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Home My WebLink AboutStrategic PlanCITY OF MIAMI STRATEGIC PLAN Integrity, Accountability, Commitment, and Teamwork FISCAL YEARS 2015-2017 CITY OFFICIALS �.a TOMAS P. REGALADO Mayor tregalado@miamigov.com (305) 250-5300 WIFREDO (WILLY) GORT Commissioner, District 1 wgort@miamigov.com (305) 250-5430 MARC D. SARNOFF Commissioner, District2 msarnoff@miamigov.com (305) 250-5333 FRANK CAROLLO Commissioner, District 3 fcarollo@miamigov.com (305) 250-5380 FRANCIS SUAREZ Commissioner, District 4 fsuarez@miamigov.com (305) 250-5420 KEON HARDEMON Commissioner, District 5 khardemon@miamigov.com (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 12 Clean & Beautiful Neighborhood 16 Growth & Development 20 Education & Econci is Apcess 24 Culture & Recreation 28 Efficient & Effective 33 Acknowledgements'' THE CITY OF MIAMI, FLORIDA MISSION To effectively serve the community and continuously enhance quality of life 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: 417,650 (2013) Estimated Daytime Population: approximately 1 milli• FY2015 General Fund Budget: $559.9 million fDANIEL J. ALFONSO City Manager djalfonso@miamigov.com (305) 250-5400 Here in the City of Miami, the past few years have been defined by growth. We have seen growth in our resident population, growth in local economic activity, growth in the City's property values, and growth in the City's financial position. As we look forward to continued growth in the years to come, it is important that we have a plan in place to meet the needs of our growing city and to maximize the impact of newly available resources. The City of Miami's Strategic Plan is a citywide plan that sets the course for strategic growth over the coming three years. The plan is developed around three major elements: • Strategy development - identifying the City's highest priorities for the next three years • Performance management - measuring progress toward achieving our goals • Public engagement - promoting ongoing communication with stakeholders and the public The City's strategic planning process involved input from external stakeholders representing various sectors of our community. We hosted focus group meetings on different strategy areas with representatives of over 35 public, private, not -for -profit, academic, and civic organizations. We also administered a citizen survey to get input from the residents of our City. Through these outreach efforts, it became clear that the highest priorities for our community are public safety and economic development; and these priorities are reflected in the goals and strategies outlined in the Strategic Plan. The City of Miami's Strategic Plan will be a living document; it 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. Through ongoing communication and collaboration, we will ensure that our strategic plan reflects not only the priorities of the City's administration, but also the priorities of the community that we serve. 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 2014-2015 estimates that revenues will be 11 % higher this year than they were in their lowest year during the recession. $700 — $600 $500 $400 General Fund Revenues (Including Transfers In) T 1 a - r FY2006 FY2007 FY2008 FY2009 FY2616 FY2O11 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 actual actual actual actual actual actual actual actual actual adopted projected projected projected projected (unaudited) 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 The process of developing the City of Miami's Strategic Plan began in June 2013 and included participation from a wide variety of stakeholders. • The opinions and priorities of Miami's residents, as reflected in the 2014 Miami Citizen Survey, 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. • 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. 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. • Public Safety: Creating and sustaining a safe environment for residents, businesses, and visitors of the City of Miami • Clean and Beautiful Neighborhoods: Creating beautiful, vibrant, and environmentally sustainable communities • Growth and Development: Promoting development and sustainable economic growth in the City of Miami • 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 • 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, strategies, measures, and targets can be found in the detailed appendix available at www.miamigov.com/citymanager/strategicplanning. STRATEGIC PLANNING PROCESS TIMELINE June2013 Organization -wide Review and Assessment Aug 2013 Executive Team Kick -Off Meeting Sept -Oct 2013 Departmental Briefings Nov -Dec 2013 Elected Official Briefings Feb 2014 Employee Survey / SWOT Analysis Feb 2014 Miami Citizen Survey (National Research Center) Mar -June 2014 Strategy Team and Stakeholder Focus Group Sessions JuIy2014 Draft Strategic Plan Presented Aug 2014 Feedback Received and Incorporated Sept2014 Final Strategic Plan Adopted 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 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 a strong and diversified local economy • Improve the City's infrastructure „lt 1, ' EDUCATION & ECONOMIC ACCESS • Support the development of a quality workforce and strong labor market • Increase homeownership and access to affordable housing in the City • Support individuals and families in achieving educational success tuErJig. :! i1iig' rl�l�� V6 WMMt! nkiw tiwl Ckty r3>iYrii+I s.krM and n L "MOW. W S nejh'ytintat ' e 1. - astonazi toad or:ma 414 sit awn d tadinesh3 i*0 - EFFICIENT & EFFECTIVE GOVERNMENT • Promote effective service delivery and high -quality customer service • Improve operational efficiency • Foster a positive work environment for all City employees • Improve the City's credit ratings and ensure financial sustainability • Improve community access to City services • os-effec ive manner PUBLIC SAFETY Creating and sustaining a safe environment for residents, businesses, and visitors of the City of Miami Public Safety Overview One of the most important goals of City government is to ensure the safety of its residents and visitors. Having a safe and healthy environment to live, work and play is a critical component of the quality of life in any community. The safety of Miami's communities also plays a part in attracting new residents, businesses and visitors. Miami's police officers and firefighter -paramedics are highly trained in responding to emergency situations. In addition, the City's planners, engineers, inspectors, code compliance officers, and road and sidewalk crews, along with various other employees, play an important role in ensuring the safety of the public. 10000 9000 8000 7000 6000 Crimes per 100,000 Residents 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 Citizen Survey Highlights How safe do you feel in your neighborhood during the day? Very unsafe 7% Somewhat unsafe 11 Neither safe nor unsafe 17% Very safe 30 Somewhat safe - 35% How safe do you feel in the City of Miami's downtown/ commercial area during the day? 9 Objectives + Strategies PROVIDE FIRST-CLASS PUBLIC SAFETY SERVICES Ensure the highest -quality service delivery and excellent customer service in public safety operations Sample Strategies: • Invest in equipment and technology to enhance service delivery • Expand training and educational opportunities • Increase staffing resources available to respond to emergency calls 10 FOSTER A SENSE OF SAFETY IN MIAMI'S COMMUNITIES Ensure that residents and visitors feel safe in Miami's neighborhoods Sample Strategies: • Actively engage with communities around public safety issues • Expand crime prevention programs • Make investments to protect and enhance critical infrastructure Performance Measures + Targets Police Department CALEA accreditation (Y/N) Fire -Rescue Department ISO Rating % rating police service as 'Excellent' or 'Good' % rating fire service as 'Excellent' or 'Good' FY 2013 Actual Y Class 1 No Survey No Survey FY 2014 Actual Y Class 1 43% 77% ACHIEVE LOWER PER CAPITA CRIME RATES IN THE CITY OF MIAMI Reduce the incidence of crime in the City of Miami Sample Strategies: • Increase public safety resources to meet growing demand • Expand crime prevention programs FY 2015 Target V Class 7 51% 81% FY 2016 Target Y Class 1 60% 85% FY 2017 Target V Class 1 68% 88% — Violent crime per 1,000 residents Property crime per 1,000 residents Average response time for police calls (Priority 3 calls) Average response time for fire -rescue calls FY 2013 Actual 11.7 (2012) 53.7 (2012) 5:02 5:34 PUBLIC SAFETY FY 2014 Actual 11.8 (2013) 49.9 (2013) 5:49 5:30 FY 2015 Target 11.2 (2014) 48.0 (2014) 5.30 5:00 FY 2016 Target 10.6 (2015) 46.0 (2015) 5:00 5:00 FY 2017 Target 10.0 (2016) 45.0 (2016) 5:00 5:00 CLEAN & BEAUTIFUL NEIGHBORHOODS Creating beautiful, sustainable communt`i • • vibrant, and en tronrnen ally Clean & Beautiful Neighborhoods Overview The City of Miami has developed an international reputation for its natural beauty, its strong urban design, and its rich cultural diversity. Creating and sustaining beautiful and vibrant communities is one of the major priorities of the City's leadership. Clean and beautiful neighborhoods, with well -maintained infrastructure, enhance residents' quality of life, and can also promote growth in tourism and economic development. Furthermore, a focus on sustainability will help to ensure that the City remains beautiful and vibrant for years to come. City of Miami Neighborhood Enhancement Team Offices Allapattah 1901 NW 24th Ave. Coconut Grove 2820 McFarlane Rd. Coral Way 1415 SW 32nd Ave. Downtown / Brickell 900 S Miami Ave. Flagami / West Flagler 5135 NW 7th St. Little Haiti / Edison 6301 NE 2nd Ave. Little Havana 151 NW 27th Ave. Model City Overtown ......................... Upper Eastside Wynwood / Edgewater 1000 NW 62nd Ave. 1490 NW 3rd Ave. 6599 Biscayne Blvd. 101 NW 34th St. Administration 444 SW 2nd Ave. •(305) 575-5128 (305) 960-4670 (305) 960-5131 (786) 472-5939 (305) 960-2890 •(305) 960-4660 (305) 960-4650 (305) 960-2990 •(305) 372-4550 (305) 795-2330 (305) 960-2904 2014 Citizen Survey Highlights Public spaces where people want to spend time Excellent Cleanliness of the City of Miami Excellent 7% •(305) 416-1992 Poor 20% Good 30 3 Objectives + Strategies PROMOTE LIVABLE AND SUSTAINABLE COMMUNITIES Support the development of vibrant and active communities with a high quality of life Sample Strategies: • Promote development of complete streets with an emphasis on walkability and bike -ability • Promote development that increases access for elderly residents and persons with disabilities in Miami's communities • Increase parks and open space 14 MAINTAIN STREETS AND PUBLIC SPACES TO A HIGH STANDARD Ensure the cleanliness and good condition of the City's streets, sidewalks, medians, and other public spaces Sample Strategies: • Coordinate neighborhood service delivery across City departments • Increase the number of trash cans on commercial corridors • Assign street sweepers to clean all major corridors Performance Measures + Targets % rating built environment as 'Excellent' or 'Good' % rating public spaces as 'Excellent' or 'Good' % rating street repair as 'Excellent' or 'Good' % rating sidewalk maintenance as 'Excellent' or 'Good' FY 2013 Actual No Survey No Survey No Survey No Survey FY 2014 Actual 37% 43% PROMOTE ENVIRONMENTAL SUSTAINABILITY AND RESILIENCE Position the City as the regional leader in environmental sustainability and promote local awareness of sustainability, conservation, and resilience issues Sample Strategies: • Increase recycling within the City through aggressive outreach and strategic partnerships • Implement sustainable practices in City operations • Promote best practices in conservation of natural resources FY 2015 Target 42% FY 2016 Target 47% FY 2017 Target 51% 47% 51% 55% 28% 33% 38% 42% 36% 40% 44% 48% CLEAN & BEAUTIFUL NEIGHBORHOODS INVIGORATE ECONOMICALLY CHALLENGED NEIGHBORHOODS WITHIN THE CITY Support healthy neighborhoods by reducing blight and promoting homeownership Sample Strategies: • Support foreclosure prevention efforts • Promote homeownership within the City % of housing units that are vacant % rating cleanliness of the City as 'Excellent' or 'Good' Recycling tonnage as % of total collection tonnage Number of trees planted FY 2013 Actual 18.8% (2012) No Survey 27.5% 360 FY 2014 Actual 17.4% (2013) 37 % 28.3% 386 FY 2015 Target 16.5% (2014) FY 2016 Target 14.5% (2015) FY 2017 Target 12.5% (2016) 44% 50% 57% 28.0% 30.0% 32.0% 40D 420 440 GROWTH & DEVELOPMENT Promoting development and sustainable economic growth in the City of Miami Fort Myer Lake keecha 7 Canaveral vibourne West Palmlie�'rar�d .� � aha a r,( , ort Lauderdale • Evergiade®Miami tick Cape Sable Nassau0,0 West sMori '"�'� �. i \° Andros I. Straits 0 Matanzas Santa mow' i Growth & Development Overview With over 400,000 residents and an estimated daytime population of approximately 1,000,000, the City of Miami is at the heart of one of the nation's largest metropolitan economies. Residents responding to the Miami Citizen Survey identified the economy as one of the highest priorities for the City's future. Indeed, the strength of Miami's economy improves the quality of life for residents and also reinforces the economic strength of the entire region. One of the top priorities of the City's leadership is to promote the continued physical and economic growth of Miami, and to develop the infrastructure necessary to sustain this growth. 2013 Gross Domestic Product by Metro Area ($Millions) New York Los Angeles Chicago Houston Washington, DC Dallas San Francisco Philadelphia Boston Atlanta Seattle Miami Minneapolis Detroit Phoenix San Diego San Jose Denver Baltimore Portland 300000 600000 900000 2014 Citizen Survey Highlights Overall quality of new development in the City of Miami Excellent 8% 1200000 1500000 Overall ease of getting to the places you usually have to visit Excellent 6% Objectives + Strategies ENHANCE TRANSPORTATION AND MOBILITY OPTIONS Improve mobility in order to reduce congestion and support the continued development of our growing City Sample Strategies: • Develop a citywide transportation and parking master plan • Develop and implement pedestrian and bicycle - friendly improvements citywide • Promote transit -oriented development DEVELOP A STRONG AND DIVERSIFIED LOCAL ECONOMY Foster development in targeted sectors of the economy Sample Strategies: • Create an economic development plan • Identify target industries for growth and provide targeted business incentives • Promote local hiring among businesses located in the City Performance Measures + Targets Real GDP per capita for Miami metro area Total enrollment in City schools % reporting likelihood to stay in Miami for next 5 years FY 2013 Actual $44,580 (2012) 60,582 (2012) No Survey IMPROVE THE CITY'S INFRASTRUCTURE Develop and maintain the City's roadways, sidewalks, storm drains, and other infrastructure assets Sample Strategies: • Develop a multiyear citywide infrastructure plan • Regularly assess the condition of the City's infrastructure assets • Explore creative alternatives to financing infrastructure improvements FY 2014 Actual $45,145 (2013) 55,728 (2013) 73% FY 2015 Target $47,247 (2014) 60,000(2014) 76% FY 2016 Target 49,609 (2015) 62,500 (2015) 80% FY 2017 Target 52,090 (2016) 65,000 (2016) 83% GROWTH & DEVELOPMENT Pis rating ease of getting around as 'Excellent' or 'Good' Average weekday ridership of City trolley Number of free wireless internet access points citywide FY 2013 Actual No Survey 10,225 43 FY 2014 Actual 44 11,852 43 FY 2015 Target 52% 13,000 45 FY 2016 Target 60% 14,000 47 FY 2017 Target 68% 15,000 50 18 19 EDUCATI N & ,UNJI\1II , ACCESS Irw,r arming economic access and improving' social outcomes among all City of (Miami residents Education & Economic Access Overview South Florida was among the regions hardest hit by the Great Recession. With this downturn in the economy, Miami saw higher rates of unemployment and poverty along with lower median incomes. As the economy recovers, one very important goal of City government is to ensure that all residents have access to the resources necessary to achieve economic success. In cooperation with other government entities, as well as the private and not -for -profit sectors, the City's administration seeks to improve economic and social outcomes for all members of our society. City of Miami Unemployment Rate 17% 15% 12% 9% 6% 3% 0% 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2014 Citizen Survey Highlights Employment opportunities Excellent 6% Availability of affordable quality housing Objectives + Strategies SUPPORT THE DEVELOPMENT OF A QUALITY WORKFORCE AND STRONG LABOR MARKET Provide and promote programs that strengthen the local workforce through training and education Sample Strategies: • Develop youth employment and training programs • Incorporate workforce development strategies into a broader economic development plan • Promote partnerships between business incubator programs and local high-school and post -secondary education programs 22 INCREASE HOMEOWNERSHIP AND ACCESS TO AFFORDABLE HOUSING IN THE CITY OF MIAMI Improve access to quality affordable housing within the City and increase the proportion of residents that own their homes Sample Strategies: • Partner with the private sector to develop affordable housing • Evaluate potential changes to zoning policies that would facilitate the development of affordable housing • Increase access to affordable housing for extremely low income residents (30% of area median income or less) Performance Measures + Targets FY 2013 Actual FY 2014 Actual Labor force in the City of Miami 181,630 (CY2013) 185,300 (Aug 2014) Unemployment rate in the City of Miami 9.3% (CY2013) 8.8% (Aug 2014) Median household income in the City of Miami $28,301 (2012) $31,070(2013) Poverty rate in the City of Miami 31.7% (2012) 28.9% (2013) SUPPORT INDIVIDUALS AND FAMILIES IN ACHIEVING EDUCATIONAL SUCCESS Improve educational outcomes among Miami residents by supporting students and families Sample Strategies: • Partner with stakeholders to support all students in pursuing and completing vocational and post -secondary higher education • Increase access to quality childcare services and parenting programs • Support programs and partnerships that encourage staying in school FY2015 Target FY2016 Target FY2017 Target 207,930 (CY2015) 218,327 (CY2016) 229,243 (CY2017) 8.0% (CY2015) 7.8% (CY2016) 7.4% (CY2017) $32,762(2014) $34,400 (2015) $36,120 (2016) 25.0% (2014) 24.0% (2015) 22.0% (2016) EDUCATION & ECONOMIC ACCESS FY 2013 Actual FY 2014 Actual % of population with hic h-school decree or hic her 72.9% (2012) 73.3% (2013) % of population with bachelor's degree or higher 23.4% (2012) 25.0% (2013) % of housing units that are occupied by owner 32.3% (2012) 31.3% (2013) Median housing cost as %of median household income 40.5% (2012) 37.3% (2013) FY 2015 Target FY2016 Target FY 2017 Target 74.0% (2014) 76.0% (2015) 80.0% (2016) 26.0% (2014) 28.0% (2015) 30.0% (2016) 35.0% (2014) 40.0% (2015) 45.0% (2016) 36.0 % (2014) 33.0% (2015) 30.0% (2016) 23 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 Plot Culture & Recreation Overview Miami is recognized internationally as a destination for arts, culture, and recreation. The City's parks, beaches, galleries, museums, and various entertainment venues are among the assets that attract visitors all year long. Not only do these opportunities for leisure and recreation attract visitors from around the world, but they also enhance the quality of life for the City's residents. One of the goals established by the City's leadership is to support the continued growth of arts and culture in Miami, and increase resident access to cultural and recreational activities. Washington, D.C. New York San Francisco Oakland Jersey City Boston Minneapolis Philadelphia Los Angeles Arlington, Virginia Seattle Long Beach Baltimore Chicago Newark Miami Santa Ana Hialeah 0/0 2013 Parkland as a Percentage of City Area (Large, High -Density Cities) 5% 10% 15% 2014 Citizen Survey Highlights Recreational opportunities 20 % City Parks 25% 25 26 Objectives + Strategies DEVELOP AND MAINTAIN CITY - OWNED ARTS AND CULTURE ASSETS TO A HIGH STANDARD Develop and maintain, parks, recreation centers, marinas, arts and cultural facilities, and other assets to promote culture and recreation in the City of Miami Sample Strategies: • Assess the condition of existing assets and develop a regular maintenance schedule • Explore public -private partnerships for the development and maintenance of parks, cultural facilities, and other public facilities • 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 Increase resident participation in local arts and cultural activities by raising awareness and improving accessibility Sample Strategies: • Increase number of neighborhood -based events • Increase participation in recreation programs for senior citizens and youth Develop a social media strategy to increase awareness about services and events Performance Measures + Targets FY 2013 h.2014 Actual % rating cultural opportunities 'Excellent' or 'Good' % rating recreational opportunities 'Excellent' or 'Good' % using recreation centers at least once per month % selecting 'Don't Know' about recreation programs No Surveil. 57% No Survey47% No Surve 60% No Survey 30% LEVERAGE ALTERNATIVE FUNDING SOURCES TO ENHANCE SERVICE DELIVERY IN A COST- EFFECTIVE MANNER Explore strategic partnerships, grants, and other funding sources to expand the culture and recreation services provided by the City 4 Sample Strategies: • Maximize revenue from facility rental • Partner with businesses to sponsor events (naming rights and marketing partnerships) • Create a 501(c)(3) that can accept grant funding for culture and recreation on the City's behalf FY 2015 Target FY 2016 Target FY 2017 Target 60% 63% 66% 51% 56% 60% 63% 67% 70% 27% 23% 20% CULTURE & RECREATION Membership in Sister Cities International Network Hotel occupancy rate in downtown Miami Number of admissions to Grapeland Water Park Number of registrants for Dive -In Movies Y 74.40% 98,951 1,738 Y 76.90% 102,742 1,962 FY2015Target FY2016Target FY2017Target Y Y Y 78.00% 80.00% 82.00% 109,000 112,000 117,000 2,000 2,100 2,200 27 EFFICIENT & EFFECTIVE GOVERNMENT Delivering r.eh-quality, effective services to customers in a ti }y one ost-effective manner r 3VTIP/ Efficient & Effective Government Overview With a general operating budget of $560 million and over 3,000 full time employees, the City of Miami provides public services to over 400,000 residents. In addition to the resident population, the City government also provides services to businesses operating in the City, as well as commuting residents of neighboring jurisdictions and visitors from other parts of the country and the world. The City's leadership aims to provide efficient and high -quality service to all customers by deploying best practices in the management of personnel, finances, and physical assets. S150 S120 S90 E S50 S30 SO Historical Fund Balance Reserves (General Fund) FY 2005 Actual FY 2006 Actual FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Actual Actual Actual Actual Actual Unaudited 2014 Citizen Survey Highlights Overall customer service by City of Miami employees Excellent 8% Poor 30 Good ‘iiiiii• 26% The job the City of Miami does at welcoming citizen involvement Excellent - 3 29 Objectives + Strategies PROMOTE EFFECTIVE SERVICE DELIVERY AND HIGH -QUALITY CUSTOMER SERVICE Deploy best practices and ensure that employees have the resources needed to effectively serve the public Sample Strategies: • Provide targeted employee and supervisory training • Ensure that City operations are adequately staffed • Seek and deploy best practices in service delivery IMPROVE OPERATIONAL EFFICIENCY Pursue efficiencies in operations to achieve the best value for public funds Sample Strategies: • Streamline and standardize administrative processes • Enhance automation and provide new application management tools • Standardize performance management across the organization Performance Measures + Targets % rating quality of services as 'Excellent' or 'Good' % rating customer service as 'Excellent' or 'Good' % rating public engagement as 'Excellent' or 'Good' % rating confidence in the City as 'Excellent' or' Good' FY 2013 Actual No Survey No Survey No Survey No Survey FY 2014 Actual 42% 34% 29% 27 % FOSTER A POSITIVE WORK ENVIRONMENT FOR ALL CITY EMPLOYEES Increase employee morale and productivity by promoting a healthy and positive work environment Sample Strategies: • Improve employee wellness and work -life quality • Ensure that employees are compensated fairly and equitably • Enhance internal communication FY 2015 Target 49% 39% 34% 33% FY 2016 Target 56% 44% 39% 38% FY 2017 Target 63% 49% 44% 44% EFFICIENT & EFFECTIVE GOVERNMENT IMPROVE THE CITY'S CREDIT RATINGS AND ENSURE FINANCIAL SUSTAINABILITY Pursue best practices in financial management to improve the City's financial position and credit ratings Sample Strategies: • Optimize available resources and revenue recovery • Manage personnel costs (i.e. pensions, healthcare, workers' compensation, and overtime) • Improve budget and financial forecasting % rating value for taxes paid as 'Excellent' or 'Good' Credit rating on GO bonds (S&P / Fitch / Moody's) General Fund reserves as %of General Fund revenues General Fund operating cost per capita IMPROVE COMMUNITY ACCESS TO CITY SERVICES Deploy technology solutions and best practices to improve public access to the programs and services provided by the City Sample Strategies: • Expand online services • Support the business community in navigating City services • Support the business community in navigating the City's procurement processes FY 2013 Actual No Survey (BBB / A- / A2) 14.0% $1,258 FY 2014 Actual 30% (BBB/A+/A2) 8.7%(unaudited) $1,296 (unaudited) FY 2015 Target 35% (888+/A+/A1) 20.0% $1,250 FY 2016 Target 41% (A- /A+/Aa3) 20.0% $1,225 FY 2017 Target 46% (A /AA- /Aa2) 20.0% $1,200 30 31 ACKNOWLEDGEMENTS The City of Miami would like to acknowledge the support of all community stakeholders that contributed to the development of the Strategic Plan. Understanding that communication and collaboration will be fundamental to our success, we extend our sincerest gratitude and look forward to continued partnership. Community Stakeholders: AARP - Florida Adrienne Arsht Center AJC Miami AT&T Bayfront Park Management Trust Big Brothers Big Sisters of Greater Miami Brickell Homeowners Association Buena Vista West Homeowners Association The Children's Trust Drug Free Youth in Town Eleventh Judicial Circuit Court, Civil Division, Florida Florida College Access Network Florida International University Greater Miami Chamber of Commerce Greater Miami Convention and Visitors Bureau Hogan Lovells Miami Bayside Foundation Miami Coalition for the Homeless Miami -Dade College Miami Dade County, Office of the Mayor Miami Dade County, Office of Management and Budget Miami -Dade County, Department of Regulatory and Economic Resources Miami -Dade County, Water and Sewer Department Miami Downtown Development Authority Miami -Dade County, Homeless Trust Miami -Dade County Public Schools Miami Parking Authority Miami Parks Advisory Board National Hispana Leadership Institute Neighbors of Oakland Grove Olympia Theater at the Gusman Center Organizational Development Consulting Patrice and Phillip Frost Museum of Science Perez Art Museum Miami Shorecrest Homeowners Association Sustainable Miami Transcore ITS United Way of Miami -Dade Virginia Key Beach Park Trust Vizcaya Museum and Gardens Wynwood Business Improvement District For information on participating in the City of Miami's strategic planning process, please call (305) 416-1025. Full details on the City of Miami Strategic Plan can be found online at www.miamigov.com/citymanager/strategicplanning. Graphic Design by City of Miami General Services Administration, Graphic Reproductions Division. 33 CITY OF M IAM I STRATEGIC PLAN FISCAL YEARS 2015-2017