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MSV - Village Council Strategic Plan Update - FinalSTRATEGIC MANAGEMENT PLAN MIAMI SHORES VILLAGE 2022 Fostering CommUNITY TABLE OFCONTENTS Introduction Message from the Village Mayor Message from the Village Manager Our Village Council Our Village Leadership Our Village Celebrating Our History By the Numbers Mission, Vision, & Village Values Strategic Planning Methodology Our Collective Voices SWOT Analysis Our Village Priorities Quality of Life Measures Office and Department Reports 2 3 4 5 6 7 1 14 18 25 We live in a time that is often characterized by Volatility, Uncertainty, Complexity, and Ambiguity; described as a VUCA world. As such, leaders need to be aware of these waves of disturbance that tend to thwart the progress, vision, and mission of municipalities. However, mere awareness is not the end-all. As challenging as those waves may be, they are realities. And so, rather than brace ourselves to be overcome and inundated by those certainties, the government must recognize, and plan strategically, to circumvent or, at best, weather those winds of change, all while going forward. Miami Shores Village addresses these in its Strategic Management Plan by looking at its issues; identifying and ordering its priorities; and establishing means of addressing them within a defined period of time. The beauty of this strategic management process is that it was an engaging, collaborative effort that began as a motion on the dais. That motion led to the engagement of Barry University Professors Drs. Dale Hartz, Carole Huberman, and Stephen Sussman, from Barry Management Consulting (BMC). Our residents were also able to be heard through a community workshop and community survey. Workshops, interviews with elected officials and staff, and hundreds of hours with the Village’s staff have contributed to forging this document that now charts our course forward - and in the right direction. Introduction 2 There is a sense of accomplishment in Municipal Government whenever a Strategic Management Plan is completed. There is an even greater sense when that accomplishment has engaged major stakeholders and all their views and feelings are resolved and memorialized in one final document. One’s Strategic Management Plan usually springboards from a visioning session(s). Through visioning, we are able to think ahead and cast thoughts about what we envision for the future and why those ideas and issues will matter as we go forward. Having established the vision and planned action items through a larger consensus, we are able to employ a broadly supported strategy that addresses our needs 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 at managing and meeting those objectives. It is an exciting time in the Village as we embark on our first Strategic Management Plan in this 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. Sincerely, Esmond K. Scott Village Manager Message from the Manager 3 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 Plan 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. Sincerely, Sandra Harris Mayor Message from the Mayor 4 Our Village Council 5 Sandra Harris Mayor Daniel Marinberg Vice Mayor Alice Burch Councilmember Katia Saint Fleur Councilmember Crystal Wagar Councilmember Our Village Leadership 6 Our VillageOur Village The thriving community that we know today as Miami Shores Village was first settled in the early 1870s. The Sturtevants, the Barnotts, the Potters, the Sears, the Woods and the Hunts, were the names of some of the earliest homesteaders in the area, originally known as the community, “Biscayne”. In the early 1900s, Hugh M. Anderson, an experienced real estate developer who had previously completed the successful development of the Venetian Islands, set his sights on a new project – a vision of Miami Shores in which residences of Italian-inspired architecture sat within a landscape associated with water. The master development plan for Greater Miami Shores included 9,000 building sites, 5 2/3 miles of bay frontage, four miles of inland waterways and ten miles of main roadways. The plans also called for the construction of a causeway to Miami Beach, a golf course, a country club, a yacht club, a business district, apartment buildings, hotels, a school and churches, a railroad station and beautifying features such as parks, plazas and entryways. Early in 1926, it was reported that approximately fifty homes had been completed, another fifty were under construction, and an additional one hundred were being planned. The commercial building program was in progress, sidewalks and roadways were being laid out, and lighting and landscape work was well underway. Record-setting sales and resales of property were being recorded. Unfortunately, on September 18, 1926, all plans for the community came to a halt with the arrival of the devastating Great Miami Hurricane. In 1931, under the leadership of Roy Hawkins, who is credited as being the “principal founder” of Miami Shores Village, a request to grant a charter creating Miami Shores Village was presented in the State Legislature. On January 2, 1932, the Village became official at a Council meeting. In the ensuing decades, growth was steady. A variety of architectural styles were introduced, yet the community emerged as the type of development Anderson had envisioned. Today, the community retains many of its original characteristics – well-situated and serviced by major highways, having tree-lined streets and wide roads, a downtown area, well-maintained homes provided with efficient services and a variety of community activities. Miami Shores Village, which has come to be known as “the Village Beautiful”, remains one of Miami-Dade County’s most desirable suburbs. Celebration of Our History 8 VISION Serving our community with integrity, transparency, compassion, and professionalism, while engaging our residents and enhancing the highest quality of life for all. MISSION VILLAGE VALUES Fostering a safe, welcoming, economically viable, innovative, and environmentally sustainable community, built on trust and a resident-centric approach, while spotlighting its celebrated charm. Inclusiveness & Cohesiveness Living, Working, Playing Safely Charming & Friendly Responsive Service Mindful, Responsible, Innovative Resilient & Sustainable Multimodal Options Affordability 9 Village Description by the Numbers: People The total population of Miami Shores is 11,397. The median age is 35. Miami-Dade Beacon Council 2021 10 Educational Attainment 62.58 % of the population in Miami Shores has an Associate degree or higher 51.41 % have a Bachelor's degree or higher. Population Growth in Thousands 11 Miami-Dade Beacon Council 2021 How do people spend most of their money? PER HOUSEHOLD Income and Spending Households in Miami Shores earn a median yearly income of $124,397. 71.75% of the households earn more than the national average each year. Household expenditures average $96.444 per year. The majority of earnings are spent on Shelter, Transportation, Food and Beverages, Health Care, and Utilities. 12 Miami-Dade Beacon Council 2021 3.23 Square Miles Inclusive of Land & Water 13 Our Strategic Planning Process Data Collection: There were 5 stages of primary and secondary data collection. The primary data came from 12 qualitative interviews, 2 design workshops, and a community survey which resulted in 325 resident participants. The secondary data came from a benchmarking study of similarly sized municipalities in Southeast Florida. Mission, Vision, & Values: During the multiple workshops, stakeholders drafted and refined original mission, vision, and values statements. Data Analysis: A research method called Thematic Analysis was used to analyze the qualitative data, while the quantitative results from the community survey were analyzed using the system tools embedded within the survey platform, SurveyMonkey. The results of the analyses are presented in this report under the section "Our Collective Voices" and include a SWOT analysis along with the results of the community survey. Department Reports: Each department head submitted a report for their area, which included four sections detailing an overview of their department, recent achievements, key initiatives, and performance measures (KPIs). Report Draft: Based on the rigorous analyses of the data and a thorough review of the department reports, the Barry Management Consulting team proposed a draft report for review and discussion with Village leadership and elected officials. Final Report: Based on revision requests to the draft, a final report was prepared and presented to the Council for acceptance. Charged by the Mayor and Council with engaging stakeholders to develop a Strategic Management Plan for Miami Shores Village, management sought to establish the project scope and spoke with several well-known strategic planning facilitators to realize expectations. After several appointments, conversations, and consideration, the decision was made to select the Barry Management Consulting strategic planning team from Barry University, located in Miami Shores Village. The main objective was to establish an actionable strategic plan based on data from diverse stakeholders across the Village to be used by leadership in guiding the development and direction of the Village over the next three to five years. To help ensure the plan is representative of the "will of the people" and aligned with the vision of leadership, intentional steps were taken to hear as many “voices” as possible, including residents, business owners, elected officials, and Village leadership. To successfully achieve this goal, a contemporary hybrid methodology that leverages tools from Appreciate Inquiry and Design Thinking was implemented. To accomplish this high level of cooperation and collaboration, the following actions were taken: 1. 2. 3. 4. 5. 6. 15 SWOT Analysis Introduction SWOT Meaning & Purpose SWOT is an acronym that stands for Strengths, Weaknesses, Opportunities, and Threats. By definition, Strengths (S) and Weaknesses (W) are internal organizational competencies, while Opportunities (O) and Threats (T) are external factors that an organization can work to capitalize on and mitigate, respectively. The SWOT is the basis for assessing the internal potential and limitations, as well as the probable/likely opportunities and threats from the external environment. The SWOT views all positive and negative factors inside and outside the organization that affect its success. A consistent study of the environment in which the organization operates helps in forecasting/predicting the changing trends and aids leaders in their decision-making processes. Members of Barry Management Consulting (BMC) interviewed department administrators and elected officials to gain an understanding of how these specific stakeholders identified the strengths and weaknesses, opportunities, and threats of their departments and the Village. In addition to the interviews, BMC members, MSV leaders, and community members held a design workshop on November 19, 2021, to explore ways to leverage our strengths, minimize weaknesses, capitalize on opportunities, and mitigate threats. Following the workshop, BMC developed a survey comprising numerous questions focusing on SWOT elements and uploaded the document onto the MSV webpage, available for all MSV residents to complete. The responses collected and analyzed revealed the following perceived strengths, weaknesses, opportunities, and threats. SWOT Process 16 Strengths (Internal) Weaknesses (Internal) Opportunities (External) Threats (External) Financially strong Policy & procedures Grant Funding Climate Change Great people Goals/Vision not aligned Strong Housing Market Crime Creative and responsive leadership Underutilized resources Long-term Alternative Revenue Sources Competitive Salaries (Employee Recruiting/Retention) Service levels to residents Line staffing levels Green Building Initiatives Public School Rating Location Aging housing stock Technology (website, project management)Public Safety Educational Opportunities Aging infrastructure (e.g., buildings, country club) Highly educated & talented residents Sidewalks/cross walks “Hallmark” Village East/West divide Sense of Community SWOT Analysis 17 We love this villa g e !! You're doing a good job, and let's keep moving q u ic k ly t o w a r d our future.Miami Shores is unique enough to be the greatest fam ily co m m u n i t y i n South Florida. Let's m a k e s u r e we make decisions with that in mind.If you make the right decisions, this com m u n it y i s a f ew steps away fro m bei n g " t h e pl ace" to live in Miami.O u r C o l l e c t i v e V o i c e s Miami Sh ores V i lla ge R eside nts sp ea k thro ugh t he d a t a co llec t ed Best place to liv e .18 During the initial data collection efforts that included interviews with elected officials and Village leadership in addition to 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 *Ranking of Importance is based on 325 resident-completed community surveys. 19 Our Quality of Life Through the community survey residents were asked, “How important are the following factors to your quality of life in Miami Shores Village?” Safe Place to Live Housing Options 20 Quality of Public Schools Parks & Recreation Facilities 21 Vibrant Downtown Historical Preservation Accessibility for the Elderly 22 Community Center Religious Institutions 23 Barry University Art in Public Spaces Social Media Presence 24 Multimodal Transportation Options Office & Department Reports Office of the Village Manager 26 Miami Shores Village residents, business owners, elected officials, and staff have worked collectively to develop its first strategic management plan in order to guide the Village's progress for the next five years. The impetus for creating the plan is to identify the Village's overarching vision, prioritize its goals and activities, and chart a path forward that ensures a safe, prosperous, and sustainable future for all. To that end, the Village Manager’s Office, comprised of the Village Manager, Assistant Village Manager, and Assistant to the Village Manager provides the leadership and direction necessary to successfully implement the goals and objectives of the Strategic Management Plan. The Village Manager will provide the administrative oversight, transparency, support, and visionary leadership needed to empower Village Departments to meet and exceed customer expectations, complete projects, and employ best practices while exploring new ways to operate more efficiently. This support includes providing centralized administration, focusing on employee development, enforcing Village laws and ordinances, making recommendations to embrace innovation, highlighting legislative issues and policies, identifying and obtaining grant funding, submitting a balanced annual budget, and keeping the Village Council apprised on the financial health of the Village, among other salient matters. ABOUT ACCOMPLISHMENTS 27 • Florida League of Cities Award – 2022 Florida Citizenship Award Promoted a culture of excellence and encouraged each department to be more intentional in telling their stories and pursue opportunities to showcase their best practices for award and professional recognition. In May 2022 Miami Shores Village Brockway Memorial Library received a Florida League of Cities recognition as the distinguished 2022 winner of the Florida Citizenship Award, within the Florida Municipal Achievement Awards program. • PARTNERSHIP WITH URBAN LAND INSTITUTE (ULI) – Community Center Facility Study In January 2022, entered into an agreement with the Urban Land Institute (ULI) as one of five (5) communities across South Florida to participate in the 2022 ULI Leadership Project Cohort (LPs). The ULI team assigned to Miami Shores Village was tasked with performing a site assessment to determine the suitability of the current Community Center and issue recommendations for alternative improvement options. The study was completed in June 2022. • SECURED OVER 5 MILLION IN TOTAL GRANT FUNDING IN FY 22 Although the Village has a fiscally sound budget and was awarded the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA) for the last 24 years, Village Administration is still relentless in its pursuit of public and private sector grant funding to leverage its current revenue pool. In FY 22 the Village secured over $5 million in grants to primarily support infrastructure and resiliency projects. ACCOMPLISHMENTS • PRIORITIZED RESILIENCY AND SUSTAINABILITY FOCUS - Capital improvements - The Village is a low-lying coastal city, built mainly on porous limestone rock in an area highly susceptible to excessive flooding. Also, over 90% of the Village is currently on septic, which poses a huge risk in an area prone to flooding. In an effort to improve drainage and reduce the risk of flooding, the Village administration conducted a vulnerability study back in 2018 that examined areas of vulnerability with a series of recommendations for needed capital improvements. Phase one implementation is already underway with a $1.2 million sewer infrastructure project, being installed in Shores Estates. Tree Planting – secured a $15,540 tree grant from Miami-Dade County (NEAT Streets Growing Roots for Environmentally Equitable Neighborhood Grant Program). The grant allows the Village to increase the tree canopy by planting over 36 additional Florida-friendly trees and supports the Village’s effort to provide additional shade, reduce its heat island effect, improve air quality and reduce flooding. Completed Roadway Improvements - entered into a Joint Partnership Agreement with Miami- Dade County to conduct improvements along the NE 96th Street Corridor. The project underway includes Milling and Resurfacing with Curb & Gutters that will assist with the flow of water runoff to the drainage structures. The 96th Street Corridor was experiencing several areas of roadway failure with large areas of defects that created a danger to vehicular traffic. The new improvements will improve vehicular safety and reduce severe ponding and flooding. Enhanced Flood Mitigation Initiative – Over 25% of the village is in a flood plain representing over $231 Million in real estate value. The City applied for and received designation under the National Flood Insurance Program, Community Rating System (CRS). The program is designed to help communities reduce their flood risk and save on flood insurance premiums. Based on the Village’s flood mitigation initiative Miami Shores Village earned a rating of Class 7. This Class 7 equates to a 15% savings or reduction of each resident’s flood insurance premium. Given the importance, in May 2022 we established an existing employee as the dedicated CFM-certified Flood Plain Manager. The Village also entered into an agreement with CRS professional Service LLC to help develop a flood mitigation program in an effort to further reduce the CRS score to a Class 6, which will result in even greater savings with discounts of 20% reduction on each resident’s flood insurance premium. Secured Funding for Seawall Improvement – secured over $225,000 in funding from the Florida Inland Navigation District, for the improvement and design of the Bayfront Seawall and linear park. This includes raising and strengthening the seawall, upgrading seating, and enhancing green space and shade trees. An additional $1 million was secured from DEP to further improve and fortify the Village’s coastal park and eastern buffer. 28 ACCOMPLISHMENTS Spearheaded the 90th-anniversary celebration focusing on the theme "Fostering CommUNITY.” Began a much-needed facilities management improvement program at Village Hall, including the updating of offices and restrooms. Made safety improvements to the facilities to provide for a more secure facility. Engaged a consulting group for a comprehensive Human Resources diagnostic through an employee satisfaction assessment. Overhauled the Police Department in a time of major crisis by hiring a new chief, increasing internal promotions amongst the senior rank, and establishing transparency and accountability. Centralized the Human Resource and Procurement processes by hiring seasoned professionals to manage each discipline. Updated the Comprehensive Plan to fix inconsistencies and bring the plan into conformance with state law. Also overhauled Planning & Zoning Department to improve transparency and accountability. Established ongoing Economic Development initiative and hosted the first 5-week business boot camp to strengthen partnerships with key organizations like the Small Business Administration, Miami Bayside Foundation, and Miami-Dade Beacon Council, to increase access to capital and provide technical assistance for local businesses. 29 Miami Shores Village is a community inspired by giving, sharing, history, and families, with doors that are always open. As leaders of Miami Shores Village, we have helped create and protect the Village's appeal. This has been accomplished by maintaining its look and feel, providing excellent public services, making improvements, and providing an environment where people, businesses, visitors, and other local agencies can flourish. Miami Shores Village has maintained the design standards and neighborhoods that have made it a highly coveted place to live and visit. The Village's small-town feel is evident in its walkability, residential and commercial design, cultural influences, citizen involvement, historic nature, upcoming downtown vibrancy, tree-lined streets, and community events. People of all ages and backgrounds live here because of the strong sense of shared values and opportunities. As municipal officials, we view the Village’s hometown feel as one of the essential ingredients of our shared way of life. To maintain this feeling, we must, in all appropriate matters before the Village Council, align our decisions with our best understanding of what promotes and maintains Miami Shores’ hometown feel. We do not, however, equate hometown feel as being stuck in the past, and resistant to change. Indeed, we understand that many changes over the past few decades have helped to maintain the charm we now embrace. We understand that to prosper, the concept of hometown feel is dynamic, and we must breathe fresh analysis and ideas into our challenges. KEY INITIATIVES 1. Commitment to Preserving and Promoting Miami Shores Village’s Character and Small-Town Feel Goal How we encourage community involvement How elected officials and staff respond to citizens How, as leaders, we act respectfully toward each other How decisions, consistent with community ideals and plans, are made How we dare to be visionaries and move us forward While the idea of character and small-town feel can be elusive, we believe the Village’s character can be demonstrated in such ways as: Mission 30 Continue to understand and promote what created our current charm, including zoning, Continue to weigh projects on whether they enhance the community, design features, managed density, open space, neighborhoods, and streets. Continue to beautify our community to improve its charm and character. Continue to enhance the look of gateways, parkways, and greenspace. Continue to support cultural and historic amenities. Continue to make the downtown walkable. Continue to promote a variety of restaurants and retail stores. Continue to communicate about events and Village services. Continue to promote philanthropy. Continue to bridge the stated East/West divide. Continue to support community partnerships. The Manager’s Office will commit to using resources, encourage the Village Council to shape policies, and make maneuvers that cause us to strengthen our hometown feel. Our expectation is that the Village Council, staff, and community members work together to continuously shape and maintain the feel of our community. To this end, we will examine and continuously focus on policies and practices that: 1. Protect the ideals and standards that laid the groundwork for what we now have. 2. Maintain “The Village Beautiful” 3. Focus on what brings us together - “Fostering CommUNITY”. 4. Enhance our livability. Overview When different interpretations of this strategy come together, we believe the Shores has an intense attraction. It is a place we want to be and a destination for future generations. By defining our strategy in this way, decision-makers must thoughtfully work to identify and predict the effect of actions and decisions on the Village's sense of community. This challenge of maintaining our vision is ongoing. From time to time, the Village will feel pressure to change. Those pressures will be from various stakeholders who may have different ideas and plans for what actions are in Miami Shores' best interest. Action Steps Continue to deliver high-quality and effective public services to those who live, work, or Continue to mitigate the negative impact of traffic. Continue to increase citizen and business volunteerism. Continue to work with other regional governments to improve quality of life. features, and walkability. visit the Village. 31 Performance Measures (KPIs) Align this Strategic Plan Management with the new Comprehensive Plan by embedding references to the basic tenets that created the Village’s character and small-town feel. Create an evaluation guide and process that recognizes policies, actions, and maneuvers that promote/don't promote the hometown feel. Officials and employees will use the guide and process so that factors impacting the “hometown feel” are understood, maintained, and enhanced when providing services and making decisions. Make recommendations for changes and improvements to Village policies and procedures in order to advance the goals of the Strategic Management Plan. Create measures and predictors of success. Explore and investigate other streams of revenue that complement and lessen sole reliance on ad valorem taxes. 32 2. Provide Excellent Public Services through Infrastructure Management and Improvements As a full-service local government, Miami Shores Village is responsible for providing residents, businesses, and visitors with public services that provide for and promote the general welfare of the community. This responsibility encompasses owning, constructing, planning, and management of infrastructure including: •Septic to sewer conversions •Underground systems for stormwater •Streets, sidewalks, street lights, tree canopy, and public parking lots •Municipal buildings including Village Hall, Public Works, Public Safety building, Recreation facilities, and Brockway Library •All parks including Bayfront Park, Constitution Park, Memorial Park, and Optimist Park. Standing in the future, Miami Shores Village has provided residents, businesses, and visitors with dependable government services by efficiently and effectively planning, constructing, and maintaining its infrastructure. In doing so, the Village strives to balance sources of funds to include appropriate taxing policies, grants (e.g. intergovernmental, foundations), user fee rates, and creative and innovative service delivery systems wherever practicable. Goal Mission Village-owned capital assets and infrastructure exist for the purpose of providing essential public services to our residents, businesses, and visitors. Essential infrastructure includes buildings that contribute to the essence of the community. When well-planned, constructed, and maintained, these resources will exist for their fullest life cycle and demonstrate the efficient and effective use of taxes, grants, and user fees. Infrastructure ownership and management are as critical as it is costly. As policymakers, we require analysis and recommendations that include state-of-the-art planning, factual/technical analysis, determination of service levels, alternatives for construction, and financial options for acquisition. All decisions must be balanced with the Village Council’s responsibility for setting municipal taxes and user fees. Every two years, new members have been elected or appointed. In June 2021, the Council hired a new Village Manager, who in turn established the position of Assistant Village Manager. With newly elected officials and staff come the need to create fresh analyses of infrastructure plans, needs, and costs. By means of this strategic plan, we commit to a fresh and thorough review of all major village infrastructure needs and opportunities. The Village Council and Village Manager encourage staff to routinely provide updated information, so that policies and action plans can be discussed, and established based on overall Village priorities. 33 Overview What specific problems, needs, and goals are being addressed? What are the effects on public service levels? What options and approaches, including the use of modern technology and innovations, may improve our effectiveness? What are the routine maintenance needs of our streets, sidewalks, street lights, trees, and commuter parking lots? What are the options for funding-proposed improvements and programs? What are our opportunities for cost savings and innovative alternatives for how the services are provided? As Village Officials, we understand the importance of infrastructure construction and maintenance as a critical part of our quality of life and our responsibility for the delivery of services. As part of our fresh look, the Village Manager will create a plan to bring all key infrastructure proposals and recommendations to the Village Council in a proper business manner and in a timely fashion. Our intent is to create a multi-year plan to identify all essential infrastructure needs. All matters brought before the Village Council regarding infrastructure resources should focus on, at a minimum, the following discussion criteria: We commit to reviewing plans and options to address Miami Shores Village’s critical infrastructure priorities as they relate to the provision of essential public services. The scope of this review includes: 1. Funding • For all projects, aggressively pursue federal, state, and regional cost-sharing and grant opportunities. 2. Upgrades and Improvements • Septic to Sewer Conversion: Provide ongoing Village leadership and participation to ensure that the conversion is built on time and within budget. • Overall transportation and traffic conditions: Continuously explore local and regional options to mitigate traffic. • Data-driven: High-level oversight, coordination, and management of all Village capital improvements need to be based on data that address service levels, costs, and funding options. Action Steps 34 3. Underground Utility Services • Stormwater systems. • Monitoring of underground utility installation to ensure continuity of service and assessment. 4. Above Ground – Right-of-Way Improvements • Streetscaping improvements • Local road maintenance and pavement standards. • Sidewalks in neighborhoods and school routes. • Overall pedestrian safety. • Bike and pedestrian paths. 5. Buildings • Facility space needs analysis and functional assessment. • Develop appropriate maintenance schedules. 6. Vehicles • Develop appropriate maintenance and replacement schedules. • Purchase electric vehicles where appropriate. 7. Downtown Area • Continue to address walkability in downtown and to/from neighborhoods. • Provide improvements that attract people to the downtown area (e.g. ease of access, • Enhancements to crosswalks, raised medians, and speeding awareness. 8. Relationships • Improve relationships with key stakeholder groups including neighborhoods, Boards, Miami- Dade County, School Board, FDOT, and other governmental groups. 35 beautification, safety). Performance Measures (KPIs) Based on this Strategic Plan and in conjunction with the Village Manager’s oversight, staff will propose to the Village Council a roadmap for addressing Village infrastructure needs. The roadmap will proceed methodically and iteratively, allowing ample opportunity for public discussions and further review. Update the Miami Shores Village Comprehensive Plan Update the Future Land Use Map Update ordinances and zoning code Install more traffic calming devices Provide a guide and training for staff to maintain community services Provide “Green” initiatives for the community Enhance development providing credits for “Green” standards Support historical designation markers Village-wide Work with the Greater Miami Shores Chamber of Commerce to promote downtown occupancy Continue enhanced community engagement through social media platforms Implement a Village-wide sidewalk replacement program Improve streetlight illuminance utilizing the newly created data map Create better databases to improve tree trimming and tree replacement programs Collect data on capital improvements, including replacement and upgrade of assets Implementation of the new, inclusive decision-making process Develop and routinely update evaluation metrics 36 3. Improve Employee Engagement through Management and Improvements Goal Mission Effective communication and engagement with employees Coaching and guidance about service expectations and adherence to policies and procedures Selection processes and succession planning Certifications and accreditation Touchpoint assessment and Human Resource diagnostics Village employees are the heart of the organization and are responsible for providing residents, businesses, and visitors with exemplary public services. The responsibility of providing and promoting the general welfare of the employees comes from Village Administration, through: Evaluate and improve existing policies, internal processes, and committees for decision-making. For significant changes with Village-wide impact, plan and communicate how we will engage employees and use their input, specify when and who will present the financial impact and potential costs/ benefits/ trade-offs, and define who makes the decision and why. Develop metric- based systems for program and services evaluation. Manage and transparently communicate our efficient and effective use of resources. Overview The Village Manager understands the importance of employee engagement and showing gratitude. As part of a new Human Resources approach, the Village Manager will create a plan to bring a full-time Human Resources Director on staff as a key, instrumental part of the administrative team. The Human Resources Director will play a defining role in professionally creating policies and procedures, metrics of employee evaluation, and guidance in training and development. 37 We reach all employees and close gaps between groups of employees. Provide our employees with opportunities to engage in critical thinking, collaboration, communication, and creativity. Our employees are engaged and empowered to grow and make valuable contributions to self and others to benefit the Village. Employees feel that they are encouraged and supported to grow. Employees have ongoing opportunities for meaningful collaboration with colleagues. Ensure transparent, efficient, and effective use of Village resources to support the achievement of Village goals. Performance Measures (KPIs) Individual employee growth and empowerment Leadership feedback surveys Closure of performance gaps of employees Employee engagement and preparation for cross-training and succession planning Employee application of learning (project-based learning task assessments) Employee self-assessment Number of workplace and community learning experiences for employees Number of employees participating in professional development and enrichment Number of employees participating in Village outreach and programs Employee engagement, specifically around voice in decision making and honest, 2-way communication (employee engagement survey) Consistent opportunities for meaningful dialogue with employees Hire a Human Resources Professional to provide guidance for employee engagement. Action Steps 38 4. Human Resource Management Goal To drive Human Resources excellence and innovation that leads to successful outcomes and move the organization forward by deploying recruitment and retention strategies, investing in our employees’ development, and enhancing the employee experience. Mission Through strategic partnerships and collaboration, the Human Resources Department attracts, develops, and retains a high performing, inclusive, and diverse workforce that fosters a healthy, safe, well-equipped, and productive work environment for employees, departments, community partners, and the public in order to maximize individual potential, expand organizational capacity and position Miami Shores Village as an employer of choice. The demand for transformative, strategic, and collaborative Human Resources services is necessary and is continuing to grow. Based on the recent Human Resources Diagnostic Report compiled by an outside consultant, there is a current need for a culture reset along with a policy and procedure refresh for the entire Village. Human Resources will focus on key areas that will maximize individual potential and increase organizational capacity; create and enhance strategic partnerships; provide accurate and timely workforce communication; promote talent pipeline, employee engagement, equitable/competitive compensation, and succession planning initiatives; ensure strong financial performance. Overview 39 Create policies and procedures consistent with all Federal, State, and Local labor laws. Promote a workforce that reflects the diversity of the Village’s population throughout all job categories and job levels. Foster a work environment that values cooperation and collaboration where issues are resolved at the lowest possible level. Build and implement an improved performance management process. Create and manage an internship program. Promote employee engagement. Promote individual and organizational development. Deliver Village-wide department training programs. Refine the Village’s classification and compensation philosophy that encourages career growth and flexibility with classification specifications that accurately reflect the needed qualifications, knowledge, skills, and abilities. Develop the next-generation talent pipeline. Support a Village succession management plan. Launch an HR communication and branding initiative. Leverage user-friendly and up-to-date technology to increase efficiencies and maintain the integrity of HR information. Promote positive working relationships with labor organizations. Performance Measures (KPIs) Employee Engagement Survey Participants HR Cost per capita Number of employees recommending the Village as a great place to work Number of new employee benefits orientation participants Number of EEO cases handled and resolved Number of employees trained Number of corrective or disciplinary action cases Number of employee complaints Number of probationary rejections/extensions Number of classifications and compensation reviews conducted Number of workers’ compensation cases Number of applications Number of hires Turnover rate Cost per recruitment Percentage of positions filled with internal candidates Action Steps 40 5. Procurement Management Goal Overview To facilitate the acquisition of goods and services for all Miami Shores departments, through the application of innovative methods, adhering to ethical and legal principles, acquiring the best value for the best price without favoritism, efficiently and inexpensively, assuring fair and equal opportunity to all qualified vendors who participate in the competitive process. Village purchasing activities are decentralized and handled at the Department level. The Departments are responsible for the procurement of goods and services necessary for their operations. The mission is to purchase materials, equipment, supplies and services required in a timely manner, at competitive costs, consistent with the quality required, in compliance with applicable procurement standards. Create Miami Shores Purchasing Policy and Manual. The manual will outline purchasing policy and processes to ensure compliance with state law and the Village procurement code and to ensure a professional, proficient, and fiscally responsible purchasing process while maintaining transparency, integrity, and excellence. Provide training and education for stakeholders on procurement policies, practices, and processes. Deploy an electronic bid notification system for formal solicitations to increase vendor participation while maintaining the highest ethical and legal standards to ensure a fair and transparent procurement process. Increase vendor competition through vendor outreach to buy competitively and wisely to ensure the best combination of quality, services, and price. Participate in cooperative purchasing efforts with other governmental entities for mutual benefit. Action Steps 41 Performance Measures (KPIs) Cost reduction Number of requests or quotes Number of formal competitive solicitations issued Number of vendors notified of competitive solicitation opportunities Number of responses to competitive solicitations Number of co-op contracts Total number of registered vendors Number of contracts reviewed and audited for compliance 42 Goal Overview 6. Economic Development & Innovation To foster a healthy local economy through partnerships and innovation to support large and small-scale businesses and entrepreneurs with technical assistance and access to capital, while leveraging technology and providing equitable employment opportunities for the local workforce. Miami Shores offers a strong market with an affluent, well-educated population comprised mainly of working professionals. Demographic data from the Miami-Dade Beacon Council revealed that 63% of Miami Shores residents hold at least an Associate degree or higher. The bulk of the workforce occupies jobs in office administration, executive management, and sales with the top industries being in banking, finance, insurance, education, scientific and technical services, and healthcare. Households in Miami Shores earn a median yearly income of $124,517. Additionally, 71.88% of the households earn more than the national average each year. Household expenditures average $96,177 per year. The majority of earnings are spent on Shelter, Transportation, Food and Beverages, Health Care, and Utilities. Identify and forge partnerships with entities like the Miami-Dade Beacon Council, Miami-Dade County, Small Business Administration, Miami Shores Chamber of Commerce, and other local, regional, state, and federal partners in an effort to serve as a conduit to attract, retain, and engage a talented workforce and identify funding opportunities that support local businesses. Promote and use economic development partners to identify internship and apprenticeship opportunities for young professionals seeking to launch new start-ups or enter new industries. Develop an annual business round table in collaboration with the Miami Shores Village Chamber of Commerce with ongoing business development, pursuing and training initiatives. Action Steps 43 Create opportunities, including public-private partnerships, to leverage opportunities between the Village and key private sector partners. Work with key partners, including area universities, to identify opportunities for innovation that add jobs, attract new investment, and increase efficiencies in our community. Review and assess opportunities to tap into regional innovation and entrepreneurial initiatives that allow for cost savings and promote a more sustainable Miami Shores Village. Review City policies, programs, and processes to identify opportunities to reduce barriers to business investment, promote small business growth, and support economic expansion. Performance Measures (KPIs) Number of new start-ups reached by collaboration with Village and area partners Growth/expansion of existing businesses Number of economic development training programs provided each year Amount of funding opportunities and grants awarded to local businesses Number of new companies brought into the village as a result of business attraction initiatives Number of professionals trained and certified in key target industries as a result of strategic partnerships with economic development agencies 44 7. Sustainability & Resilience Overview Miami Shores Village enjoys a vibrant ecosystem, teeming with a myriad of flora, fauna, and wildlife that spans across approximately three square miles, comprised mainly of limestone terrain overshadowed by a dense canopy of lush mature trees. The Village is strategically located between the Interstate I-95 on the west and the turquoise waters of Biscayne Bay on the east. As a coastal community, Miami Shores Village has several vulnerabilities and is susceptible to many disruptions due to hurricanes, flash floods, king tides, and sea-level rise. As such, through this strategic plan, intentional effort is being made to establish goals, objectives, and key initiatives in order to minimize the known and perceived risks, fortify the Village's infrastructure, generate new data tracking systems, and create a more sustainable, climate-resilient community. Identify opportunities to refine and enhance policies and programs that allow for greater tree canopy that promotes better air quality, reduces heat island effect, and provides greater open space. Establish official plant management policies and practices to provide proper education to encourage planting of additional native trees, proper tree care, and preservation of trees in public areas and along public rights of ways. Promote Green Stormwater Infrastructure policy and additional tools to encourage low- impact development in private and public projects. Pursue opportunities to reduce community-wide greenhouse gas emissions, address resiliency, and improve climate equity. Improve the climate resiliency and energy-efficiency of new and existing Village-owned buildings and public infrastructure, and develop adaptation strategies for areas vulnerable to flooding and climate change-related impacts. The Village will work to identify public infrastructure at risk of damage due to sea-level rise and other climate vulnerabilities and incorporate its project priorities in the five-year capital improvement plan. Investment will be made to develop analysis and utilize Geographic Information Systems (GIS) and other mapping capabilities in order to identify areas of the Village vulnerable to sea- level rise, tidal flooding, and king tide and provide relevant and up-to-date information needed to make informed decisions. Identify vacant or underutilized properties, and create innovative stormwater parks and conservation areas that can increase areas of percolation. Action Steps 45 PERFORMANCE MEASURES (KPIs) Data tracking: By 2023, the Village will conduct a city-wide tree canopy cover assessment and create a street tree management plan that identifies the locations that need additional planting. Partnerships: The Village will continue to actively participate in the Southeast Florida Regional Climate Change Compact, and other climate-conscious partners in order to access cutting- edge research, data, and technical expertise while adequately leveraging its cadre of resources. Funding: On an annual basis, the Village shall seek funding from the County Neat Streets program and other entities in order to develop and maintain an urban reforestation program, expand green infrastructure, reduce the heat island effect and seek to reduce our greenhouse gas emissions, with the goal of increasing tree canopy coverage across the Village. Strengthen Regulatory Framework: In the next Comp Plan EAR update, the Village will include innovative climate-conscious policies that seek to improve the environment, bolster the local economy and improve the quality of life for the residents of Miami Shores Village. Pursue programs and funding opportunities designed to support the Village's efforts to create a more resilient and sustainable Miami Shores Village. Promote climate-resilient construction practices that encourage energy-efficient weather- resistant development by establishing goals, objectives, and policies within the Village Comprehensive Plan with key development standards outlined within the zoning code. 46 Office of the Village Clerk The oldest of public servants in local government, traditionally, the Municipal Clerk’s role is associated with the responsibility of retaining, securing, and validating the official records of the government. However, the Clerk’s role has evolved from its original biblical creation and transitioned beyond the keeper of the record. The Office of the Village Clerk is a critical artery for the free flow of information. Its primary focus is on accuracy, transparency, and integrity of information. The Office of the Village Clerk is currently comprised of one person, the Village Clerk, who is one of the three constitutional officers appointed by the Village Council and serves as the Corporate Secretary to the Municipal Corporation, Records Custodian, and Supervisor of Elections for the Village. The Village Clerk provides a myriad of services, which include but are not limited to the following: Attest official contracts, agreements, and official documents (including legislation) Oversees records management, retention, and destruction in accordance with Florida Statutes, and the Florida Administrative Code Supervises all public records requests Drafts ceremonial documents (including but not limited to commendations, proclamations, certificates of appreciation, and resolutions of condolence) Executes records and distributes Ordinances and Resolutions Maintains a record of board proceedings, including but not limited to Council, as well as Boards and Committee Advisory meetings Maintains and updates the Village Code of Ordinances Provides professional leadership and knowledge consistent with the functional requirements of the appointed position, defined under both State law, County and Village Code Promotes and encourages the applicability of technological applications which help promote transparency and public participation Publish public notices as required by law and maintains custody of the official municipal seal Provide information and records research to the Village Council, Village staff, and the general public Administration of Village Boards and Committees and serves as the staff liaison to the Education Advisory Board and the Charter Advisory Committee Qualify all candidates for municipal elections and serve on the municipal canvassing board ABOUT 48 The mission of the Village Clerk’s Office is to serve the Village Council, staff and public in a responsive, friendly, and efficient manner while pledging to be ever mindful of its neutrality, rendering equal and optimal service to all. GOALS MISSION Become the official resource center and the premier records custodian, utilizing technology to bolster transparency, accessibility, and efficiency. Safeguard the Village’s heritage. Emphasize the importance and role of unbiased information relative to forming policy, and the role of voters in sustainable government. Draft, implement, and uphold office policies, programs, and processes that promote efficiency. Administer open and fair elections. Keep a pulse on best practices, remain engaged with the elected officials and the public to understand their expectations, and look for opportunities to develop solutions as well as services that deliver value. Find meaningful ways to engage the public, dedicate time to providing assistance to staff and the Village Council to meet the residents’ needs, and to ensure Village-wide compliance with all state regulations prescribed to the Municipal Clerk in addition to carrying out the daily operations of the Village Clerk’s Office, as prescribed by the Charter, Code of Ordinances, and municipal clerk tradition. With the increasing demands for transparency, innovation, and outreach, the goals are to: 49 Spearheaded the implementation of Granicus Peak, a legislative management solution designed to increase transparency and improve internal efficiencies with respect to the agenda management process. Advanced the conversion of vital Village records into digital form and championed the accessibility of such records via the Laserfiche online public portal. Promoted alternative means to in-person public participation at Village Council Meetings through the implementation of eComments and Zoom. Instituted a State-compliant electronic campaign finance system that enables candidates to submit their campaign finance reports electronically while providing the public with access to view such records on the Village website. Simplified board member appointment process by incorporating technology to enhance swiftness and objectivity, as well as reduction of paper consumption. Coordinated virtual Ethics Training (hosted by Miami-Dade Commission of Ethics) for all Village Boards. Administered the 2021 Village Council Municipal Election under budget and without malfunctions. Procured e-recording system, Simplifile, to expedite recordation with Miami-Dade County (pending training of all corresponding departments). KEY INITIATIVES Increase office staff to two full-time professionals Implement Public Records Policy Implement Records Management Program Restructure the agenda management process through the implementation of agenda reviews with Administrative Officers, a new agenda deadline schedule, and an agenda workflow process using the automated system before the end of 2023. Review all Village Boards’ current purpose and functions in relation to their relevancy and adherence to each board’s governing document. The purpose is for the Village Council to understand the current duties of each board and to determine whether there are opportunities to create new boards, revamp, sunset, or maintain existing boards. Establish Boards and Committees policy. Process Improvement & Efficiency 50 ACCOMPLISHMENTS Number of records requests and search time Staff comprehension of Chapter 119 and records management; adherence to the policy and fee structure amongst all departments Records retention limits Adherence to the agenda schedule (time items are submitted) Number of boards that have been reviewed, interviewed, and presented to the Village Council Voter turnout (Number/percentage of votes cast) Facilitate annual records management training for Village employees Increase voter turnout for the 2023 Village Council Municipal Election Conduct year-round voter outreach programs in cooperation with community-based organizations and local high schools Training and Development Public Participation PERFORMANCE MEASURES (KPIs) 51 Office of the Village Attorney The Office of the Village Attorney provides legal counsel and representation to the Village Council, Charter Offices, Village Departments and Village-appointed boards and committees in any lawsuit, action, or proceeding filed by or against them. The Office provides legal counsel to the Village in the conduct of its day-to-day transactional business, performs legal research, offers advisory opinions and responds to requests from the Council and Departments to draft or review contracts, ordinances, resolutions and other legal documents. Additionally, the Office provides legal counsel at Council meetings and such other tasks as may be required by ordinance or resolution of the Village Council. Please note that the Office of the Village Attorney does not represent or give legal advice to citizens of Miami Shores Village. ABOUT MISSION The mission of the Office of the Village Attorney is to protect and preserve the legal and ethical integrity of the Village by providing quality, proactive, legal services through zealous advocacy, innovative legal solutions, uncompromised integrity, and professional diligence. The Office strives for increased transparency, communication, accountability, and superior service in furtherance of the Village's strategic goal of being a high-performing organization. GOALS AND OBJECTIVES This Office will demonstrate a strong commitment to providing quality and responsive legal services to the Village. The goal of the Office of the Village Attorney in creating strategic goals is to partner with the Village Council, Charter Office’s and Administration to provide the highest level of legal services to protect the health, safety, and welfare of Miami Shores Village. The Office will take a leadership role in promoting honesty and integrity in the Village and assume a prominent role in assessing legal issues for high profile matters that have a significant impact on public policy and quality of life for residents in the community. 53 KEY INITIATIVES 1. 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. Vision The Office of the Village Attorney will be demonstrative of stability, competence, and an overall renovation of its operations and structure to tackle the challenges we are and will be facing. Strategy Conduct an initial review and assessment of the Office of the Village Attorney operations and structure. Coordinate with Village Council, Charter Office’s and Village Departments to determine existing the legal needs and priorities, including those which require expedited action. Maintain an ongoing review and assessment of operations and procedures to ensure there is alignment with Village’s Goals and Priorities. 54 Action Plan Structure, Systems, and Support – Operational review of legal services being provided to the Village; Tracking – Review of the assignment, progress, and timeliness of rendering legal services for the priorities, projects, initiatives, and other action items of the Village Council and Village Departments; Accountability – Review current accountability measures to enhance communication, Resources – Identify and review the allocation of resources or the need for additional resources that are required for the priorities, projects, initiatives, and other action items of the Village Council and Village Departments; and, Team Approach – Identify and review interoffice and interdepartmental needs in order to balance workloads and foster cooperation and collaboration. Real Evaluation – The development and use of strategic planning to identify and address the major, complex, and challenging issues facing the Village and the Office of the Village Attorney require a “Real Evaluation” of the following: evaluation, performance, and rendering of legal services; Performance Measures (KPIs) Establish, with Village Departments, adopted policies and procedures for procurement and human resources. Collaborate with Village Departments for Village priorities, projects and initiatives to facilitate successful completion. Implement annual ethics training for Council, Staff and Village Boards. Implement internal tracking document for legal requests and pending litigation reflecting date received, status, and date completed. Coordinate and maintain regular meetings and open communication with Charter Officers, Village Departments and Village Council. 55 Building DEPARTMENT: ABOUT KEY INITIATIVES Our team of highly qualified administrative staff, inspectors, plans examiners, and an engineer works to protect the health, safety and welfare of the people that live, work, and play within our community. Together, the department successfully enforces and regulates local, state, and federal codes and regulations while providing excellent customer service to our patrons. The building department is an integral player at the forefront of housing and commercial development. ACCOMPLISHMENTS Our department has been able to implement and establish an online permitting software that allows our patrons to submit permit applications, and supporting documents, make payments, and schedule inspections within the comfort of their homes and offices. The electronic submittal system has reduced review time and provides direct access to plan review and inspection comments as they become available. Process Improvement Stakeholder Education Benchmark similar sized and resourced building departments to identify best practices for operating the most efficient and effective department. Based on the benchmarking results, update processes to improve service speeds, maximize public accessibility, and establish new metrics to measure performance. Proactively engage and educate stakeholders (e.g., media, contractors, residents) on the services, functions, and programs of the Building Department. 57 PERFORMANCE MEASURES (KPIs) Plan Review Delivery Time: Number of permits issued with current staffing Number of educational programs provided Number of staff training and certification provided Same Day for small projects 5 Days for single family homes. 7 Days for commercial projects 58 Code Compliance DEPARTMENT: ABOUT Oversees the administrative, financial, and enforcement aspects of the Business Tax Receipt Ordinance. Currently, the Village has over 400 businesses operating from commercial and private properties. Monitors and enforces parking violations in residential parking zones. All inspectors are certified parking enforcement officers. Responsible for the Request for Relief and Reasonable Accommodation process from the onset to the final step in which property owners can reduce fines and liens to obtain releases. Responsible for all administrative and procedural processes associated with Short-Term Rental Permitting required to obtain approval for renting a property for less than three (3) months. The responsibility also includes the enforcement of our Short-Term Rental Ordinance. The Code Compliance Department’s primary goal is to obtain voluntary compliance with the use of educational measures and community involvement from all stakeholders. The department regulates all non-criminal Village ordinances, codes, and regulations which include continual monitoring of the community to reduce litter, graffiti, and illegal dumping. The department regulates the ordinances using informal and formal enforcement procedures such as written warnings, courtesy notices, and notices of violations. Through maintenance efforts of swales, alleys, vacant lots, private property, and all public areas, the department continuously works toward enhancing the Village residents’ quality of life. In addition, the department, in conjunction with all community development departments, assists to establish solutions to "quality of life" challenges. This approach allows for contact with the residents to establish clear lines of communication to address any challenges. Currently, the department monitors over 3,500 single- family homes and over 400 home and commercial businesses. Additionally, the department oversees the following: 60 ACCOMPLISHMENTS Collected over $1.5 million in payments from Code Compliance liens. Established a 24-hour response time to all requests submitted by residents. Reduced redundant inspections to expedite the enforcement process. Established a touchless Code Compliance process. Established a workflow for the Business Tax Receipt process to adhere more adeptly to changing building regulations. All inspectors received certification for parking enforcement duties. Implemented EnerGov community development software for record keeping and enforcement. The software is also vital to having information for residents while on the field. Procured the first all-electric vehicle in the Miami Shores fleet. Code Compliance in the past was known as Code Enforcement. It was more focused on how many violations could be written and how many proactive inspections of private properties could be conducted. This approach created a great deal of animosity between the local government and the residents. Hence, many departments throughout the state have changed their names from Code Enforcement to Code Compliance to reiterate the focus on compliance and not enforcement. It is our professional opinion that the name change is not enough or may not fit into all communities. In the past, the Code Compliance Department in Miami Shores administered Code Enforcement violations strictly. Fortunately, it created a culture in which many homeowners understand the responsibility to maintain property values through the use and enforcement process. However, for the residents that do not understand that importance, they should be informed with an educative approach. Therefore, we will change the name from Code Compliance to Neighborhood Services. This shift in approach stemming from the name change should lead to a more amicable relationship with the residents. Re-Branding of Code Compliance Department KEY INITIATIVES 61 This action will increase services provided to other Village departments. For example, one of the recurring violations the Village is currently facing is the conditions of the alleyways and how they are obstructed by vegetation growing from private property. The violation affects the execution of municipal services such as Solid Waste duties and utility repairs. Another related issue in the Village that is tied to life safety concerns is the overgrown hedges in the right of way that may obstruct sight lines for turning vehicles and sidewalks in need of repair to avoid tripping hazards. Another initiative we will pursue is the acquisition of additional electric vehicles. Through this, the department will be able to convert its fleet into an all electric and eco-friendly vehicle. The acquisition of a small pickup truck by the department will enable us to assist with some bulk trash pick-up situations when the Public Works Department cannot. This will allow for a sustainable practice that can benefit both the residents and Public Works Department. Prioritize Resiliency - Electric Vehicle Acquisition Establish different levels of certification and job titles within the department. Currently, there is only one job classification for Code Compliance Officers, which hinders the staff’s professional development. The department proposes establishing Code Compliance Officers 1 and 2, as well as a Code Compliance Supervisor. The department will tie the job classification with the certifications obtained by the team member as well as job performance. This should lead to a more motivated team with members developing their careers. In order to strengthen partnerships, expand knowledge base and stay current with best practices, staff will pursue membership in professional associations and obtain certification from organizations such as the Florida Association of Code Enforcement and American Association of Code Enforcement. Professional Development It currently takes the department 8 to 10 weeks to record documents with the County because we use regular mail. Our plan is to provide a more expeditious service by switching over to E- recording. This will reduce the amount of time a resident or the Village must wait to have documents recorded. Service Efficiency 62 The department will start a series of video presentations, hosted on the Village’s website, that explain the Code Compliance process. The department will utilize and maximize its social media presence to connect with the residents and provide educational and technical assistance. This ongoing project will ensure transparency and clarity of processes. Communications & Education PERFORMANCE MEASURES (KPIs) Complaint response time Number of proactive and reactive inspections Number of cases and percent that voluntarily comply Number of abatements and dollar value to cure violations Recording time with county New training and certifications from Florida Association of Code Enforcement and American Association of Code Enforcement 63 Finance DEPARTMENT: ACCOMPLISHMENTS ABOUT The Finance Department is responsible for the security of Village funds. The department is responsible for preparing the annual operating and capital budgets at the direction of the Village Manager. The department processes weekly payroll, cash receipts, and accounts payable and maintains the corresponding records. The pension plans are monitored and coordinated by the department. Risk management is also handled by this department. Submitted and awarded for the first time for FY19, the Government Finance Officers Association (GFOA) Popular Annual Financial Report (PAFR). Submitted and awarded for FY21, the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award. We anticipate receiving the award for the FY22 submission. Awarded the Certificate of Achievement for Excellence in Financial Report from the Government Finance Officers Association (GFOA). The Village first applied and received the award in 1985 and has received the award for 24 years. 65 Working in conjunction with the Village Clerk to purge records in accordance with the State of Florida retention rules and set up an annual process. Using the existing ERP system to further streamline processes once additional staff is in place. Support continued training of staff to remain current with industry standards and best practices. Implement a succession plan within the current fiscal year. Records Maintenance Process Improvement Succession Planning KEY INITIATIVES PERFORMANCE MEASURES (KPIs) Percentage of major revenues collected vs. budgeted Debt per capita Grant funding Percentage of inventoried assets confirmed Number of patrons served and response time Lien Search processing time Employee training 66 Library DEPARTMENT: ABOUT In 1943, George A. Brockway, a winter resident hailing from Cortland, New York, and manufacturer of Brockway Trucks, bestowed a gift of $50,000 to be used for the building of a library in Miami Shores. Today, the Library proudly serves over 6,000 cardholders, receives more than 130 visitors daily, and circulates more than 50,000 titles each year. The mission of the Brockway Memorial Library is to engage our community in opportunities for literacy and lifelong learning and to enrich the lives of our patrons by providing access to a wide variety of information, materials, and offerings, with a focus on education, the arts, and culture. ACCOMPLISHMENTS Brockway Memorial Library prides itself on its community partnerships. Recent collaborations include those with FIU’s Osher Lifelong Learning Institute, the South Florida People of Color, South FL’s PBS, the Archives Team at FIU, SEFLIN, the Southeast Florida Library Information Network, Bound by Beauty, and the Miami Seed Share organization. In an effort to “build community, spark creativity and inspire readers,” the Library established a Little Free Library in partnership with local Girl Scout Troop 800 at the entrance of the Miami Shores Tot Lot in 2019. Library volunteers serve as its stewards. In 2020, the Library’s mission statement was updated to reflect the Library’s purpose of not only serving the informational needs of our current community but to provide all our visitors with opportunities to engage in meaningful, enriching experiences through our programming. Construction began in 2021 on the Library’s Children’s Wing Expansion, which will serve as an extension of our current Youth Services Department, providing ample space for programs such as storytimes, crafting, STEAM, and more! In 2018-19/2019-20, the Library received two grants to digitize the Miami Shores Village Archives, a nearly 1,000-item collection of local history and memorabilia with the help of several local volunteers. In 2007, the Library was selected as one of the nation’s most treasured libraries in the publication, Heart of the Community: The Libraries We Love. Brockway was listed alongside well-known library giants, such as the Boston Public Library, Carnegie Library of Pittsburgh, and Princeton Public Library. On average, Brockway offers 300+ programs yearly to adults and children and nearly 700 new members have joined the Library since 2018. 68 Expand awareness of and access to Library offerings and services: e.g., service to the elderly and homebound. Provide educational/enrichment opportunities for patrons of all ages. Introduce intergenerational programming as a new offering in 2022-23. These are programs that bring generations together for a common purpose. Identify and evaluate educational/enrichment needs in the community and examine similar offerings in comparable municipalities, while utilizing local talented/expert members of our community. Help ensure community members understand how to access the Library’s catalog and services. Conduct a survey to identify resources/services that patrons find difficult to find and/or use. Adjust and rewrite portions of the website and instructional pamphlets to ensure easy access to our services. Continue to Identify and catalog materials that encompass the archival collection for cataloging and digitization. Continue digitization of the archival collection into FIU’s D-Panther repository, thus aiding in preservation and ease of access to the public. Hire a part-time Archivist. Refurbish aging areas of the main Library: Replace/refinish furniture, paint, update Awareness & Access Enhanced Educational Programming Village Archives Maintenance and Improvements bathrooms, replace front windows, refinish wood front doors, etc. KEY INITIATIVES 69 PERFORMANCE MEASURES (KPIs) Visitor counts Material circulation Program attendance Patron satisfaction New program offerings Employee development and training 70 Parks and Recreation DEPARTMENT: ABOUT The Miami Shores Village’s Parks and Recreation Department provides recreation programs for Miami Shores Village residents and neighboring communities. The Department consists of four divisions: the Community Center, Athletics Division, Aquatics Division, and Tennis Center. The Department strives on offering quality customer service, dynamic programming, and a safe, pleasurable environment for patrons, contractors, and employees. The Community Center offers over 40 indoor recreation classes per week, including gymnastics, karate, ballet, belly dance, senior fitness classes and many others. The Aquatics Center includes an 8-lane competition pool, as well as a brand new aquatic playground consisting of 5 slides and a 250 gallon interactive water bucket that splashes patrons every 10 minutes. The Athletics division hosts five intramural sports year-round including soccer, basketball, baseball, softball, and flag football. We also facilitate travel sports programs including soccer, lacrosse, and baseball. The Department also has 4 hard tennis courts and a subcontracted tennis program that offers clinics and private lessons beginning at age 4. ACCOMPLISHMENTS During the pandemic, the Parks and Recreation Department was able to provide safe indoor and outdoor recreation programs. The Athletics division provided after-school care, summer camp, soccer, basketball, and flag football programs. The Aquatics division provided safe water exercise classes, took reservations for lap swimming, and developed Covid-19 protocols that were used as templates for neighboring municipalities. The Department also introduced community events such as “Santa’s Express,” Outdoor Movie Nights, “Egg My Yard,” and provided a Virtual Tutoring Hub when school was strictly virtual. The Aquatic Center opened a $1.1 million water playground, which met capacity every weekend throughout its first open summer. Developed a pickleball program which attracted 150 players per week. 72 The Department will change its name from Recreation and Parks to Parks and Recreation to more adequately align with municipalities' best practices and to accurately reflect the duties of its operations. Develop and implement a Parks and Recreation Master Plan to provide a unified vision and planning framework for the enhancement, maintenance, and expansion of parks and recreation facilities to maximize the potential for growth in our recreation programs. A Parks Masterplan will help to optimize the best use of the athletic fields, tennis courts, basketball courts, and consider adding permanent pickleball courts, and remodeling or building a new community center. Athletics is currently at its maximum with programming because of limited field, basketball, and fieldhouse space. Perform a capital asset and building condition assessment. Partnered with ULI to conduct space assessment with final report containing key recommendations. Upgrading the facilities and utilizing them to their full capacity is essential. Adding outdoor amenities such as an additional tennis court and permanent pickleball courts will allow us to meet the increased demand by our residents for these programs. Striving to meet the recreation needs of the residents with state-of-the-art facilities and park space will allow the Department to offer additional programming for all ages from toddlers to seniors. Improve the quality of travel sports programs by seeking qualified professional subcontractors, improving communication between staff and subcontractors, and concentrating on balancing the revenue versus expenses of these programs. Initiate new innovative Community Center programs for all ages, as well as bring back programs that were suspended due to Covid-19. For example, duplicate bridge games, Driver’s license renewal, and innovative fitness classes including a community fitness walking program. Develop and implement marketing programs for residents to increase intramural sports participation. Name Change Evaluation & Planning Community Center Task Force Staff Recruitment & Retention Innovative Programming Marketing KEY INITIATIVES 73 PERFORMANCE MEASURES (KPIs) Completion of Parks Master Plan Implementation of Urban Land Institute (ULI) recommendations Number of athletic programs and participants After school care enrollment Aquatic Center admissions Number of accidents 74 Planning & Zoning DEPARTMENT: ABOUT Administering and maintaining the Zoning and Land Development Code Administering the development review process Comprehensive planning Promoting Resiliency and Sustainability throughout the Village Design review Historic preservation Processing the Planning and Zoning Board applications Reviewing of building permits for compliance with the Zoning and Land Development Code Site Plan Review Verifying permitted uses and zoning information for properties within the Village The Planning and Zoning Department works with residents, businesses, and the community to encourage sustainable development that protects the environment, fuels a viable economy, and preserves established neighborhoods where families can enjoy a favorable quality of life. Planning and Zoning guides and coordinates several activities related to growth, such as housing, mobility, and improvements to infrastructure. In addition, the department oversees several of the processes involving new and existing development and redevelopment within the Village. Planning and Zoning strives to provide the highest level of customer service and convenience through the coordination of the development review process. Planning and Zoning is committed to ensuring all development projects and new businesses within Miami Shores Village meet the requirements of the established Comprehensive Plan, Code of Ordinances, and have a positive impact on the quality of life of our residents, businesses, and visitors. This is achieved by the Department's primary responsibility of establishing clear goals, objectives, and policies in the Village's Comprehensive Plan, and implementing the standards of the Village’s Zoning and Land Development Code, including State and County requirements. The Zoning and Land Development Code outlines specific requirements regarding permitted uses, building setbacks, density, height, and location as well as parking, landscaping, signage, and more. Services Some services provided by Planning include: 76 ACCOMPLISHMENTS Completed five-year Community Rating System review and was able for the first time in the Village's participation history to qualify for a designation or rating of a 7. This rating will reduce the cost of all participating flood insurance policies in Miami Shores Village by 15% Completed 100 applications for review by the Planning and Zoning Board in 2021 Designated a historic home for the first time in over 20 years Created and implemented new irrigation and fertilizer ordinances promoting resiliency and sustainability Updated the Code of Ordinances to accurately reflect the vision of elected officials and residents of Miami Shores Village 77 Update the Comprehensive Plan Future Land Use Element Update the Future Land Use Map and correct inconsistencies Complete the 2021 Evaluation & Appraisal Report (EAR) based amendments and subsequently update the Land Development Code and Zoning map. Evaluate existing master plans or studies and propose amendments or updates. Needs assessment for new master plans or studies Digitize the existing Planning files to provide transparency for the general public seeking Evaluate and propose an overhaul of the Zoning Code. Create a new Mixed-use/Planned unit development portion of the Code of Ordinances to maintain consistency with the Comp Plan and encourage future redevelopment Utilize current EnerGov software to provide an electronic application submittal option to the public. This allows for greater transparency and access to the public. Improve forms and documents to facilitate the application process. Promote resilient and sustainable development. Create local and regional economic development partnerships with agencies like the Miami- Dade Beacon Council, Small Business Administration and to provide greater support, increase technical training opportunities and access to capital for the MSV market. Develop a "How to Start a Business" guide or other materials to support local entrepreneurs. Establish a Business Retention and Expansion program through partnerships with Small Business Administration. Creating alignment between job seekers and employers by promoting employment opportunities and careers (including those in the trades), particularly amongst young people entering the job market. Improve transparency and trust by creating a development handbook that explains the development review and zoning approval process to community members and business owners. Implement a robust webpage with the Village website, to engage and facilitate communication with the public. Conduct a downtown business assessment and prepare a development plan to spur investment and create a thriving destination for residents and visitors. Master Plan Process & Policy Improvement information Education & Communication Downtown Development KEY INITIATIVES 78 PERFORMANCE MEASURES (KPIs) Number of applications received online versus in-person and workdays to review Completion of the downtown business assessment and development plan Successful adoption of Comprehensive Plan and Zoning Code amendments Number of new collaborative partnerships Development & implementation of new education and communication programs (e.g.,Business Retention & Expansion) Training and development of staff 79 Police DEPARTMENT: ABOUT Operations Division functions include Uniformed Patrol response to calls for service, Telecommunicators, Traffic Safety Unit, K-9 Unit, Bicycle Patrol Unit, Unmanned Aerial Systems Unit, Barry University, other specialized units, and identifying and apprehending offenders. Investigative Division functions include Investigative follow-up and case preparation, Crime Scene Investigation, surveillance, and special operations, preparing and executing warrants, identifying, and apprehending offenders. Administrative Division functions include hiring, policy and procedure development and implementation, budgeting, scheduling, records management, information technology, and personnel management. The Police Department serves the Village community, which includes a population of over 11,000 residents plus the population of Barry University that lies within our jurisdictional boundaries. The Department provides a wide variety of public safety services to our residents, businesses, schools, religious institutions, and visitors through a team of sworn officers, telecommunicators, and civilian personnel. The fifty-three dedicated staff members provide excellent service through the twenty-four-hour response to calls for service along with community policing and engagement. The Department is a dedicated and diverse group of professionals who are committed to working with the community to make Miami Shores Village a safe and desirable place to live, work and visit. Our mission is to partner with community members to solve problems and improve public safety in a manner that is fair, impartial, transparent, and consistent. The department is comprised of three divisions: Operational, Investigative, and Administrative. 81 ACCOMPLISHMENTS Expanded the Bicycle Patrol Program Implemented the Traffic Safety Unit Installed thirteen fixed sites of Automated License Plate Readers-ALPR Restructured/enhanced the recruitment/hiring process, including broadening our scope and ability to recruit candidates through a variety of sources Unmanned Aerial System (DRONE) - This program is designed to assist with investigations, disaster assessment and monitoring special events Emerging Leadership with succession planning by cultivating diverse new leaders in upper management Developing a mentoring process for new personnel from the application process through the completion of field training Selected an accreditation supervisor Signed contract and purchased body worn cameras/in-car cameras Restructuring of command staff based on internal promotions 82 A more enhanced presence and relationship with the west side residents. Expansion of crisis intervention response capability. Launching Special Needs Registry. Augmenting the Bicycle Patrol Unit and its programs. Concentration on Data-Driven Approaches to reduce Crime and improve Traffic Safety (DDACTS). Increase the number of sworn officers/civilian personnel. Identify initiatives for employee retention to include: Wellness program. Career pathing with more opportunities. Employee recognition program. Obtain Commission for Florida Law Enforcement Accreditation. Expand training and create a training supervisor role. Increase the level of community trust and transparency Body Worn cameras and In-car cameras. Expand social media footprint. Expand and Improve Community Policing efforts to include: Recruitment & Retention Professional Development Trust & Transparency KEY INITIATIVES 83 PERFORMANCE MEASURES (KPIs) Traffic calming measures Number of traffic crashes and pedestrian roadway injuries Crime Complaints and response times Number of on-duty injury/Workman’s Compensation claims and use of sick time Officer turnover Training & certifications Accreditation 84 Public Works DEPARTMENT: ABOUT The Solid Waste Division is responsible for collecting household garbage, recycling, and bulk waste to over 3500 homes twice a week. This is accomplished with 3 garbage trucks, 2 bulk waste grabber trucks, 2 bulk waste loaders, and 5 bulk waste dump trucks. The Fleet division employees include three certified mechanics and 1 assistant mechanic that maintain a fleet of over 125 vehicles & trucks and various small tools. They also fabricate many specialized items as needed. The Parks division consists of 5 employees who maintain 6 parks located throughout the Village as well as the landscaped medians, barricaded street closures, and grounds at the municipal facilities. The Streets Division has 3 employees that maintain approximately 4 sq. mi. of Village roads and all the Village-owned signs and warning devices. The Recreation Maintenance division has 2 employees that are responsible for maintaining the recreation fields and tot lot grounds at the Recreation Department. The Storm-Water division has 2 employees who maintain the vast labyrinth of on-street drainage pipes and catch basins. They also monitor and exercise a drainage pump station located on Bayshore Drive and NE 93rd Street. The Citizens Independent Transportation Trust (CITT) division has 2 employees that keep the streets clean and neat throughout Miami Shores Village. This is accomplished with the use of 2 Street Sweeping trucks and at times a manual refuse pickup. The Local Option Gas Tax (LOGT) division has 2 employees that maintain all the trees throughout the Village. The Public Works Department provides vital services to the Miami Shores Village residents, businesses, and visitors. The Department consists of 42 employees across nine divisions: Solid Waste, Fleet, Parks, Streets, Recreation Maintenance, Storm Water, CITT, LOGT, and Administration. Each division strives to provide exceptional customer service to each and all that they serve. 86 During the past year, the Public Works Department continued to provide the residents with an exceptional level of service, while experiencing many Covid-19 related absences. The cross- training we provide to our employees allows for coverage of all areas at any given time. Awarded two key grants that allow for drainage improvements for the Miami Shores Estates neighborhood. The first grant, in excess of one million dollars, was a ‘septic to sewer’ conversion grant. The second grant was for the installation of a storm water pump station system also in excess of one million dollars. Completion of the Multi-Modal pedestrian path along NE 2nd Avenue from 104th Street to 111th Street. This project was a collaboration between the Village, Miami-Dade County and FDOT. The project consisted of widening the existing sidewalk to increase safety and allow for better pedestrian traffic flow. Public Works is most proud of being able to support other municipal departments, allowing them to continue to operate throughout the pandemic. For the Building Department, a Covid- 19 preventative waiting area was set-up. For the Recreation Department, a holiday float was created during the winter season to safely transport Santa Claus bringing cheer throughout the Village. ACCOMPLISHMENTS 87 The Department’s overall key initiative is to provide residents of Miami Shores Village with the highest level of service possible. Design and implement a comprehensive wayfinding signage system. Review Capital Improvement Plan (CIP) and develop a prioritized implementation plan. Develop an asset management program for all Village infrastructure that assesses condition, lifecycle determinations, and a preventative maintenance program for major capital assets, including Village buildings—to extend their lifecycle. Develop a long-term capital reserve/asset management funding strategy for maintaining and replacing infrastructure assets. Develop an infrastructure study that includes a phasing schedule for septic to sewer conversion schedule. The Department seeks to reduce its carbon footprint by tracking current vehicle fuel usage to ensure they are running optimally and replace retired vehicles with more fuel efficient vehicles. Obtain a GIS mapping of all public assets to assist with FEMA claims and reimbursements in the event the Village experiences a major disaster. As feasible, implement more resiliency and sustainability elements into all future design projects. Build an up-to-date Geographic Information System (GIS) inventory of all utility infrastructure. Resident Satisfaction Planning Resiliency & Sustainability Technological Solutions KEY INITIATIVES 88 PERFORMANCE MEASURES (KPIs) Complaint response time Project completion time (planned vs. actual) Waste & recycling volume New plans developed and implemented Fleet maintenance costs vs. replacement costs Fuel usage 89 The voices of the Village have been heard. As our strategy is now established, we conclude this report with a quote that illustrates why our attention will now shift to execution. “Execution is the ability to mesh strategy with reality, align people with goals, and achieve the promised results.” Lawrence Bossidy Miami Shores Village Official Government @miamishoresvillage1932 www.msvfl.gov @miamishores1932 (305) 795-2207 10050 NE 2nd Ave, Miami Shores, FL 33138