES • Integrity • Accountability • Commitment • Teamwork QUICK FACTS Year of Incorporation: 1896 Land Area of City in Square Miles: 35.87 Resident Population: 430,332 (2014) Estimated Daytime Population: approximately 1 million FY2015 General Fund Budget: $643 million 2 A LETTER FROM THE CITY MANAGER Daniel J. ALFONSO City Manager [email protected] (305) 250-5400 In the fall of 2014, the City of Miami adopted a strategic plan outlining the City’s highest priorities for the following three years. In light of the City’s economic recovery, the plan was put in place to ensure that new available resources were aligned with the identified priorities of our community. The plan was also designed to evaluate the performance of city services and programs. Since the plan was adopted, we have been working diligently to turn our vision for the next three years into reality. Our employees are committed to making the strategic plan a priority and aligning their operations with city-wide strategies. In the same way, our stakeholders have played a key role in updating the plan and providing feedback on city services. The strategic plan was approved by elected officials in the fall of 2015 In the summer of 2015, the strategic plan has been updated to reflect the most current priorities of the community. Through various public meetings, surveys and discussions, we have received the required feedback to make updates to the plan. The process involved input from various external stakeholders representing different sectors of the community. We also conducted a comprehensive survey to get input from citizens on city services and quality of life in Miami. Lastly, elected officials were individually briefed on the plan and had a chance to provide constituents’ feedback. Through these outreach efforts, it became clear that public safety and economic development remain the two top priorities. To address public safety, the administration has allocated more funds to the police department including the creation of 60 police officer positions. In order to further promote economic opportunities, the City has established a Division of Community Investment in the Manager’s Office. The focus of this group is to maximize growth opportunities, primarily in but not limited to, disadvantaged areas in the City. Other key points reflected in the 2015 update to the strategic planning booklet are: • Resident satisfaction with garbage collection services has increased significantly • Resident satisfaction with new development in the City has also increased • Transportation and mobility are growing concerns among residents • Residents advocate for expanding community relations and collaboration among local organizations The City of Miami’s Strategic Plan will be updated each year to reflect new accomplishments and changing priorities. As annual updates are developed, we will continue to engage the community in the planning process. We greatly value the input of our residents and stakeholders as we continue to annually assess our progress and update our plan. Sincerely, Daniel J. Alfonso City Manager 3 Strategic PLAn: BACKGROUND & PROCESS Background In the recent years following the national recession, the City of Miami has seen a notable improvement in the local economy as well as the City’s financial position. Based on data published by the federal government, the City’s population and the local labor force have both grown since 2010. Also, development activity in the City has increased dramatically in the past year. The City’s Adopted Budget for Fiscal Year 2015-2016 estimates that revenues will be 15% higher this year than they were in their lowest year during the recession. Revenues, Expenditures and Fund Ending Balance 700 160 140 650 $151,058,991 $151,058,991 120 600 136,852,762 100 $126,256,513 550 117,105,055 $112,422,000 $112,422,000 80 500 $100,450,144 $87,959,878 $87,959,878 60 $82,959,878 $82,959,878 450 $75,462,100 40 GF Revenues / Expenditures (Millions) / Expenditures GF Revenues $57,543,852 $57,543,852 400 $19,644,174 $19,644,174 20 $17,473,285 $17,473,285 350 0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Unaudited GF Ending Fund Balance GF Revenues GF Expenditures As the economy and city revenues continue to rebound, it becomes increasingly important to establish a plan for meeting the needs of the growing City and making the best use of newly available resources. As such, the City developed and launched its Strategic Planning Initiative in the summer of 2013. The organization-wide initiative encompassed three major elements: • Strategy Development: Identifying the City’s highest priorities for the next three years, and communicating these goals through the organization and the community • Performance Management: Measuring progress toward achieving the identified goals, and communicating results with stakeholders • Public Engagement: Promoting ongoing interaction and open communication with stakeholders and the public 4 Strategic Planning Process STRATegiC PLANNING PROCESS TIMELINE The process of developing the City of Miami’s Strategic Plan began in June 2013 June and included participation from a wide variety of stakeholders. 2013 Strategic Plan Aug Development • The opinions and priorities of Miami’s residents, as reflected in the 2014 and 2014 Process 2015 Miami Citizen Surveys, served as a critical guide in the development of the City’s Strategic Plan. • City employees provided input through one-on-one meetings, focus group sessions, and an electronic employee survey. Sept Three-Year Strategic 2014 Plan Adopted • Community partners, representing governments, civic institutions, nonprofit organizations, and the private sector, participated in focus group sessions to provide their perspectives on the priorities of the community. In the summer of 2015, the original strategic plan was updated to reflect the most current priorities of the community. Oct Implementation 2014 Process Started Strategic Plan Priority Areas Over the course of the City’s Strategic Planning process, six priority areas were identified. These priority areas represent the functional avenues through which the City seeks to achieve its mission and vision. Feb Miami Citizen • Public Safety: Creating and sustaining a safe environment for residents, 2015 Survey 2015 businesses, and visitors of the City of Miami • Clean and Beautiful Neighborhoods: Creating beautiful, clean, vibrant, and environmentally sustainable communities • Growth and Development: Promoting development and sustainable economic July growth in the City of Miami Stakeholder Focus 2015 Group Meetings • Education and Economic Access: Increasing economic access and improving social outcomes among all City of Miami residents • Culture and Recreation: Strengthening Miami’s reputation as a global destination for arts and culture, and providing residents and visitors with opportunities for leisure, recreation, and cultural exchange Oct Proposed plan 2015 updated and approved • Efficient and Effective Government: Delivering high-quality, effective services to customers in a timely and cost-effective manner The following sections of the Strategic Plan highlight the key objectives in each of these six priority areas, as well as sample strategies for achieving these objectives and key performance measures for tracking progress. The full list of objectives, Dec 2015 Plan Update 2015 Released strategies, measures, and targets can be found in the detailed appendix available at www.miamigov.com/citymanager/strategicplanning. 5 Strategic PLAn: HIGH-PrioritY OBJECTIVES PUBLIC SAFETY • Provide first-class public safety services • Foster a sense of safety in Miami’s communities • Achieve lower per capita crime rates in the City of Miami • Invest in the safety of structures and public spaces CLEAN & BEAUTIFUL NeighborhooDS • Promote livable and sustainable communities • Maintain streets and public spaces to a high standard • Promote environmental sustainability and resilience • Invigorate economically challenged neighborhoods within the City Growth & DevelopMENT • Enhance transportation and mobility options • Develop
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