HomeMy WebLinkAboutM-02-0784MY OF MIA#Ai, FLORIDA
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Discussion concerning a framework for the Mayor's proposed atnc Flea.
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02- 784
Alonso, Elvi G.
From: Fernandez, Javier
Sent: Wednesday, June 19, 2002 1:02 PM
To: Rodriguez, Jessica
Cc: Gimenez, Carlos; Iglesias, Genaro "Chip"; Illas, Francois; Alonso, Elvi G.; .
Subject: RE: DRAFT AGENDA - 6-24-02
Jessica - I would respectfully request that Item 46 from the June 13th Manager's agenda be included as an item
on the agenda for the 27th. This item, you'll recall, dealt with the City's Strategic Planning Initiative. Thanks for
your assistance with this request.
-----Original Message -----
From: Rodriguez, Jessica
Sent: Wednesday, June 19, 2002 9:53 AM
To: Fernandez, Javier
Cc: Alonso, Elvi G.
Subject: RE: DRAFT AGENDA - 6-24-02
Good morning Javier,
Your are correct, none of the items deferred from the June 13th meeting were placed on the special agenda.
Normally all items that are deferred or not heard are placed on the next regular agenda, unless otherwise specified.
June 27th is a Planning & Zoning agenda and that is why you may not see the items deferred from June 13th. You
will see the items on the July 11th agenda.
Are there any items you want brought back for the June 27th meeting?
Jessica
-----Original Message -----
From: Fernandez, Javier
Sent: Tuesday, June 18, 2002 5:03 PM
To: Rodriguez, Jessica
Cc:
Subject: RE: DRAFT AGENDA - 6-24-02
Jessica - None of the unfinished items from the 13th agenda were added to the special commission
meeting? If so, were the balance of the items deferred until the 27th? Thanks.
-----Original Message -----
From: Rodriguez, Jessica
Sent: Tuesday, June 18, 2002 5:00 PM
To: Fernandez, Javier
Subject: DRAFT AGENDA - 6-24-02
<< File: DRAFT SPECIAL AGENDA - 6-24-O2.doc >>
02-,784
AGENDA ITEM # c
STRATEGIC PLAN FRAMEWORK
CITY OF MIAMI COMMISSION MEETING
July 9, 2002
Many challenges lay ahead as the city grows out of difficult
times. Our decisions today will impact the city, positively or
negatively, for years to come. A clear and bold vision, innovative
planning, targeted strategies with resource allocation, and
careful execution will create a great city. Quality of Life shall be
the anchor of all our efforts. A better quality of life will lead to
improved economic development. In turn, it will lead towards
increased prosperity and reinvestment.
The Strategic Plan shall be a precise process that defines a
clear vision for the next ten (10) years. The vision shall be
supported by measurable goals that will identify accountable
individual, dept., or group and strategies with resource
allocation that will serve as the blueprint for the city. Both
external and internal elements will be identified and evaluated
as part of this process. The projected deadline for completion of
plan is nine (9) to twelve (12) months.
METHODOLOGY
Creation of: Vision Statement, Mission Statement, Value
Statements, Goals, and Strategies
1. External Scan/Elements
2. Internal Scan/Elements
3. Development of Goals
4. Stakeholder Discussion
5. Strategies- funding and action steps
6. Timetable and Economic Feasibility
7. Benchmarks and Evaluation
8. Modification and Adjustment
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02- 784
Page 2 Strategic Plan
-Creation of subcommittees based on subject areas in strategic
plan
-Creation of internal staff working group to facilitate resources
and flow of information
The following would be additional tasks for the
consultant(s):
-Evaluate other available studies that complement subject
areas identified in strategic plan and incorporate into Strategic
Plan
-Staff subcommittees
-Organize community meetings and a record the results of
feedback and input
-Select and monitor sub -consultants hired for specialized
services
-GIS mapping, Data Collection, and Analysis
-Development of Financial Plan
-Public Relations -Public Awareness and participation
The following are some areas that have
been identified as potential subject areas
to be included in a scope of work for a
strategic plan:
1. Economic Development & Opportunities
a. Tourism
b. Banking/Financial Services
c. Health Care
d. Trade/International Services
e. Small Business
f. Job Training & Creation
2. Arts, Culture, & Public Places
a. Music
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Page 3 L _.-ategic Plan
b. Film
c. TV
d. City -Parks and Facilities
e. Performing and Visual Arts
f. Historic Districts
g. Special Districts (i.e., Entertainment, Apparel)
h. Visitor Destinations
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3. Services
Identify Efficiency and Effectiveness of Service Delivery
from a Customer Service Perspective
a. Police
b. Sanitation
c. Fire
d. Parks
e. Other Services
f. Marketing of City efforts and
investment/development opportunities
4. Infrastructure
a. Planning & Zoning
b. Construction/Development
c. Inspection/Quality Control
d. Public Works
e. City Assets
f. Community Infrastructure (i.e., roads)
g. Neighborhood Reinvestment
5. Civic Culture
a. Citizen Participation
b. Community Diversity
c. Community and Faith -based organizations
d. Educational Campaigns
6. Reinventing Government (Organizational Structure)
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