2022 Village Council Strategic PowerpointThe Voices of the Village Have Been Heard
February 15, 2022
2022 Strategic Plan Update
Our Purpose
Establish a co-created shared vision
and “road map” that enables Village
leadership to work in a unified
direction and focus on achieving
agreed upon strategic goals.
Our Process
•Primary Data Collection & Analyses
✓Interviews and discussions w/Elected Officials/Residents/Village Management
✓Designing Our Future Workshop
✓Shaping Our Future Workshop
✓Community Survey (325 participants)
•Secondary Data Collection & Analyses
•Weekly Strategic Planning Team Meetings
Categories of Our Key Findings
•“We love this village!!”
•Maintain the “Hallmark” Village feel while
addressing the issues we face (e.g., resiliency &
sustainability, east/west divide, etc.)
•Establishment of new performance
management process
Message from Our Mayor
As Miami Shores Village moves into its 90th year as a municipality, this milestone has
given us a great reason to pause and reflect on its rich traditions and the successes of
previous councils and administrations that have made us a sought-after community. In
addition, it is an opportune time to communicate how we chart forward to establish
priorities for the upcoming years that maintain our shared values while reshaping and
employing best practices.
As elected officials, it is our responsibility to guide those efforts, set priorities, and
ensure that together, as a Village, our 2022 Strategic Management Plan features and
prioritizes these desired action items and objectives.
Our council has partnered with Barry University, the community, and village staff to
identify and prioritize the needs of our Village.The outcome of this collaboration
indicates a focus on infrastructure, resiliency, human resources, the health, safety, and
welfare of residents, and the modernization of the recreational facilities for our
children.In addition, we must continue to foster a sense of commUNITY where all feel
welcomed valued and have a vested interest in the community’s success.
I am honored to have been a part of this Strategic Management exercise which has
provided direction on what’s essential to our community. I look forward to working
with the village council and its administration toward implementing the identified
priorities.
“…it is an
opportune
time to
communicate
how we chart
forward to
establish
priorities for
the upcoming
years…”
Message from Our Manager
There is a sense of accomplishment in Municipal Government whenever a Strategic
Management Plan is completed. There is even a greater sense when that
accomplishment engages the major stakeholders and voices, ideas, opinions, wishes,
wants, et. al.are resolved and evidenced in one final document.
One’s Strategic Management Plan usually springboards from a Visioning Session(s).
Through visioning we can think ahead and cast thoughts about what we envision for the
future and why those things will matter as we go forward. Having established those things
through a larger consensus, and condensing same, we are able to employ a strategy
that addresses, assures, and advances that vision. This strategy allows us to frame and
provide the foundation for a blueprint that details the plan for the structure we will have
in place as we move forward in a set time frame. Typically, this is a set period (usually
five years)and progress is managed, monitored, revisited, and fine-tuned annually.
Once a Strategic Management Plan has been adopted by Council, the Village’s
operations will be closely aligned to ensure that the priorities therein are realized. This
means that fiscal year budgeting and overall department operations will be geared to
managing and meeting those objectives.
It is an exciting time in the Village as we embark on our first Strategic Management Plan
in a celebrated time of our history –the 90th anniversary of our incorporation. The fact
that this plan incorporates our collective voices adds dimension and assures that the
greater needs, and priorities of The Shores will be met.
We welcome this opportunity.
“Through
visioning we
can think
ahead and cast
thoughts about
what we
envision for the
future and why
those things
will matter...”
Our Mission, Vision, & Values
Mission
Serving our community with integrity, transparency, compassion, and
professionalism, while engaging our residents and enhancing the highest
quality of life for all.
Vision
Fostering a safe, welcoming, economically viable, innovative, and
environmentally sustainable community, built on trust and a resident-centric
approach. All this while maintaining its historic and celebrated charm.
Our Mission, Vision, & Values
Village Values
Inclusiveness & Cohesiveness
Living, Working, Playing Safely
Charming & Friendly
Responsive Service
Mindful, Responsible, Innovative
Resilient & Sustainable
Multimodal Options
Affordability
Our SWOT Analysis
Strengths (S) and Weaknesses (W) are internal
factors, which the organization controls.
Opportunities (O) and Threats (T) are external
factors over which the organization has essentially
no control, though can tactically respond to and
capitalize on the available opportunities while
mitigating the risks from threats.
SWOT is an acronym for Strengths,
Weaknesses, Opportunities and Threats
Our SWOT Analysis
Strengths (Internal):
Financially strong
Great people
Creative and responsive leadership
Service levels to residents
Location
Educational Opportunities
Highly educated & talented residents
“Hallmark” Village
Sense of Community
Our SWOT Analysis
Weaknesses (Internal):
Policy & procedures
Goals/Vision not aligned
Underutilized resources
Line staffing levels
Aging housing stock
Aging infrastructure (e.g., buildings,
country club)
Sidewalks/crosswalks
East/West divide
Our SWOT Analysis
Opportunities (External):
Grant Funding
Strong housing market
Long-term Alternative Revenue Sources
Green Building Initiatives
Technology (website, project
management)
Our SWOT Analysis
Threats (External):
Climate Change
Crime
Competitive Salaries (Employee
Recruiting/Retention)
Public School Rating
Public Safety
Our Village Priorities
During the initial data collection efforts that included interviews
and discussions with elected officials, residents, and village
leadership, a strategic planning workshop that included all
stakeholder groups (e.g., residents, vendors, elected officials,
village employees), a list of priority projects emerged. The list of
priority projects was then included in the community survey to
determine alignment of the residents’ level of importance
compared to the priority level of the village leadership.
Our Village Priorities
325
Resident
Responses
1.Revitalizing Downtown
2.Converting Septic to Sewer
3.Developing Parks & Green Space
4.Building Community Center
5.Renovating Country Club
6.Bridging Gap of East & West
7.Upgrading & Funding Sea Wall
8.Exploring Mixed Use Zoning
9.Accessibility for Seniors
10.Creating New Government Campus
11.Improving Public Wi-Fi/Website
8.9 8.87
7.97
6.62
5.55 5.48 5.47
5.16
4.45
4.19 3.86
0
1
2
3
4
5
6
7
8
9
10
Rank Order of Importance
Score
Our Quality-of-Life Priorities
Through the community survey,
Residents were asked, “How
important are the following
factors to your quality of life in
Miami Shores Village?”
Our Quality-of-Life Priorities
92.81%
5.94%
0.94%
Safe place to live
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Very Important Important Somewhat Important Not at All Important No Opinion
Safe Place to Live
Our Quality-of-Life Priorities
Housing Options
20.69%
22.88%24.45%
28.53%
3.45%
Housing Options (single family, multifamily, retirement, mixed use)
0%
5%
10%
15%
20%
25%
30%
Very Important Important Somewhat Important Not at All Important No Opinion
Our Quality-of-Life Priorities
Quality of
Public Schools
63.89%
21.30%
8.33%
4.01%2.47%
Quality of Public Schools
0%
10%
20%
30%
40%
50%
60%
70%
Very Important Important Somewhat Important Not at All Important No Opinion
Our Quality-of-Life Priorities
Parks &
Recreation
Facilities
67.59%
24.07%
7.41%
0.31%0.62%
Parks and Recreation Facilities
0%
10%
20%
30%
40%
50%
60%
70%
80%
Very Important Important Somewhat Important Not at All Important No Opinion
Our Quality-of-Life Priorities
Vibrant
Downtown
54.32%
30.25%
11.42%
3.70%
0.31%
Vibrant Downtown
0%
10%
20%
30%
40%
50%
60%
Very Important Important Somewhat Important Not at All Important No Opinion
Our Quality-of-Life Priorities
Historical
Preservation
30.34%
33.75%
28.79%
6.50%
0.62%
Historical Preservation
0%
5%
10%
15%
20%
25%
30%
35%
40%
Very Important Important Somewhat Important Not at All Important No Opinion
Our Quality-of-Life Priorities
Community Center
40.56%
31.89%
19.50%
7.12%
0.93%
Community Center
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Very Important Important Somewhat Important Not at All Important No Opinion
Our Quality-of-Life Priorities
Accessibility
for the Elderly 16.05%
29.32%
41.05%
9.88%
3.70%
Accessibility for the Elderly
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Very Important Important Somewhat Important Not at All Important No Opinion
Our Quality-of-Life Priorities
Religious Institutions
11.46%
14.55%
23.22%
41.49%
9.29%
Religious Institutions
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
Very Important Important Somewhat Important Not at All Important No Opinion
Our Quality-of-Life Priorities
Barry University
11.18%
20.19%
30.43%28.26%
9.94%
Barry University
0%
5%
10%
15%
20%
25%
30%
35%
Very Important Important Somewhat Important Not at All Important No Opinion
Our Quality-of-Life Priorities
Arts in
Public Spaces 14.60%
30.43%
36.96%
16.15%
1.86%
Arts in Public Spaces
0%
5%
10%
15%
20%
25%
30%
35%
40%
Very Important Important Somewhat Important Not at All Important No Opinion
Our Quality-of-Life Priorities
Social
Media
Presence
10.46%
27.69%
31.69%
27.38%
2.77%
Social Media Presence
0%
5%
10%
15%
20%
25%
30%
35%
Very Important Important Somewhat Important Not at All Important No Opinion
Our Quality-of-Life Priorities
Multimodal
Transportation
Options
28.40%30.56%
26.54%
12.65%
1.85%
Multimodal Transportation Options (Bikes, Shuttles, Mass Transit, Ride Share, Alternative Vehicles)
0%
5%
10%
15%
20%
25%
30%
35%
Very Important Important Somewhat Important Not at All Important No Opinion
Office & Department Reports
Office & Department Reports
ABOUT US
ACCOMPLISHMENTS
KEY INITIATIVES
PERFORMANCE MEASURES
Office of the Village Manager
Key Initiatives
•Commitment to Preserving and Promoting Miami
Shores Village’s Character and Small-Town Feel
•Provide Excellent Public Services through
Infrastructure Management and Improvements
•Improve Employee Engagement through
Management and Improvements
•Human Resources Management
•Procurement Management
•Sustainability & Resilience
Office of the Village Attorney
Key Initiatives
•Committed to fulfilling the mission to provide quality legal
services to the Village so that the organization’s goals and
priorities may be lawfully implemented, managed and
achieved.
Office of the Village Clerk
Key Initiatives
•Process Improvement & Efficiency
•Training and Development
•Public Participation
Building
Key Initiatives
•Process Improvement
•Stakeholder Education
Code Compliance
Key Initiatives
•Re-Branding of Code Compliance Department
•Prioritize Resiliency -Electric Vehicle Acquisition
•Professional Development
•Service Efficiency
•Communications & Education
Finance
Key Initiatives
•Records Management
•Process Improvement
•Succession Planning
Library
Key Initiatives
•Communications
•Enhanced Educational Programming
•Village Archives
•Maintenance and Improvements
Planning & Zoning
Key Initiatives
•Comprehensive Master Plan
•Process and Policy Improvement
•Resiliency & Sustainability
•Education and Communication
•Revitalize Downtown
Public Safety
Key Initiatives
•Expand and Improve Community Policing Efforts
•Diverse, Inclusive Recruitment and Retention
•Professional Development
•Trust and Transparency
Public Works
Key Initiatives
•Resident Satisfaction
•Planning
•Resiliency & Sustainability
•Technological Solutions (e.g., work order system)
•Diverse, Inclusive Recruitment and Retention
Recreation & Parks
Key Initiatives
•Evaluation & Planning (e.g., Parks Master Plan,
Urban Land Institute)
•Staff Recruitment, Retention, & Development
•Innovative Programming
•Marketing