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HomeMy WebLinkAboutStrategic Plan PresentationCITY OF MIAMI STRATEGIC PLAN ECM ACC,u,L)04 LAMWORK FISCAL YEARS 2015 - 2017 PRESENTATION TO CITY OF MIAMI COMMISSION JULY 10, 2014 STRATEGIC PLANNING OVERVIEW o Major Initiative Objectives o Strategy Development: Identify and articulate strategic goals for the next three years o Performance Management: Define and regularly monitor key measures of organizational success o Public Engagement: Establish ongoing communication with customers and stakeholders STRATEGIC PLANNING OVERVIEW o Strategic Planning Process o Over 20 strategy development sessions hosted between March and June 2014 o Interdepartmental teams focused on 6 strategic areas o Focus group sessions with community stakeholders representing over 35 organizations o Citywide resident survey to gain input from the public SUMMARY OF HIGH -PRIORITY OBJECTIVES o `Public Safety' Objectives • Provide first-class public safety services • Foster a sense of safety in Miami's communities • Achieve lower per capita crime rates o Sample Strategies • Increase staff resources available to respond to emergency calls • Invest in equipment and technology to enhance service delivery • Expand employee training programs and educational opportunities SUMMARY OF HIGH -PRIORITY OBJECTIVES o `Clean & Beautiful Neighborhoods' Objectives • Promote livable and sustainable communities • Maintain streets and public spaces to a high standard • Invigorate economically challenged neighborhoods within the City • Increase awareness of and compliance with City codes o Sample Strategies • Develop and implement community master plans • Coordinate neighborhood service delivery across City departments • Increase parks and open space SUMMARY OF HIGH -PRIORITY OBJECTIVES o `Growth & Development' Objectives • Enhance transportation and mobility options • Develop a strong and diversified local economy • Improve the City's infrastructure o Sample Strategies • Develop a citywide transportation and parking master plan • Explore creative alternatives for financing infrastructure improvements • Promote local hiring among businesses located in the City SUMMARY OF HIGH -PRIORITY OBJECTIVES o `Education & Economic Access' Objectives • Support local workforce development • Increase homeownership and access to affordable housing • Support individuals and families in achieving educational success o Sample Strategies • Partner with stakeholders to support students in pursuing higher education • Develop career path programs focused on key industries • Partner with the private sector to develop affordable housing SUMMARY OF HIGH -PRIORITY OBJECTIVES o `Culture & Recreation' Objectives • Develop and maintain arts and culture assets to a high standard • Increase access to and awareness of culture and recreation activities • Leverage alternative funding sources to enhance service delivery o Sample Strategies • Explore public -private partnerships (P3) for the development of parks and culture and recreation facilities • Develop a social media strategy to increase awareness • Partner with businesses to sponsor events SUMMARY OF HIGH -PRIORITY OBJECTIVES o `Efficient & Effective Government' Objectives • Promote effective service delivery and quality customer service • Improve operational efficiency • Foster a positive work environment for all City employees • Improve the City's credit rating and ensure financial sustainability • Improve community access to City services o Sample Strategies • Provide targeted employee training • Streamline and standardize administrative processes • Expand online services PLAN IMPLEMENTATION & NEXT STEPS o Next Steps • Gain feedback and make revisions • Adoption of final Strategic Plan • Implementation of key strategies • Performance management • Annual updates to Strategic Plan 10 m o G < • n \�R / a ° F -,ƒ8 k\k - - - \ / 0 �f\ »$� m m (0 @ -. a mE� _ a = 0_ — } - 7 \ \ d_ \ ET 0 - og\ = 2 / 2 $ co= R §• E 6 2 d'§ / \?\ E § / " ° 9 o » 5 = 0) $99 < J q m I De e� w A °m 7 J - - \ \ ] J gcrq a� ' n 2 ] o o% o m § && § 4 / - S 0E 2!= 2 3 j q IFOE§ o. ] _ § @ o \ � / / \ - \ p ] e $ ¥• g R ® » m 5 0 f J 7 ƒ f q __. n m E _ =m ¥=r' " 4 ® / k / ( § q 2 EDE =R Ka 22 § \ $ 2 A ] # 0_� ± = :n I § § f -n \ & \ ( 53 \ q ® A § /\ \ \ /� �2 CO\ § \\ \\ T• m 0. 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(Q co 7 (� °- O� (AD o O 5'0m 3; 3 a 3 = O m m a •� (o Q o- cn a) (n m y m 5 (D m �•a QN 0 m m w-a' 0- S-a y t2: is �. n �' (n Q N N cn fl• ((p 2' to v `< 0Fp' cii O O co0 v3 3' v O O 3 O n y 3 �.� cn 5 3 0 v Qp� a' a (n Q ' = Summary of High -Priority Objectives City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies PUBLIC SAFETY: Creating and sustaining a safe environment for residents, businesses, and visitors of the City of Miami PROVIDE FIRST-CLASS PUBLIC SAFETY SERVICES FY2013 FY2014 FY2015 FY2017 FY2017 Measures and Targets Actual Actual Target Target Target CALEA accreditation (Y/N) Y Y Y Y y ISO Rating Class 1 Class 1 Class 1 Class 1 Class 1 clo rating police service as 'Excellent' or 'Good' No Survey 43% 51% 60% 68% % rating fire service as 'Excellent' or 'Good' No Survey 77% 81% 85% 88% Strategies o Improve communication and foster partnerships with the public around public safety issues o Invest in equipment and technology to enhance service delivery o Expand employee training programs and educational opportunities o Increase coordination between police and fire -rescue departments in responding to emerging threats o Increase staffing resources available to respond to calls FOSTER A SENSE OF SAFETY IN MIAMI'S COMMUNITIES FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target % rating neighborhood as 'Very or Somewhat Safe' No Survey 66% 72% 79% 85% % rating downtown as 'Very or Somewhat Safe' No Survey 61% 68% 75% 82% Strategies o Actively engage with communities around public safety issues o Incorporate public safety into urban planning o Expand crime prevention programs o Make investments to protect and enhance critical infrastructure WORKING DRAFT — Last Updated: June 25, 2014 City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies PUBLIC SAFETY, continued ACHIEVE LOWER PER CAPITA CRIME RATES IN THE CITY OF MIAMI Measures and Targets Violent crime per 1,000 residents Property crime per 1,000 residents FY2013 FY2014 FY2015 FY2016 FY2017 Actual Actual Target Target Target 12 TBD- 10/1/14 10 9 8 50 TBD- 10/1/14 48 46 45 Strategies o Expand crime prevention programs o Increase public safety resources to meet growing demand REDUCE INCIDENT RESPONSE TIMES FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target Average response time for police calls (Priority 3 calls) 5:02 TBD- 10/1/14 5:00 5:00 5:00 Average response time for fire -rescue calls 6:18 TBD- 10/1/14 6:00 5:30 5:00 Strategies o Reduce call processing time o Increase staffing resources available to respond to calls Page 4 of 21 City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies PUBLIC SAFETY, continued IMPROVE TRAFFIC SAFETY FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target Number of traffic accidents per 1,000 residents 45 TBD- 10/1/14 40 35 30 Number of traffic fatalities per 100,000 residents 11 TBD- 10/1/14 9 8 7 Strategies o Develop and implement a traffic management plan o Increase police presence to improve safety and manage traffic flow PROMOTE HEALTH AND WELLBEING OF CITY RESIDENTS Measures and Targets Number of community health events and activities FY2013 FY2014 FY2015 FY2016 FY2017 Actual Actual Target Target Target TBD TBD TBD TBD TBD Strategies o Implement community paramedics program o Host community health events o Partner with community stakeholders to promote public health awareness Page 5 of 21 City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies CLEAN & BEAUTIFUL NEIGHBORHOODS: Creating beautiful, vibrant and environmentally sustainable communities PROMOTE LIVABLE AND SUSTAINABLE COMMUNITIES FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target % rating built environment as 'Excellent' or 'Good' No Survey 37% 42% 47% 51% % rating public spaces as 'Excellent' or 'Good' No Survey 43% 47% 51% 55% Strategies o Develop and implement community master plans o Promote development of complete streets with an emphasis on walkability and bike -ability o Promote development that increases access for elderly residents and persons with disabilities in Miami's communities o Increase parks and open space o Improve signage and gateways to connect communities MAINTAIN STREETS AND PUBLIC SPACES TO A HIGH STANDARD FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target % rating cleanliness of the City as 'Excellent' or 'Good' No Survey 37% 44% 50% 57% % rating street repair as 'Excellent' or 'Good' No Survey 28% 33% 38% 42% % rating sidewalk maintenance as 'Excellent' or 'Good' No Survey 36% 40% 44% 48% Strategies o Coordinate neighborhood service delivery across City departments o Increase the number of trash cans on commercial corridors o Assign street sweepers to clean all major corridors WORKING DRAFT - Last Updated: June 25, 2014 Page 6 of 21 City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies CLEAN & BEAUTIFUL NEIGHBORHOODS, continued INVIGORATE ECONOMICALLY CHALLENGED NEIGHBORHOODS WITHIN THE CITY Measures and Targets % of housing units that are vacant Strategies o Support foreclosure prevention efforts o Promote homeownership within the City FY2013 FY2014 FY2015 FY2016 FY2017 Actual Actual Target Target Target 18.8% (2012) TBD- 10/1/14 16.5% (2014) 14.5% (2015) 12.5% (2016) INCREASE AWARENESS OF AND COMPLIANCE WITH CITY CODES FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target % that have observed a code violation in the last year No Survey 52% 50% 48% 46% °A) choosing 'Don't Know' in reference to code services No Survey 24% 21% 18% 15% Strategies o Implement a resident outreach program o Increase presence of code compliance officers in neighborhoods o Foster communication between City departments to facilitate code compliance WORKING ©RAFT — Last Updated: June 25, 2014 Poe 7 of 21 City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies CLEAN & BEAUTIFUL NEIGHBORHOODS, continued PROMOTE ENVIRONMENTAL SUSTAINABILITY AND RESILIENCE FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target Number of trees planted or given away 1,360 TBD- 10/1/14 1,499 1,574 1,621 Citywide tree canopy cover TBD TBD TBD TBD TBD Energy use by City government TBD TBD TBD TBD TBD % compliance with LEED certification requirements TBD TBD TBD TBD TBD Strategies o Implement sustainable practices in City operations o Implement the City's Tree Master Plan o Promote best practices in conservation of natural resources o Prepare for natural disasters to ensure resilience of communities EMPOWER RESIDENTS AND BUSINESSES TO TAKE AN ACTIVE ROLE IN THE BEAUTIFICATION OF THEIR COMMUNITIES FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target Number of residents participating in clean-up events TBD TBD TBD TBD TBD Number of public spaces adopted TBD TBD TBD TBD TBD Strategies o Host City -sponsored community events to promote beautification and civic participation o Implement a public space adoption program (Adopt -a -Park, -Street, etc.) o Develop and implement a public engagement campaign o Increase the use of social media to engage with residents WORKING DRAFT — Last Updated: June 25, 2014 City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies GROWTH & DEVELOPMENT: Promoting development and sustainable economic growth in the City of Miami ENHANCE TRANSPORTATION AND MOBILITY OPTIONS FY2013 FY2014 FY2015 Measures and Targets Actual Actual Target % rating ease of getting around as 'Excellent' or 'Good' No Survey 44% 52% Average weekday ridership of City trolley 12,000 TBD- 10/1/14 13,000 Strategies o Develop a citywide transportation and parking master plan o Develop and implement pedestrian and bicycle friendly improvements citywide o Invest in transit stop improvements o Implement an intelligent parking program o Promote transit -oriented development DEVELOP A STRONG AND DIVERSIFIED LOCAL ECONOMY Measures and Targets Dollars invested in the City through EB-5 program Real GDP per capita for Miami metro area FY2013 Actual N/A $41,271 (2012) FY2014 Actual N/A TBD- 10/1/14 Strategies o Create an economic development plan o Identify target industries for growth and provide targeted business incentives o Promote local hiring among businesses located in the City o Promote import-export events and trade missions to increase international investment o Collaborate with regional partners around economic development FY2016 Target 60% 13,500 FY2017 Target 68% 14,000 FY2015 FY2016 FY2017 Target Target Target TBD TBD TBD $4 7, 24 7 (2014) 49,609 (2015) 52,090 (2016) City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies GROWTH & DEVELOPMENT, continued IMPROVE THE CITY'S INFRASTRUCTURE Measures and Targets % of capital projects completed as planned FY2013 FY2014 FY2015 FY2016 FY2017 Actual Actual Target Target Target TBD TBD TBD TBD TBD Strategies o Develop a 5-, 10- and 15-year citywide infrastructure plan o Regularly assess the condition of the City's infrastructure assets o Explore creative alternatives to financing infrastructure improvements o Invest in the sustainability of the City's infrastructure SUPPORT BUSINESS DEVELOPMENT AND GROWTH FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target Number of businesses opening in or moving to the City TBD TBD TBD TBD TBD Number of businesses closing in less than one year TBD TBD TBD TBD TBD Strategies o Promote incubators for small businesses and start-ups o Explore new micro -lending resources for small businesses and start-ups o Develop match -making opportunities o Promote small business assistance centers o Streamline permitting and plan review processes WORKING DRAFT — Last Updated: June 25, 2014 Page 10 of 21 City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies GROWTH & DEVELOPMENT, continued ATTRACT NEW RESIDENTS AND ENCOURAGE EXISTING RESIDENTS TO STAY IN MIAMI FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target Total enrollment in City schools TBD TBD TBD TBD TBD % reporting likelihood to stay in Miami for next 5 years No Survey 73% 76% 80% 83% Strategies o Support development of affordable workforce housing and mixed income housing o Reduce transportation costs to make living in the City more affordable o Support improvements at Miami schools, such as the school safety officers program DEVELOP THE CITY'S TECHNOLOGY INFRASTRUCTURE FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target Number of free wireless internet access points citywide TBD TBD TBD TBD TBD Strategies o Provide free wireless internet access in public spaces o Partner with other governments and the private sector to provide higher Internet speeds WORKING DRAFT — Last Updated: June 25, 2014 City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies EDUCATION & ECONOMIC ACCESS: Increasing economic access and improving social outcomes among all City of Miami residents SUPPORT THE DEVELOPMENT OF A QUALITY WORKFORCE AND STRONG LABOR MARKET Measures and Targets Labor force in the City of Miami Unemployment rate in the City of Miami FY2013 FY2014 FY2015 FY2016 FY2017 Actual Actual Target Target Target 181,630 TBD- 10/1/14 207,930 218,327 229,243 9.3% TBD- 10/1/14 8.5% 7.9% 7.4% Strategies o Develop youth employment and training programs o Incorporate workforce development strategies into a broader economic development plan o Promote partnerships between business incubator programs and local high school and post -secondary education programs o Develop "career path" programs focused on industries where demand for labor is increasing o Implement police and fire career path programs in communities INCREASE HOMEOWNERSHIP AND ACCESS TO AFFORDABLE HOUSING IN THE CITY OF MIAMI FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target % of housing units that are owned by occupant 32.3% (2012) TBD- 10/1/14 40.0% (2014) 45.0% (2015) 50.0% (2016) Median housing cost as % of median household income 40.5% (2012) TBD- 10/1/14 36.0% (2014) 33.0% (2015) 30.0% (2016) Strategies o Partner with the private sector to develop affordable housing o Evaluate potential changes to zoning policies that would facilitate the development of affordable housing WORKING DRAFT - Last Updated: June 25, 2014 Page 12 of 21 City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies EDUCATION & ECONOMIC ACCESS, continued SUPPORT INDIVIDUALS AND FAMILIES IN ACHIEVING EDUCATIONAL SUCCESS FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target % of high-school degree or higher 72.9% (2012) TBD- 10/1/14 74.0% (2014) 76.0% (2015) 80.0% (2016) % of population with bachelor's degree or higher 23.4% (2012) TBD- 10/1/14 26.0% (2014) 28.0% (2015) 30.0% (2016) % of high school graduates enrolling in college TBD TBD TBD TBD TBD Strategies o Partner with stakeholders to support all students in pursuing and completing vocational and post -secondary higher education o Increase access to quality childcare services and parenting programs o Support programs and partnerships that encourage staying in school ALIGN INTERNAL AND EXTERNAL RESOURCES TO MAXIMIZE ECONOMIC AND SOCIAL IMPACTS Measures and Targets Grant funding received for public service programs FY2013 FY2014 FY2015 FY2016 FY2017 Actual Actual Target Target Target TBD TBD TBD TBD TBD Strategies o Partner with other government entities as well as with other sectors to achieve common goals o Maximize grant resources o Expand and integrate information referral networks among existing providers Page 13 of 21 City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies EDUCATION & ECONOMIC ACCESS, continued EDUCATE AND EMPOWER RESIDENTS IN PERSONAL FINANCIAL MANAGEMENT Measures and Targets City residents served through ACCESS Miami Initiative Poverty rate in the City of Miami Median household income in the City of Miami FY2013 Actual 1,752 (CY) FY2014 FY2015 FY2016 FY2017 Actual Target Target Target TBD- 10/1/14 1,900 2,000 2,100 31.7% (2012) TBD- 10/1/14 26.0% (2014) 23.0% (2015) 20.0% (2016) $28,301 (2012) TBD- 10/1/14 31,201 (2014) 32,762 (2015) 34,400 (2016) Strategies o Provide financial literacy programs targeted to young adults, ages 17-25 o Expand financial empowerment programs and increase participation REDUCE HOMELESSNESS Measures and Targets Number of homeless individuals FY2013 Actual 582 FY2014 Actual TBD- 10/1/14 Strategies o Improve access to affordable housing o Increase access to homelessness prevention services, such as Rapid Rehousing o Identify funding and advocacy for mental health and substance abuse services WORKING DRAFT — Last Updated: June 25, 2014 FY2015 Target 550 FY2016 Target 500 FY2017 Target 450 Page 14 of 21 City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies CULTURE & 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 DEVELOP AND MAINTAIN CITY -OWNED ARTS, CULTURE, AND RECREATION ASSETS TO A HIGH STANDARD FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target Asset inventory and maint. schedule developed (Y/N) N N Y Y Y Planned maintenance performed on schedule (Y/N) N/A N/A N Y Y Strategies o Assess condition of existing assets and develop regular maintenance schedule o Explore public -private partnerships for the development and maintenance of parks, cultural facilities, and other public facilities o Identify alternative funding sources for maintenance of arts, culture, and recreation facilities INCREASE RESIDENTS' ACCESS TO AND AWARENESS OF CULTURE AND RECREATION SERVICES AND EVENTS FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target % selecting `Don't Know' about recreation programs No Survey 30% 27% 23% 20% % using recreation centers at least once per month No Survey 60% 63% 67% 70% Number of admissions to Grapeland Water Park 98,951 TBD- 10/1/14 109,000 112,000 117,000 Number of registrants for Dive -In Movies 1,738 TBD- 10/1/14 1,900 2,000 2,100 Strategies o Increase number of neighborhood -based events o Promote culture and recreation programs and events on City advertising space o Increase participation in recreation programs for senior citizens and youth o Develop a social media strategy to increase awareness about services and events WORKING DRAFT - Last Updated: June 25, 2014 Page 15 of 21 City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies CULTURE & RECREATION, continued LEVERAGE ALTERNATIVE FUNDING SOURCES TO ENHANCE SERVICE DELIVERY IN A COST-EFFECTIVE MANNER Measures and Targets Culture and recreation funds from outside sources FY2013 FY2014 FY2015 FY2016 FY2017 Actual Actual Target Target Target TBD TBD TBD TBD TBD Strategies o Maximize revenue from facility rental o Partner with businesses to sponsor events (naming rights and marketing partnerships) o Create a 501(c)(3) that can accept grant funding for culture and recreation on the City's behalf EXPAND OPPORTUNITIES FOR LEISURE, RECREATION, AND CULTURAL EXCHANGE FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target % rating recreational opportunities 'Excellent' or 'Good' No Survey 47% 51 % 56% 60% % rating cultural opportunities 'Excellent' or 'Good' No Survey 57% 60% 63% 66% Strategies o Promote urban eco-tourism o Expand programming to include current recreation trends, such as pickle -ball, robotics, etc. o Create attractive public spaces for leisure and recreation Page 16 of 21 City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies CULTURE & RECREATION, continued INCREASE THE NUMBER OF VISITORS TO THE CITY OF MIAMI AND THE AVERAGE LENGTH OF STAY Measures and Targets Number of room nights sold in Miami FY2013 FY2014 FY2015 FY2016 FY2017 Actual Actual Target Target Target TBD TBD TBD TBD TBD Strategies o Partner with GMCVB to promote the City nationally and internationally o Create visitor -friendly environments, with public restrooms and adequate security and lighting o Improve City facilities to accommodate large conferences and special events and promote use of City facilities for these events o Promote local tourism in Miami's neighborhoods PROMOTE THE CITY AS A GLOBAL DESTINATION FOR ARTS, CULTURE, AND RECREATION FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target Promotional blasts for culture and recreation events TBD TBD TBD TBD TBD Number of social media followers TBD TBD TBD TBD TBD Strategies o Leverage Sister Cities relationships to promote arts and culture in Miami (cross -marketing) o Partner with local non -profits as well as arts and cultural institutions to promote the City o Develop social media strategy to promote arts, culture, and recreation in Miami WORKING DRAFT - Last Updated: June 25, 2014 Page 17 of 21 City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies EFFICIENT & EFFECTIVE GOVERNMENT: Delivering high -quality, effective services to customers in a timely and cost-effective manner PROMOTE EFFECTIVE SERVICE DELIVERY AND HIGH -QUALITY CUSTOMER SERVICE FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target % rating quality of services as 'Excellent' or 'Good' No Survey 42% 49% 56% 63% % rating customer service as 'Excellent' or 'Good' No Survey 34% 39% 44% 49% Strategies o Provide targeted employee and supervisory training o Ensure that City operations are adequately staffed o Seek and deploy best practices in service delivery o Coordinate service delivery across departments o Document departmental processes in standard operating procedure manuals o Develop customer feedback systems IMPROVE OPERATIONAL EFFICIENCY FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target rating value for taxes paid as 'Excellent' or 'Good' No Survey 30% 35% 41 % 46% General Fund operating cost per capita $1,144 TBD- 10/1/14 $1,076 $1,044 $1,012 Strategies o Streamline and standardize administrative processes o Enhance automation and provide new application management tools o Centralize grant management functions o Standardize performance management across the organization WORKING DRAFT — Last Updated: June 25, 2014 City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies EFFICIENT & EFFECTIVE GOVERNMENT, continued FOSTER A POSITIVE WORK ENVIRONMENT FOR ALL CITY EMPLOYEES FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target Voluntary separations prior to retirement as % of FTEs 2.9% TBD- 10/1/14 2.5% 2.3% 2.0% Internal promotions as a % of total positions filled TBD TBD TBD TBD TBD Average satisfaction rating on employee survey No Survey No Survey TBD TBD TBD Strategies o Enhance internal communication o Ensure that employees are compensated fairly and equitably o Improve employee wellness and work -life quality o Create a positive and fair EODP environment o Establish and manage succession planning citywide o Provide targeted employee and supervisory training IMPROVE THE CITY'S CREDIT RATINGS AND ENSURE FINANCIAL SUSTAINABILITY FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target Credit rating on GO bonds (S&P / Fitch / Moody's) (BBB /A-/A2) TBD- 10/1/14 (BBB+/A/A1) (A-/A+/Aa3) (A/AA-/Aa2) Unassigned fund balance as % of GF revenues 14% TBD- 10/1/14 20.0% 20.0% 20.0% Strategies o Comply with Financial Integrity Principles o Improve budget and financial forecasting o Optimize available resources and revenue recovery o Manage personnel costs (i.e. pensions, healthcare, workers' compensation, and overtime) WORKING DRAFT — Last Updated: June 25, 2014' Page In ;t 21 City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies EFFICIENT & EFFECTIVE GOVERNMENT, continued IMPROVE COMMUNITY ACCESS TO CITY SERVICES FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target % rating public engagement as 'Excellent' or 'Good' No Survey 29% 34% 39% 44% Number of customers using online services TBD TBD TBD TBD TBD Strategies o Expand online services o Support the business community in navigating the City's procurement processes o Support the business community in navigating City services MAINTAIN THE CITY'S ASSETS AT AN EXCELLENT LEVEL FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target Asset inventory and maint. schedule developed (Y/N) N N Y Y Y Planned maint. and replacements done on schedule N/A N/A N Y Y Number of accidents damaging City assets TBD TBD TBD TBD TBD Strategies o Develop and implement a preventative maintenance program o Develop and implement an asset replacement plan IMPROVE THE PUBLIC'S IMAGE OF CITY GOVERNMENT FY2013 FY2014 FY2015 FY2016 FY2017 Measures and Targets Actual Actual Target Target Target % rating confidence in the City as 'Excellent' or 'Good' No Survey 27% 33% 38% 44% Strategies o Enhance external communication o Improve transparency o Develop and implement a marketing campaign WORKING DRAFT — Last Updated: June 25, 201,E Page 20 of 21 City of Miami Strategic Plan FY2015-FY2017 Key Objectives, Performance Targets, and Strategies Resources Strategic planning resources and work products can be accessed on the City's shared server in the following folder: \\dataserverl 5\USERS\Riverside\ SHARED\Strategic Planning Contact Please contact Jelani Newton, Strategic Planning and Performance Manager, for additional information. Jelani Newton Strategic Planning and Performance Manager City of Miami (305) 416-1741 jnewton anmiamigov.com City of Miami Strategic Plan Integrity, Accountability, Commitment and Teamwork FY2015-FY2017 Strategy Session Participant Lists Public Safety City of Miami Employees • Armando Aguilar Jr., Senior Executive Assistant to the Police Chief, Miami Police Department • Luis Cabrera, Deputy Chief, Miami Police Department • Fernando Fernandez Jr., Deputy Fire Chief/Operations, Miami Fire -Rescue Department • Jorge Gomez, Assistant Chief, Miami Police Department • Pedro Gomez, Assistant Fire Chief/Emergency Management, Miami Fire -Rescue Department • Maurice Kemp, Fire Chief, Miami Fire -Rescue Department • Adrian Plasencia, Assistant Fire Chief, Miami Fire -Rescue Department • Daniel Richards, Sergeant/Strategic Planning Unit, Miami Police Department • Joseph Zahralban, Deputy Chief, Miami Fire -Rescue Department Community Stakeholders • Genaro "Chip" Iglesias, Deputy Mayor, Miami -Dade County • Jennifer Rodero, Team Leader, Miami Downtown Development Authority Session Dates: March 28, 2014; April 25, 2014; May 23, 2014 WORKING DRAFT— Last Updated: June 25, 2014 Page 1 of 7 City of Miami Strategic Plan Integrity, Accountability, Commitment and Teamwork FY2015-FY2017 Strategy Session Participant Lists Clean & Beautiful Neighborhoods City of Miami Employees • Jessica Angel-Capo, Director, Code Compliance Office • Lillian Blondet, Director, Office of Grants and Sustainability Initiatives • Alice Bravo, Deputy City Manager/Chief of Infrastructure, City Manager's Office • Luis Cabrera, Deputy Chief, Miami Police Department • Keith Carswell, Former Director, Solid Waste Department (no longer with the City of Miami) • Lara de Souza, Deputy Director, Miami Parks and Recreation Department • Orlando Diez, Director, Neighborhood Enhancement Team • Glen Hadwen, Environmental Programs Manager, Office of Grants and Sustainable Initiatives • Nzeribe Ihekwaba, Assistant City Manager/Chief of Operations, City Manager's Office • Zimri Prendes, Assistant to the Director, Neighborhood Enhancement Team • Juvenal Santana, Assistant Director, Public Works Department • Mark Spanioli, Director, CIP and Transportation Office Community Stakeholders • Jacqui Colyer, Neighbors of Oakland Grove • Tom Curitore, Executive Director, Wynwood Business Improvement District • Maggie Fernandez, President, City of Miami Parks Advisory Board • Stephanie Grindell, South Florida Operations Manager, Transcore ITS • Josie Gulliksen, Assistant Communications Director, Brickell Homeowners' Association • Ken Jett, Shorecrest Homeowners' Association • Vivilora Perkins -Smith, Buena Vista West Homeowners' Association • Jennifer Rodero, Team Leader, Miami Downtown Development Authority Session Dates: March 18, 2014; April 15, 2014; May 13, 2014 WORKING DRAFT Last Updated. ,June 25; 2014 Page 2 of 7 City of Miami Strategic Plan Integrity, Accountability, Commitment and Teamwork FY2015-FY2017 Strategy Session Participant Lists Growth & Development City of Miami Employees • Lillian Blondet, Director, Office of Grants and Sustainable Initiatives • Carlos Cruz-Casas, Chief Transportation Manager, CIP and Transportation Office • Alfredo Duran, Deputy Director, Department of Community and Economic Development • Francisco Garcia, Director, Planning and Zoning Department • Cesar Garcia -Pons, Deputy Director, Planning and Zoning Department • David Gilbert, Workforce Center Director, Office of Grants and Sustainable Initiatives • Luciana L. Gonzalez, Assistant Director, Planning and Zoning Department • Peter J. Iglesias, Director, Building Department • George Mensah, Director, Department of Community and Economic Development • William Porro, Special Projects Administrator, Office of Grants and Sustainable Initiatives • Juvenal Santana, Assistant Director, Public Works Department • Mark Spanioli, Director, CIP and Transportation Office • Collin Worth, Bicycle Coordinator, CIP and Transportation Office • Angel Zayon, Chief of Communications and Protocol, Office of Communications Community Stakeholders • Alejandra Argudin, Chief Operation Officer, Miami Parking Authority • Javier Betancourt, Deputy Director, Miami Downtown Development Authority • Josh Gelfman, Deputy Director, Department of Regulatory and Economic Resources, Miami -Dade County • Bertha Goldenberg, Assistant Director, Miami -Dade Water and Sewer Department • Eric Riel, Jr., Team Leader, Miami Downtown Development Authority • Daniel Tapia, Director of Governmental Affairs, Greater Miami Chamber of Commerce Session Dates: April 1, 2014; April 29, 2014; May 27, 2014 INORKiNG DRAFT— Last Updated: June 25, 2014 Page 3 of 7 City of Miami Strategic Plan Integrity, Accountability, Commitment and Teamwork FY2015-FY2017 Strategy Session Participant Lists Education & Economic Access City of Miami Employees • Esther Balsera, Education Coordinator, Office of Grants and Sustainable Initiatives • Alice Bravo, Deputy City Manager/Chief of Infrastructure, City Manager's Office • Alfredo Duran, Deputy Director, Department of Community and Economic Development • Domingo Echevarria, Ed.D, Education Policy Advisor, Office of Management and Budget • David Gilbert, Workforce Center Director, Office of Grants and Sustainable Initiatives • George Mensah, Director, Department of Community and Economic Development • William Porro, Special Projects Administrator, Office of Grants and Sustainable Initiatives • Zimri Prendes, Assistant to the Director, Neighborhood Enhancement Team • Nancy Romani, Assistant to the Director, Department of Community and Economic Development • Lara de Souza, Deputy Director, Miami Parks and Recreation Department • Sergio Torres, Homeless Program Administrator, Neighborhood Enhancement Team Community Stakeholders • Charles M. Auslander, Chief Executive Officer, The Children's Trust • Vanessa Benavides, Director, United Way of Miami -Dade • Ana M. Cruz, Chair, School of Business, Miami -Dade College -Wolfson Campus • Hilda M. Fernandez, Executive Director, Miami -Dade County Homeless Trust • Sarah Ingle, Planning Manager, Miami Downtown Development Authority • Reginald Johnson, Administrative Director, Miami -Dade County Public Schools • Laurie Meggesin, Executive Director, Florida College Access Network • Kathleen Murphy, Executive Director, Miami Bayside Foundation Session Dates: March 21, 2014; April 18, 2014; May 16, 2014 WORKING DRAFT— Last Updated: June 25, 2014 Page 4 of 7 City of Miami Strategic Plan Integrity, Accountability, Commitment and Teamwork FY2015-FY2017 Strategy Session Participant Lists Culture & Recreation City of Miami Employees • Vicente Betancourt, Film and Culture Administrator, Office of Film and Entertainment • Aldo Bustamante, Assistant Director, Department of Public Facilities • Sandy Dorsainvil, Manager, Little Haiti Cultural Center, Department of Public Facilities • Stanley Motley, Director, Miami Parks and Recreation Department • Daniel Muelhaupt, Assistant Marinas Manager, Department of Public Facilities • Lara de Souza, Deputy Director, Miami Parks and Recreation Department • Henry Torre, Director, Department of Public Facilities • Lilia L. Varas, Auditorium Manager, Manuel Artime Theater, Department of Public Facilities Community Stakeholders • Sonja Bogensperger, Team Leader, Miami Downtown Development Authority • Devin Cejas, Chair, City of Miami Parks Advisory Board • Guy Forchion, Executive Director, Virginia Key Beach Park Trust • Jose Garcia, Director of Governmental Relations, Perez Art Museum Miami • Robert Geitner, Executive Director, Olympia Theater at the Gusman Center • Ann Loshaw, Deputy Director for Learning, Vizcaya Museum and Gardens • Valerie Riles, Adrienne Arsht Center, Vice President for Government Relations • Timothy F. Schmand, Executive Director, Bayfront Park Management Trust • William Talbert III, President and CEO, Greater Miami Convention and Visitors Bureau • Gillian Thomas, President/CEO, Patrice and Phillip Frost Museum of Science Session Dates: April 4, 2014; May 2, 2014; May 30, 2014 WORKING DRAFT— Last Updated: June 25, 2014 Pa e 5 o 7 City of Miami Strategic Plan Integrity, Accountability, Commitment and Teamwork FY2015-FY2017 Strategy Session Participant Lists Efficient & Effective Government City of Miami Employees • Daniel J. Alfonso, City Manager, City Manager's Office • Cornelius Brownlee, Labor Relations Specialist, Department of Human Resources • Conrad Cross, Director, Information Technology Department • Munirah Daniel, Senior Auditor, Office of the Independent Auditor General • Calvin Ellis, Director, Risk Management Department (no longer with the City of Miami) • Ricardo Falero, Director, General Services Administration • Jose Fernandez, Director, Finance Department • Ted Guba, Auditor General, Office of the Independent Auditor General • Julia Hernandez, Agenda Coordinator, City Manager's Office • Amy Klose, Director, Department of Human Resources • Ricardo Martinez, Assistant Director, Department of Human Resources • Tishria Mindingall, Executive Secretary, Civil Service Board • Victor Ochoa-Fernandez, Special Projects Coordinator, Neighborhood Enhancement Team/311 • Jennifer Ramirez, Assistant to the Director, General Services Administration • Angela Roberts, EODP Administrator, Office of Equal Opportunity and Diversity Programs • Chris Rose, Director, Office of Management and Budget • Ann -Marie Sharpe, Interim Director, Risk Management Department • Henry Torre, Director, Department of Public Facilities • Shellande Tropnas, Administrative Assistant II, Department of Human Resources • Pablo Velez, Interim Director, Procurement Department Community Stakeholders • Maria Ilcheva, Senior Research Associate, Metropolitan Center, Florida International University • Jeanette K. Jacques, Training Coordinator, Metropolitan Center, Florida International University • Ray Scher, Assistant Director, Office of Management and Budget, Miami -Dade County Session Dates: March 7, 2014; April 11, 2014; May 9, 2014 WORKING DRAFT — Last Updated: June 25, 2014 Page 6 or 7 City of Miami Strategic Plan Integrity, Accountability, Commitment and Teamwork FY2015-FY2017 Strategy Session Participant Lists Office of the Mayor - Citizens' Focus Group Community Stakeholders • Julia Dawson, Political Organization Professional • JC Flores, Regional Director -External Affairs, AT&T • Barbara "Bobbie" Ibarra, Executive Director, Miami Coalition for the Homeless • Marlene Josefsberg, Co -Founder, Drug Free Youth In Town (DFYIT) • Gale Nelson, Senior Vice President, Big Brothers Big Sisters of Greater Miami • Yolanda Rodriguez, Manager of State Operations, AARP - FL • Brian Siegal, Director, AJC Miami • Lynn M. Summers, Activist • Parker Thomson, Of Counsel, Hogan Lovells • Noreen Timoney, Principal, Organizational Development Consulting • Maria Elena Torano, Chair Emeritus, National Hispana Leadership Institute • Honorable Judge Lisa Walsh, Eleventh Judicial Circuit Court, Civil Division, Florida Session Dates: June 6, 2014 WORKING DRAFT - Last Updated: June 25, 2914 Page 7 of 7