HomeMy WebLinkAbout2010-022-1204 - 5 Year Strategic Plan
City of Miami Gardens Agenda Cover Memo Council Meeting Date: January 27, 2010 Item Type: (Enter X in box) Resolution Ordinance Other X Fiscal Impact: (Enter X in box) Yes No Ordinance
Reading: (Enter X in box) 1st Reading 2nd Reading X Public Hearing: (Enter X in box) Yes No Yes No X Funding Source: Advertising Requirement: (Enter X in box) Yes No X Contract/P.O.
Required: (Enter X in box) Yes No RFP/RFQ/Bid #: N/A X Sponsor Name Danny Crew, City Manager Department: City Manager ‘s Office Short Title: A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF MIAMI GARDENS, FLORIDA, APPROVING THE FIVE (5) YEAR COMPREHENSIVE STRATEGIC PLAN FOR THE CITY ATTACHED HERETO AS EXHIBIT “A;” PROVIDING FOR THE ADOPTION OF REPRESENTATIONS; PROVIDING
AN EFFECTIVE DATE. Staff Summary: Background As an organization, the City of Miami Gardens has grown significantly since its incorporation in 2003. One of the guiding principles used
by city leaders was a need to identify long-term strategic objectives that would govern budget priorities, while providing residents and stakeholders a means by which to monitor the
city’s progress in meeting those objectives. In early 2004, the City Council adopted the first strategic plan which covered fiscal years 2004-2009. During this period, City staff has
been successful in accomplishing many of the long-term goals and objectives outlined in that initial plan, as well as pursuing other initiatives deemed to be in the best interest of
the City and its residents. As the City continued to progress toward a mature organization, the development of a new strategic plan became necessary to serve as the document to guide
staff in focusing its efforts in the pursuit of new goals and objectives appropriate for a city of the size of Miami Gardens over the next 5 years. ITEM J-8) CONSENT AGENDA RESOLUTION
Approving the five year Comprehensive Strategic Plan
1515 NW 167 Street, Building 5 Suite 200 Miami Gardens, Florida 33169 Current Situation In late 2008, the Mayor and Council directed the City Manager to engage a professional consultant
to work with staff in the development of a new strategic plan document. Ms. Donna Ginn, Crossroads Consulting, was selected because of their extensive experience in the development of
strategic plans for a number of organizations both public and private. The development of a comprehensive strategic plan includes active participation from several stakeholders (residents,
city staff, and elected officials) in order to establish consensus regarding long term goals, available resources, and realistic time measurements. Once consensus was established, the
City’s senior management and elected officials engaged in intense workshops where all suggested goals were drilled down into six (6) key objectives that affected all aspects of the progressive
and well rounded community the City of Miami Gardens aspires to become. The attached strategic plan document reflects the 6 objectives, along with the related goals, measurement indicators
and time factors for each. It is Staff’s intent to present a resolution to City Council recommending adoption of the 5-year strategic plan document covering fiscal years 2009-2013. With
the adoption of the new strategic plan, City staff will proceed to implement the goals and objectives outlined therein. Moreover, staff will develop a measurement instrument intended
to assist department directors in recommending budget and staffing levels that will meet the goals and objectives outlined in the strategic plan document. Proposed Action: City staff
recommends City Council approval of a resolution adopting the 5‐year strategic plan covering fiscal years 2009‐2013. Attachment: • Strategic Plan Document FY 2009‐2013
City of Miami Gardens Strategic Plan 2009 ‐2013 Prepared by: Crossroad Consulting Group, LLC November 2009
2 Table of Contents I. Summary 3 II. The Strategic ‐Plan Objectives, Goals, Strategies, Measures Organizational Effectiveness 6 Business and Economic Development 8 Public Safety 10 Quality
of Education 12 Quality of Life & City Image 13 Internal and External Communication 14 III. Appendix Roles and Responsibilities 16 Community Meetings ‐Pictures 21
CITY OF MIAMI GARDENS 2009-2013 STRATEGIC PLAN INTRODUCTION Under the direction of Mayor Shirley Gibson and the City Council, the leadership of the City of Miami Gardens agreed to engage
in a four-phase process (Figure 1) to develop the 2009 – 2013 strategic plan. When the City began strategic planning in 2005 the leadership stated unequivocally that it was important
to articulate a set of deep and abiding operating principles that would guide the actions of all city employees and the council. During a very thoughtful and passionate dialogue seven
(7) basic principles were identified. They are as follows: CITY OF MIAMI GARDENS OPERATING PRINCIPLES Citizens have a voice and perceive the government as transparent, accessible,
and accountable. Businesses thrive and contribute to the economic growth of the City and hire the residents. Viable partnerships exist between council, businesses, and homeowners
to ensure interest and involvement in city government. Viable partnerships exist with local and state school boards to ensure resources to better educate the youth of Miami Gardens.
There is a strategic plan in place to guide the use of financial and human resources. There is an internal structure where policies and processes are in place and working well.
Others in Miami Dade County look and see a community that is vibrant, clean, and beautiful. 3
THE STRATEGIC PLANNING PROCESS Phase 1A & B Identify Critical Success Factors Public Meetings City Leaders Interviews Phase II 2 Day Planning Meeting with City Leaders Phase IV 2 day
Planning Meeting with City Leaders to Complete Final Plan Phase III Catchball Process Figure 1 Strategic Planning Process PHASE I – CITIZEN INVOLVEMENT: IDENTIFICATION OF CRITICAL SUCCESS
FACTORS The first step in the planning process was to understand what the citizens of Miami Gardens believed were the critical success factors for the City; i.e. the goals that had to
be achieved to make Miami Gardens a world-class city. Focus group meetings were held in each Council member’s district. These meeting were advertised and open to all citizens. The citizens
identified ten (10) critical success factors (CSF); i.e. the goals that have to be achieved to make Miami Gardens a world class city. Further, the citizens expressed an expectation that
these CSF’s would be addressed in the strategic plan. CRITICAL SUCCESS FACTORS Code Enforcement Services to Seniors Civic involvement Services to Youth Communication to Citizens Customer
Service Crime Prevention Quality of Life Education Economic Development. 4
5 It is not surprising that these critical success factors aligned with the principals indentified by the City leaders in the 2005 strategic planning process. It clearly demonstrates
alignment in thinking among the citizens and between the citizens and the City’s leadership. Further, it demonstrates that the leadership has been effectively communicating with the
citizens. CITY LEADERSHIP INPUT – PHASE IB An additional set of information was collected from the city’s leadership. This information contained what the leadership team viewed as the
priorities over the next 5 years, what resources existed to help the city achieve those priorities, and what challenges had to be managed to achieve the priorities. What emerged from
those interviews was the following: PRIORITIES INDENTIFIED BY CITY LEADERSHIP Financial and Economic Development Citizen Security and Safety Customer Service Construction of a new City
Hall Development of Parks and Recreation Development of good people City Image Managing the City’s growth growth PHASE II & III: PLANNING MEETING AND CATCHBALL PROCESS In the first two-day
planning meeting the leadership reviewed information from the community meetings and from their interviews. While they acknowledged some differences in priority between themselves and
the citizens, they believed there was a general sense of agreement about the strategic choices the City had to make for this time frame. With the CMG operating principles as a foundation,
the input of the residents, and the knowledge and expertise of the Mayor, Council, and administrative staff, six (6) priority areas were identified and goals, strategies and measures
were developed. AREAS OF PRIORITY Organizational Effectiveness Public Safety Economic and Business Development Education, Internal and External Communication Quality of Life and City
Image The next step in the process, known as catchball, is done as a reality checkpoint for the plan. Each department head was charged with analyzing the goals and strategies for their
financial feasibility and technical and human resource requirements. Once this analysis was complete, the group reconvened,
presented their findings and agreed on the final plan. Additionally, they completed charts of roles and responsibilities for each goal and strategy. What follows is the plan for fiscal
years 2009-2013. PRIORITY AREA # 1ORGANIZATIONAL EFFECTIVENESS 6 OBJECTIVE GOALS STRATEGIES MEASURES Enhance the effectiveness of the organization 1. Strengthen leadership and anagement
skills of mployees me . Improve mployee Morale 2E 1.1. Establish and mplement professional evelopment id 1.2 Create and implement Miami Gardens Leadership Certification Programs for
supervisor, managers, and executives using inside, utside and on‐line esources or 1.3 Develop career ladders to move employee from entry evel to more skilled evel positions ll 2.1 Develop
and enhance rewards and recognition programs (Outstanding Employee of the Month, Employee Suggestion and Departmental nonmonetary Programs) to effectively motivate workforce 1.1.1 Hire
on have th 2010 e analyst by June 2009 an e other on board by June d 1.2.1 a Conduct training on on managing t performance, discipline, coaching and counseling, leadership, conflic resolution,
project management, change, , and motivation by organizational communication January 2011 1.2.1 b Train all employees on topics such orkplace, sexual ral diversity by as ethics in the
w harassment, cultu December 2010. 1.2.2 Conduct departmental training by 0 and follow up for hin first quarter of December 201 new hires wit employment 1.3.1 Review all job descriptions,
ine class series, and ent program by January determ implem 2010. 2.1.1 By June 2010 implement surveying of new hires within 60 tion nd days of hire, prior to comple of probationary period
and e Of one year of employment.
ORGANIZATIONAL EFFECTIVENESS (CONT.) OBJECTIVES GOALS STRATEGIES MEASURES Enhance the effectiveness of the organization 3. Enhance City workforce technical skills: a) Enhance existing
employee technical skill b) Assess technical kill of pplicants sa 4. Improve Citywide Customer Service a) Improve Internal Customer Service b) Improve External Customer Service 5. Streamline
and automate all processes 3.1 Establish a knowledge assessment process based on mployee job escriptions ed 4.1 Create CMG Internal mer Servic y” City Custo e “Philosoph • SeCustomer
ission rvice • Vision, M • Admin Standards 5.1 Develop Standardized processes and procedures citywide to improve the perating effectiveness f all departments oo 5.2 Standard Operating
Procedures Implemented in each Department 3.1.1 Implement knowledge assessment process by October 2011. s 3.1.2 Implement citywide liaison group to train and share information of business
functions by Oct. 2009. 4.1.1 Improve internal customer service” listed objective for each Department Director’s and employee evaluation by Oct. 2009 4.1.2 Implement CMG training Oct.
2009 e ervic nal 4.1.3 Distribute annual customer s surveys to internal and exter customers December 2009 5.1.1 All departments review operations t and make recommendation on improving
effectiveness in at leas ne 2009 and mendations by two areas by Ju Implement recom October 2009 5.2.1. SOPs completed for each Department by December 2009 PRIORITY AREA # 2BUSINESS AND
ECONOMIC DEVELOPMENT 7
OBJECTIVES GOALS STRATEGIES MEASURES Advance Business & Economic Development in 3 established major corridors 1. Establish and define the City’s economic development function. 2. Enhance
retail & service mix 1.1 Articulate the need & obtain consensus from decision makers. 2.1 Develop a retail economic development strategy plan and document. 2.2 Conduct a business focus
group. business 2.3 Develop a directory. 2.4 Market established economic development corridors on a regional and national level 2.5 Adopt zoning code/land development regulations that
incentivize and otherwise encourage higher intensity and density mixed. 1.1.1 Obtain agreement on de of function and organiza 09 finitio tion n structure by Dec 20 1.1.2 Secure budget
and commitment of dedicated resources ($125k For first year) by Sept. 2009 e staff by 1.1.3. Recruit and hir January 2010. 2.1.1 Document completed by March 2009, to include permit incentives,
marketing plan, alternative funding mechanisms and other polices (predicated on accomplishment of goal #1) f designated body by 2.2.1 Approval o July 2010 of tion of 20% City by 2.2.1
Secure participa businesses in the December 2010 2.3.1 Establish city sponsored magazine 2.4.1 Establish marketing plan by January 2011. Plan to include services and incentives to be
offered by City. ic 2.4.2 Establish clear responsibility om in for City’s business and econ development functions with overlap ping jurisdictions (Enterprise Zone, Empowerment Zones,
etc.). 2.5.1 Adopt revised Zoning Code/Land ulations by e incorporation Development Reg 2009, including th of new sign code 8 BUSINESSS AND ECONOMIC DEVELOPMENT (CONT.)
9 OBJECTIVE GOALS STRATEGIES MEASURES Advance Business & Economic Development in 3 established major corridors 3. Redevelop ial existing industr parks. 4. Strengthen professional office
base inventory. 3.1 Adopt enhanced landscape and streetscape s that r standard create a highe quality openvironment for new devel ment and redevelopment. d 3.2 Insure adequate infrastructure
an services (highspeed internet, transit, etc) industrial sewer, within parks. 4.1 Establish a e directory of e offic ithin availabl space w the City 4.2 Identify sites for development
of pace ment new office s or redevelop of existing office space. & B 4.3 Market class A office space development opportunities nationally and internationally. 3.1.1 Create economic incentive
plan specifically for ning industrial parks (i.e. entertainment district zo overlay, free trade zone) y’s 3.1.2 Adopt enhanced landscape of the Cit LDR by standards as part new Zoning
Code/December 2009. 3.2.1 Identify, evaluate and er, on coordinate with water, sew internet, & telecommunicati service providers by 2011. it 3.2.2 Work with Comcast to comm s in the
to internet upgrade industrial areas and major corridors by 2011. f 4.1.1 Secure participation of 50% o office building management firms in the City by Dec. 2010 4.2.1 Plot a map reflecting
viable ity sites that meet zoning igh dens ent by standards for h office developm February 2011 such et 4.3.1 Work with publications ( as Black’s Guide) to mark the City for office space
development and redevelopment by 2011.
PRIORITY AREA # 3PUBLIC SAFETY OBJECTIVES GOALS STRATEGIES MEASURES Create a community culture of safety 1. Enhance Public Safety a) Decrease violent crimes by 15% (homicides, robberies,
assaults, and sexual assaults. b) Decrease Total Part I crimes by 20% 1.1a Maintain budgeted staffing by actively recruiting and hiring new employees 1.2a Create violent crimes squad
to investigate and seek out and arrest violent offenders. 1.3a Utilize advanced technology and crime analysis instruments to identify trends and deploy personnel effectively. 1.4a Reduce
the occurrences of violent crime by developing and maintaining a liaison with Parks and Code Enforcement to address safety and quality of life issues. 1.5a Implement the Neighborhood
Enrichment Division to prevent crime, address quality of life issues and solve neighborhood problems. 1.1b Review all property sold at Pawn Shops. 1.2b Conduct monthly body shop inspections
to deter auto thefts 1.1.1 Ensure budgeted staffing each quarter is maintained. 1.2a.1 Violent crime cases are solved and offenders arrested. 1.3a.1 Crime Analysis Unit is able to provide
up to the minute statistical information. 1.4a.1 Division commanders utilize these resources to effectively deploy personnel. 1.4a2. Liaison officers are designated and routine meetings
are held. 1.5a.1 Complete the hiring of 27 officers by October 1, 2011 to establish the CET. 1.5.a.2 Full Community Policing component including training is implemented January 1, 2012.
1.1b.1Identification of burglary subjects and stolen property through pawnshop checks. 1.2.b.1 Recovery of stolen vehicles and parts. Closure and/or fines assessment of improper businesses.
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PUBLIC SAFETY (CONT.) 11 OBJECTIVE GOALS STRATEGIES MEASURES Create a community culture of safety c) Enhance Community interaction with the Department to create safe environment. 2.
Increase motorists safety & reduce traffic crashes in the City of Miami Gardens a) Reduce traffic accidents by 10%. b) Increase DUI arrests by 25% 1.1c Increase Neighborhood Watch Participation
each year by 25 participants 1.2.c Increase participation in the Zero Tolerance Program to include one half of the City’s licensed businesses. 2.1.a Implement and maintain Red Light
Enforcement program. 2.2.a Create public education for traffic safety. 2.3. a. Fully implement 6 members Traffic Unit. 2.4.a Deploy SMART Trailers throughout City. 2.5a Certify 5 additional
officers each year in Radar operation. 2.1b Conduct monthly DUI Checkpoints. 2.2.b Create a public safety campaign advising of Zero T olerance of DUIs in CMG. 2.3b Create partnerships
with local law enforcement agencies to assist in enforcement effort. 1.1c.1 Additional Neighborhood Watch Programs created. Attendance and participation consistent. Org charts reflect
an increase of at least 25 total participants program wide. 1.2c.1A total of 1150 (one half of City registered businesses) new businesses are registered and signs are posted on site.
2.1a.1Areas where “Red Light” Cameras are located show a reduction in crashes each year by 5%. 2.2a.1Total number of traffic crashes is reduced by 2% each year. 2.3a.1Monthly traffic
enforcement statistics consistent with deployment of personnel. Generated statistics at or above the performance standard determined by an average of officer productivity TBD each month.
2.1b.1 Bi‐monthly DUI checkpoints are conducted by staff and statistics incorporated in Council’s Report. 2.1b.1 Number of DUI arrests increases by 5% each year. 2.2.b.1 Coordinate 5
Public Service announcements each month in various media outlets. 2.3b.1 Document participation of at least 1 other law enforcement agencies in MGPD’s DUI checkpoint initiatives.
PRIORITY AREA # 4QUALITY OF EDUCATION OBJECTIVE GOALS STRATEGIES MEASURES Improve the quality of education in the City of Miami Gardens 1. Research opportunities for taking control of
the school system in City of Miami Gardens 2. Create educational culture that is relevant to City of Miami Gardens residents 3. Create a communal approach to education 1.1 Complete the
education program feasibility study 2.1 Conduct an analysis of the most advantageous education model for City of Miami Gardens parents and students 3.1 Establish an education model to
achieve excellence in education in City of Miami Gardens 1.1.1 Define options for acquisition and financing of school systems by January 2010 2.1.1 Complete education model ‐analysis
for K‐12 by December 2010 2.1.2 Complete education model ‐analysis for adults by June 2011. 3.1.1 Identify private partners for vocational expertise and funding by October 2012 12
PRIORITY AREA # 5QUALITY OF LIFE AND CITY IMAGE 13 OBJECTIVE GOALS STRATEGIES MEASURES Enhance overall quality of life for residents and usinesses of CMG our image) b( 1I. Improve City
dentity and image 2. Improve City infrastructure. 1.1 Establish a branding campaign. ate in the Award 1.2 Particip Baldrige Process 2.1 Reinforce the use of City of Miami Gardens as
a principle address 2.2 Prioritize 22 zones for sidewalk repairs in the entire City. 2.3 Rebuild and landscape NW 7thAve between183rd and 199 Street. 2.4 Standardize Right of Way .5
Increase City wide tree canopy 2 1.1.1 Implement by end of Nov 09 d 1.2.2 Obtain Baldrige Awar by September 2011. alize the use of n all media by 2.1.1a Form CMG i 2010 0 articles on
ange address 2.1.1b Publish 2 how to ch by 2010. ir 7 zones annually plete 22 zones by 2.2.1 Repa to com 2011 2.3.1 Complete work by September 2010 2.4.1 Develop plan by December 2009
2 .5.1 Increase by 6% by 2011
14 PRIORITY AREA # 6INTERNAL AND EXTERNAL COMMUNICATION OBJECTIVE GOALS STRATEGIES MEASURES Improve internal and external communication 1. Improve thro the entire organization ughout
2. Improve unication esidents and comm to city r others 1.1 Develop a communication plan mployee 1.2. Develop an e newspaper. ty 2.1 Develop a ci newspaper ation 2.2 Create inform sessions
for sinesses, employees, residents, bu and visitors ublic 2.3 Use English and Spanish for all p announcements. e ugh 2.4 Improve onlin presence thro City website .5 Produce quarterly
newsletter mailer 2 1.1.1 Implement a City ommunicaan by Feb wide c tion pl 2010. r 1.2.2 Publish monthly employee newslette by December 2009. 2.1.1 Implement a community newspaper by
Oct 2010 2.2.1 Formalize informas ly by tional workshop monthly/quarter November 2009 2.3.1 Standardize use of English & Spanish for All public announcer ments by Oct 2010 (determine
need fo Creole after 2010) e 2.4.1 Complete websit development by December 2009 t quarterly r mailer mailer by 2.5.1 Implemen newslette Dec 2009 APPENDIX
ORGANIZATIONAL EFFECTIVENESS – ROLES & RESPONSIBILITIES STRATEGY LEAD DEPART FINAL AUTHORITY INPUT OWNER LEAD DEPART 1.1. Establish and implement professional development HR HR HR HR
HR 1.2 Create and implement Miami Gardens Leadership Certification Programs for supervisor, managers, and executives using inside, outside and on‐line resources H R HR HR HR H R 1.3
Develop career ladders to move employee from entry level to more skilled level positions HR/All HR HR HR HR/All 2.1 Develop and enhance rewards and recognition programs (Outstanding
Employee of the Month, Employee Suggestion and Departmental non‐monetary Programs) to effectively motivate workforce HR City Manager HR HR City Mgr. HR City Mgr 2.2 Create and implement
employee communications forum City Manager City Manager HR City Mgr. City Mgr 3.1 Establish a knowledge assessment process based on employee job descriptions HR HR HR HR HR 4.1 Create
CMG Int e ernal City Customer Servic “Philosophy” Customer Service Vision, Mission Admin Standards Council City Manager Council City Manager HR Council City Mgr. Council City Mgr 5.1
Develop Standardized processes and procedures citywide to improve the operating effectiveness of all departments All All HR City Mgr. All 15
BUSINESS AND ECONOMIC DEVELOPMENT – ROLES AND RESPONSIBILITIES 16 GOAL/STRATEGY LEAD DEPART OWNER FINAL AUTH INPUT INPUT INPUT INPUT 1.1 Articulate the need and obtain consensus from
decision makers Community Development Planning & Zoning City Admin. 2.1 Develop a retail economic strategy document Community Development Planning & Zoning Code Enforce Building 2.2
Establish a business focus group Community Develop Planning & Zoning Code Enforce Building 2.3 Develop a Business Directory Community Development Panning & Zoning Code Enforce Events
& Media 2.4 Market established economic development corridors on a regional and national level Community Development Planning & Zoning Events Media & Information Technology 2.5 Adopt
zoning code/land development regulations that incentivize and otherwise encourage higher intensity and density mixed use development within the city’s major corridors. Planning & Zoning
Public Works Building Commun Develop ity Code Enforce CA ity dmin 3.1 Adopt enhanced landscape and streetscape standards that create a higher quality environment for new development
and redevelopment Public Works Planning & Zoning 3.2 Insure adequate infrastructure and services (high‐speed internet, sewer, transit, etc) within industrial parks. Public Works Capital
Projects Planning & Zoning 4.1 Establish a directory of available office space within the City Community Development 4.2 Identify sites for development of new office space. Community
Development Planning & Zoning 4.3 Market class A & B office space development opportunities locally and nationally. Community Development Events Media &
PUBLIC SAFETY – ROLES AND RESPONSIBILITIES 1 17 GOAL/STRATEGY LEAD DEPT OWNER FINAL AUTH INPUT INPUT INPUT INPUT INPU T INPUT 1.1.aMaintain budgeted staffing by actively recruiting and
hiring new employees while ally . maintaining a cultur diverse organization HR PD PD HR Procure ment IT 1.2.aCreate a violent crimes squad to investigate, seek out and apprehend violent
offenders. PD PD PD 1.3.aUtilize advanced technology and crime analysis instruments to identify trends and deploy personnel effectively. PD PD PD IT 1.4aReduce the occurrences of violent
crime by developing and maintaining a liaison with Parks and Code Enforcement to address safety and quality of life issues. PD PD PD Parks Code 1.5a Implement the Neighborhood Enrichment
Division to prevent crime, address quality of life issues and solve neighborhood problems. HR PD PD HR Procure ment Fleet IT Finance 1.1.bReview all proper sold at Pawn Shops ty PD PD
PD 1.2.bConduct monthly body shop inspections to deter auto thefts. PD PD PD 1.1. c Increase Neighborhood Watch Participation each year by 25 participants. PD PD PD Procure ment Building
Finance IT 1.2.c Increase participation in the Zero Tolerance Program to include one half of the City’s licensed businesses PD PD PD Procure ment
PUBLIC SAFETY – ROLES AND RESPONSIBILITIES – (CONT.) GOAL/STRATEGY LEAD DEPT OWNER FINAL AUTH INPUT INPUT INPUT INPUT 2.1. a Fully implement and maintain Red Light Enforcement program.
PD PD PD Public works Zoning City Attorney 2.2. a Create public educat program for traffic safety. ion PD PD PD Parks Sp. Event SCG 2.3. a Fully implement six member Traffic Unit. PD
PD PD 2.4. a Deploy SMART Trailer throughout City. s PD PD PD 2.5. a Certify five additional officers each year in radar operation. PD PD PD Procurement 2.1.bConduct bi‐monthly DU Checkpoints.
I PD PD PD 2.2.b Create a public safety campaign advising of “Zero Tolerance” of DUIs in CMG. Specifically target school age and college level students. PD PD PD Special Events IT 2.3.b
Create partnerships with ocal law enforcement agencies o assist in enforcement effort. lt PD PD PD Other LE QUALITY OF EDUCATION – ROLES AND RESPONSIBILITIES GOAL/STRATEGY LEAD DEPART/OWNER
FINAL AUTHORITY INPUT 1.1 Complete the education City Manager Council/City manager Finance/City Attorney 2.1 Conduct an analysis of the m City manager Council/City Manager Council Manager
3.1 Establish an education mode City Manager Council/City Manager Council/Manager 18
19 QUALITY OF LIFE AND CITY IMAGE – ROLES & RESPONSIBILITIES GOAL/STRATEGY LEAD DEPT OWNER INPU T INPUT INPUT INPUT INDIRECT INVOLVEMENT 1.1 Establish a branding campaign Event Media
Event Media Procure City Attorney Economic Develop Assistant City Mgr Consultant Council Community, Businesses, Residents, Stakeholders, Etc. 1.2 Participate in the Baldrige Award Process
City Manager Consultan t or In house City Mgr. All Depart Heads Finance Procure (Required) All Dep Heads art Cities of Coral Springs, Oakland Park, Baldrige Panel 2.1a Reinforce the
use of CMG as a principle address City Manager Event Media Zoning Depart Economic Developm ent Post Offic Mapping System Google, PS, STS) e (G Community Contractor Hired 2.1b Publish
20 articles on how to change address by 2010 2.2 Prioritize 22 Zones for sidewalk repairs in the entire City Public Works Public Works Procure F inance Public Works Assessme nt Book
2.3 Rebuild & Landscape NW 7th Avenue Public Works Public Works County Procurem ent Finance County Residents FPL, NMB, Resident 2.4 Standardize right of way Zoning ce Zoning Ordinan
Public Works Zoning Finance Procurem ent Consultant Developer Property Owner 2.5 Increase Citywide tree canopy Public Works Public Works Procure Finance Residents Business Urban Forestry
Community
PHOTOS FROM COMMUNITY MEETINGS 20