MIAMI-DADE COUNTY STRATEGIC PLAN 2020

MIAMI-DADE COUNTYSTRATEGIC PLAN2020

CARLOS A. GIMENEZ, MAYORBOARD OF COUNTY COMMISSIONERSAUDREY M. EDMONSON, CHAIRWOMANREBECA SOSA, VICE CHAIRWOMANBARBARA J. JORDAN, DISTRICT 1JEAN MONESTIME, DISTRICT 2AUDREY M. EDMONSON, DISTRICT 3SALLY A. HEYMAN, DISTRICT 4EILEEN HIGGINS, DISTRICT 5REBECA SOSA, DISTRICT 6XAVIER L. SUAREZ, DISTRICT 7DANIELLA LEVINE CAVA, DISTRICT 8DENNIS C. MOSS, DISTRICT 9SEN. JAVIER D. SOUTO, DISTRICT 10JOE A. MARTINEZ, DISTRICT 11JOSÉ “PEPE” DÍAZ, DISTRICT 12ESTEBAN BOVO, JR., DISTRICT 13HARVEY RUVIN, CLERK OF COURTSPEDRO J. GARCIA, PROPERTY APPRAISERABIGAIL PRICE-WILLIAMS, COUNTY ATTORNEYJENNIFER MOON, DEPUTY MAYOR/DIRECTOR, MANAGEMENT AND BUDGET

STRATEGIC PLAN:CONTENTSMESSAGE FROM THE MAYOR. 2TABLE OF ORGANIZATION. 3STRATEGIC PLAN: VISION, MISSION AND GUIDING PRINCIPLES. 5OUR COUNTY. 6OUR GOVERNMENT.13RESULTS-ORIENTED AND RESILIENCE-FOCUSED GOVERNING. 16STRATEGIC AREA GOALS AND OBJECTIVESPUBLIC SAFETY. 18RECREATION & CULTURE. 20TRANSPORTATION & MOBILITY.22NEIGHBORHOOD & INFRASTRUCTURE.24HEALTH & SOCIETY.28ECONOMIC DEVELOPMENT. 30GENERAL GOVERNMENT.32GOALS & OBJECTIVES BY DEPARTMENT. 36

Dear Residents,As my term as Mayor concludes, I am pleased to presenta revised Strategic Plan for Miami-Dade County. Strategicplanning keeps all of us who act as your public servants clearlyfocused during our decision-making and budgeting processes.It helps ensure that funding is allocated in a transparent waywith concrete goals, objectives and performance expectationsacross the full extent of County government to deliver neededservices to our community.This Strategic Plan update is different than past revisions.While addressing everyday service delivery needs in ourcommunity, County government is presented with major longterm challenges to our community resilience posed by rapidgrowth and climate change. With this in mind, Miami-Dade County has implemented the CityResilience Framework developed by the Rockefeller Foundation’s 100 Resilient Cities Program.The Resilience Framework encourages jurisdictions to take a holistic look at their organization.These important resilience planning efforts address more than climate change. They strengthenour ability to recover from short-term shocks and long-term stressors posed by events rangingfrom hurricanes and infrastructure failures to evolving migration patterns. They ensure we focuson the economic viability and vitality of our region well into the future.By monitoring each County department’s performance in meeting the goals and objectivesof this revised Strategic Plan through the lens of a first-of-its-kind Resilient Scorecard, wewill ensure Miami-Dade County remains focused on meeting the service delivery needs ofour community, while keeping a vigilant eye on long-term resilience planning. Synchronizingstrategic and resilience planning will provide the direction we need to continue fulfilling yourservice priorities while strengthening our ability to address our long-term challenges. This helpsensure the implementation of our mission - Delivering excellent public services that address ourcommunity’s needs and enhance our quality of life, now and in the future.Sincerely,Carlos A. GimenezMayor2MIAMI-DADE COUNTY

MIAMI-DADE COUNTYTABLE OF ORGANIZATIONby STRATEGIC AREA2019-20COUNTY RESIDENTSSTATE OFFICERS CLERK OF COURTS PUBLIC DEFENDER STATE ATTORNEYCHIEF JUDGEELEVENTH JUDICIALCIRCUITPROPERTYAPPRAISERBOARD OFCOUNTY COMMISSIONERSMAYORCOUNTY DEPARTMENTSCOUNTY ATTORNEYRECREATIONAND VICESFIRE RESCUESOLID WASTEMANAGEMENTLIBRARYPARKS,RECREATIONANDOPEN SPACESJUVENILESERVICESCOMMISSIONON ETHICS ANDPUBLIC TRUSTTRANSPORTATIONAND MOBILTYOFFICE OF THEINSPECTOR GENERALOFFICIAL COUNTYBOARDS AUTHORITIESCOUNCILSECONOMICDEVELOPMENTHEALTH ANDSOCIETYAVIATIONCOMMUNITYACTION ANDHUMANSERVICESTRANSPORTATIONANDPUBLIC WORKSSEAPORTREGULATORYANDECONOMICRESOURCESWATERAND SEWERMEDICALEXAMINERMIAMI-DADEPOLICEPUBLIC HOUSINGAND COMMUNITYDEVELOPMENTECONOMICDEVELOPMENTHEALTH ANDSOCIETYMIAMI-DADEECONOMICADVOCACY TRUSTHOMELESSTRUSTGENERAL GOVERNMENTAUDIT ESMANAGEMENTAND BUDGETSTRATEGIC PLAN 20203

VISIONThis vision statement reflects our community’s expectation for Miami-Dade County government.It provides a clear guide for what Miami-Dade County needs to achieve. Delivering excellent service today and tomorrowMISSIONOur mission statement describes our role in the community and why our organization exists. Delivering excellent public services that address our community’s needs and enhance ourquality of life, now and in the future.GUIDING PRINCIPLESThese guiding principles are the basic values of every level of Miami-Dade County government. Theydrive our decision making process and describe how we should carry out our actions every day.In Miami-Dade County government, we are committed to being: Resilient Customer-focused Honest, ethical and fair Accountable and responsive Diverse and sensitive Efficient and effective Innovative Valuing and respectful Action-orientedSTRATEGIC PLAN 20205

OUR COUNTYMiami-Dade County has always existed at acrossroads. Early in our history, our region was a siteof conflict between Native Americans and Europeanexplorers. In time, Miami-Dade County became animportant transportation hub serving as the endpoint of Henry Flagler’s railroad that extended fromJacksonville to the mouth of the Miami River andwhat later became Downtown Miami. Because weare such a diverse community, we are representativeof the American experience, reflecting both theconflict and concord that comes with bringingdifferent people together. Our geographic locationhas put us squarely at the epicenter of climatechange. We stand today at the crossroads of ourpast and the future.Dade County was created in 1836 and encompassedan area from the present-day Palm Beach County tothe Florida Keys. Interpretations of the name “Miami”include the Native American words for “very largelake,” “sweet waters,” and “friends.” Major FrancisLanghorne Dade, our namesake, was a soldier6MIAMI-DADE COUNTYkilled during the Second Seminole War. In 1997, thetwo names were combined to become the currentMiami-Dade County. With an estimated populationof 2.8 million people, Miami-Dade County is the mostpopulous county in the southeastern United Statesand the seventh largest in the nation by population.Approximately 424 square miles (excluding bayand coastal water) of the County are within theurbanized area, while the total county area currentlycovers a total of 2,431 square miles, bounded byBiscayne Bay and the Atlantic Ocean to the east,Everglades National Park to the west, the FloridaKeys to the south, and Broward County to the north.Miami-Dade County is the only metropolitan area inthe United States that borders two national parks:Biscayne National Park and Everglades National Park.Because of our location, we are considered to beone of the most vulnerable areas to climate change.The impact of sea level rise has been the focus of ourresilience efforts from the beginning. In 2009, Miami-

Dade County joined the Southeast Florida ClimateChange Compact to collaborate with our neighborson issues related to climate change mitigation andadaptation. Since its creation, the partners in theCompact have successfully completed a RegionalClimate Action Plan, developed a unified sea levelrise projection for Southeast Florida, and completeda regional greenhouse gas emissions inventory anda regional vulnerability to sea-level rise analysis.We take into account future climate changeimpacts, along with other shocks and stresses, inmaking decisions regarding capital development,operational needs, and land use.By learning more about the people who compriseour community and the economic realities they face,we can better prepare for the future. Miami-DadeCounty is a very diverse, international community.More than half of the people living in Miami-DadeCounty at the beginning of this decade were foreignborn and more than 70 percent of residents spokea language other than English at home. The chartbelow illustrates the breakdown of our major racialand ethnic groups, as well as statistics regardingage and gender.Miami-Dade County faces important economicchallenges and has experienced major consequencesof the cyclical highs and lows of the past severalyears with resulting economic quality-of-lifeindicators being worse than in other parts of thecountry. For example, the average income ofresidents in Miami-Dade County is lower than thatof the nation as a whole and our rate of povertyis higher than the average for the United States ofAmerica. Unfortunately, this trend has worsenedwith the poverty rate for families increasing from 17to 19 percent of the local population from 2015 totoday. In addition, Miami-Dade County is a region ofvast contrasts and has been characterized by highlevels of income inequity, with the top five percentof Miami households earning an average salary ofmore than 200,000 annually, while the lowest20 percent earn just under 20,000 per year. Thisdisparity makes it difficult for many to own a home inMiami-Dade County. In fact, more than 40 percentof South Florida homeowners and 53 percent ofrenters are classified as “cost-burdened” becausethey pay more than 30 percent of their householdincome on housing, according to a recent report ofthe FIU Urban Future ges, there have been some positiveeconomic developments including improved localunemployment rates and increased home sales.For example, since the recession in the late 2000s,local unemployment has fallen from 11.1 percent in2010 to 3.2 percent by the end of 2017. And morerecently there has been some improvement in homesales activity. Miami-Dade County home sales havegrown ten percent from 2018 to 2019 with mediansales prices for single family homes up almost threepercent. This progress in the local housing markethowever does not minimize the ongoing challengefor families and individuals to find affordable housinglocally, and this remains a significant priority forlocal policymakers.HispanicAsianWhiteBlackOtherSTRATEGIC PLAN 20207

National and international trade and tourism are thelargest drivers of the economy in South Florida. In2017, Miami’s ten largest trading partners accountedfor more than 35 billion worth of trade. The chartbelow reflects their relative activity with Miami.Largest Trading Partners 2017 in millions 12,000 10,000 8,000 6,000 4,000 2,000 tyalosCtaRaicGmeryanAs recently as 2018, Greater Miami and the beacheswere visited by more than 23 million people withalmost 17 million staying overnight. Roughly twothirds of these visitors came from within the UnitedStates and one-third were from other parts of theworld, with the most coming from South Americaand Europe. The majority of visitors are here for afamily vacation, arrive by air and stay in hotels.International travelers in Miami-Dade County boostthe local economy with their spending with annualamounts close to eighteen billion during their staywith average visitors spending more than 1,000per visit. Popular neighborhoods for visitors includeMiami Beach, Downtown Miami, South Dade, Doral,Key Biscayne, Wynwood, Coconut Grove, LittleHavana, Aventura and Coral Gables.The chart below shows total employment, averageannual wages and total establishments of targetindustries in Miami-Dade County. The top threeemploying industries were Hospitality and Tourism,Life Sciences and Health Care, and InternationalBanking and Finance. These three sectors have seenemployment compound annual growth rates of 3.3percent, 1.5 percent and 1.4 percent respectivelybetween 2012 and 2017. The top two industryclusters, Hospitality and Tourism, and Life Sciencesand Health Care, captured almost two-thirds of thetotal target industry employment.Source: Miami-Dade County Planning Department webpage8MIAMI-DADE COUNTY