Citywide Performance Measures

City of Miami Strategic Plan

City Strategic Plan Objectives	Performance Measures and Status	Performance Measures and Status			FY 2022-23 Target	FY 2021-22 Actual	FY 2021-22 Target
City Strategic Plan Objectives	Performance Measures and Status	Oct-22	Nov-22	Dec-22	FY 2022-23 Target	FY 2021-22 Actual	FY 2021-22 Target
Department Goal(s) To ensure distribution of the City Commission agenda packets five full business days prior to the scheduled City Commission meeting and release the draft agenda at least seven calendar days prior to the distribution of the final agenda.Agenda
Department Strategy(s) Notify Staff and City Residents on Upcoming Commission Meeting AgendasAgenda
1.1.3 Engage all stakeholders with timely and clear communication
Department Goal(s) Continue expanding collection efforts.Attorney
Department Strategy(s) Expand collection efforts.Attorney
1.1.3 Engage all stakeholders with timely and clear communication	Collection of Liens (dollars)Attorney	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		$ 1,700,000.00	$ 5,222,001.33	$ 1,599,999.96
Department Goal(s) Enhance the productivity and knowledge of personnel throughout the City with on-going trainings on new laws, technology updates, and efficient procedures.Attorney
Department Strategy(s) Training Administration to utilize "Next Request" for all Public Records and Legal Requirements.Attorney
1.1.3 Engage all stakeholders with timely and clear communication	Public Records Requests (opened)Attorney	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		4,000	4,283	2,500
	Public Records Requests (closed)Attorney	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		4,000	4,485	2,100
Department Strategy(s) Improving electronic office environment with online tools and electronic signature workflows.Attorney
1.1.3 Engage all stakeholders with timely and clear communication
Department Goal(s) Continue responding to Legal Service Requests in a timely manner.Attorney
Department Strategy(s) Respond to Legal Service Requests in a timely manner.Attorney
1.1.3 Engage all stakeholders with timely and clear communication	Litigation matters opened (number)Attorney	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		600	598	600
	Litigation matters closed (number)Attorney	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		600	508	600
	Non-litigation matters opened (number)Attorney	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		2,400	2,438	2,400
	Non-litigation matters closed (number)Attorney	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		2,400	1,811	2,304
Department Goal(s) Investigate complaints of wrong doing in a timely manner and make appropriate recommendations to correct improper conditions.Auditor General
Department Strategy(s) Conduct investigations of complaints in accordance with implemented investigative procedures.Auditor General
1.1.3 Engage all stakeholders with timely and clear communication	Investigations performed (number)Auditor General	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		2	0	1
Department Goal(s) Target high risk areas during audits and reviews to improve internal controls and enhance operational efficiencies.Auditor General
Department Strategy(s) Prepare risk-based annual audit plan and identify high-risk types of audits.Auditor General
1.1.3 Engage all stakeholders with timely and clear communication	Audits performed (number)Auditor General	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		11	12	13
	Special reviews performed (number)Auditor General	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		1	0	2
Department Goal(s) Ensure management has implemented agreed upon recommendations to improve controls; ensure recoverable monies identified during audits are collected.Auditor General
Department Strategy(s) Follow-up on the status of prior audit findings, related recommendations, and action plans.Auditor General
1.1.3 Engage all stakeholders with timely and clear communication	Recommended recoveries due from Audits (dollars)Auditor General	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		$1,000,000	$618,200	$1,000,000
	Actual recoveries collected from Audits (dollars)Auditor General	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		$1,000,000	$33,642	$1,000,000
Department Goal(s) Increase the productivity and efficiency of plan reviewers and inspectors.Building
Department Strategy(s) Implement digital lobby management system to simplify visitor check in.Building
1.4.3 Reduce the amount of time customers wait.
Department Goal(s) Reduce the amount of time plans are with the City.Building
Department Strategy(s) Create new division entitled Permitting Enterprise and initiate procurement process to replace our permitting systemBuilding
1.1.1 Modernize and streamline City processes	Building construction permit applications processed for commercial properties (number)Building	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		14,000	15,529	13,992
	Building construction permit applications processed for residential properties (number)Building	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		9,500	10,762	9,492
	Inspections performed within 24 hours of request (percent)Building	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		96	96	95
	Number of days to obtain a Commercial permit (days)Building	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		140	299	140
	Number of days to obtain a Residential permit (days)Building	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		115	200	90
	Time to conduct Building plan review (days)Building	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		4	4	4
	Time to conduct Electrical plan review (days)Building	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		4	4	4
	Time to conduct Mechanical plan review (days)Building	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		4	1	4
	Time to conduct Plumbing plan review (days)Building	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		4	1	4
	Time to conduct Structural plan review (days)Building	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		4	8	4
Department Goal(s) Promote effective service delivery and high-quality customer service.Building
Department Strategy(s) Process improvements to increase compliance of the Building CodeBuilding
1.1.1 Modernize and streamline City processes	Unsafe structure identified (number)Building	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		TBD
	Unsafe structures demolished (number)Building	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		TBD
	Buildings ensured under compliance with 40/50 re-certifications (percent)Building	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		TBD
Department Strategy(s) Propose multiple changes to the Code affective several sections relating to permittingBuilding
1.1.1 Modernize and streamline City processes
Department Goal(s) Increase resilience and building efficiency.Building
Department Strategy(s) Deploy BE305 Software InitiativeBuilding
2.5.3 Integrate resilience, sustainability and equity considerations into large development projects.	Number of Buildings participating in water and energy benchmarking (number)Building	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		TBD
Department Goal(s) Deliver quality capital construction projects.Capital Improvements
Department Strategy(s) Finalize the data migration and integration of all construction management processes within the e-Builder Project Management platform and increase user adoption as part of Phase 2Capital Improvements

Department Strategy(s) Effectively communicate and engage with all stakeholders to ensure project scopes are clearly articulated and project updates are shared throughout project life cycle.Capital Improvements

Department Goal(s) Improve operational efficiency and productivity to continue delivering quality capital construction projects.Capital Improvements
Department Strategy(s) Streamline and accelerate construction contract acquisition by working with the Procurement Department.Capital Improvements

Department Strategy(s) Build stronger team but training employees to better oversee contractors, review construction contract language, enforce contractor quality assurance, and quality control programs.Capital Improvements

Department Strategy(s) Identify and utilize all alternate procurement methods to expedite schedules for the Miami Forever Bond and grant funded projects.Capital Improvements

Department Goal(s) Research requests from citizens or employees regarding alleged violations of the Rules, and formulate corrective actions and process improvements for the Manager’s or Director’s implementation.Civil Service Board
Department Strategy(s) Provide information via Research Reports, Newsletters and Informational BulletinsCivil Service Board
1.1.3 Engage all stakeholders with timely and clear communication	Research and investigative projects requested by employees, Board members, and members of the public conducted (number)Civil Service Board	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		85	107	80
Department Goal(s) Establish procedures and grounds for investigations and hearings, and document the actions of the Board via Minutes, Findings & Reports.Civil Service Board
Department Strategy(s) Update Rules & Regulations, Policies and Procedures and produce Memos, Reports and related documentsCivil Service Board
1.1.1 Modernize and streamline City processes
Department Strategy(s) Provide information via Research Reports, Newsletters and Informational BulletinsCivil Service Board
1.1.3 Engage all stakeholders with timely and clear communication	Research and investigative projects requested by employees, Board members, and members of the public conducted (number)Civil Service Board	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		85	107	80
Department Goal(s) Conduct hearings regarding appeal of disciplinary action; unsatisfactory service ratings; complaints of employees; and to investigate allegations concerning abuses of Power or Rule violations.Civil Service Board
Department Strategy(s) Conduct Appeal, Whistleblower, Grievance, Investigation, and Unsatisfactory Service Rating hearings, and promulgate Findings of Fact, Memoranda and ReportsCivil Service Board
1.1.2 Strengthen trust through excellent customer service.	Appeals, whistleblower, grievance, investigation, and unsatisfactory service rating hearings held (number)Civil Service Board	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		10	9	12
1.1.3 Engage all stakeholders with timely and clear communication
Department Goal(s) Conduct regular workshops, new employee and supervisor orientation sessions on the responsibilities of employees, functions of the Board, and generally improve the knowledge of and adherence to the Rules.Civil Service Board
Department Strategy(s) Train and orient Employees regarding employment policies and proceduresCivil Service Board
1.1.2 Strengthen trust through excellent customer service.	Civil Service Rules workshops conducted (number)Civil Service Board	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		6	8	7
1.1.3 Engage all stakeholders with timely and clear communication	New employee and supervisor orientations conducted (number)Civil Service Board	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		11	12	10
Department Goal(s) Promote effective service delivery of City of Miami contracts and agreements by making them promptly available.Clerk
Department Strategy(s) Launch weblink function of the Laserfische Document Management SystemClerk

Department Goal(s) Improve operational efficiency of City of Miami boards, committees, trusts and agencies by expeditiously providing newly appointed and reappointed board members with appointment notifications.Clerk
Department Strategy(s) Upgrade POMS Board Management SystemClerk

Department Goal(s) Promote effective service delivery and high-quality customer service.Code Compliance
Department Strategy(s) Train staff through internal regular trainings.Code Compliance
1.1.3 Engage all stakeholders with timely and clear communication	Qualitative Code Compliance Customer Service survey (percent of excellence)Code Compliance	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		57	72	55
Department Strategy(s) Aggressively reduce response time to Code ComplaintsCode Compliance
1.1.3 Engage all stakeholders with timely and clear communication	Respond to 311 complaints within 3 days (percent)Code Compliance	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		88	84	88
2.2.3 Improve internal capacity, coordination and communications	Respond to Hotline Noise complaints within 45 minutes of receipt and provide outcome to complainant (percent)Code Compliance	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		< 30
Department Goal(s) Maintain streets and public spaces to a high standard.Code Compliance
Department Strategy(s) Proactive sweeps of major thoroughfares and corridors to address code violations.Code Compliance
1.2.1 Maintain the look and feel of public spaces to a high standard	Residents who agree their neighborhood appearance has improved in the last three years (percent)Code Compliance	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		82	78	89
	Lot clearings completed per fiscal year (number)Code Compliance	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		150	54	100
	Conduct proactive sweeps of major thoroughfares to address illegal bandit signs on public rights of way (number)Code Compliance	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		TBD
Department Goal(s) Maintain and grow a diverse and inclusive economy through professional efficient, and use-centered Business Tax Receipt services.Code Compliance
Department Strategy(s) Improve procedures and processes regarding City Wide compliance of Ordinances, Certificate of Use, and Business Tax Receipts.Code Compliance
3.1.2 Support policies and practices that enable a diverse and growing economy	Business Tax Receipts (BTR) and Certificate of Use (CU) inspections (number)Code Compliance	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		45,000	10,241	15,000
3.2.1 Promote conditions that encourage small business development and growth	Collections from new and outstanding BTR and CU inspections (dollars)Code Compliance	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		$ 1,700,000	$ 1,295,624.66	$ 1,299,996.00
3.2.2 Bolster small businesses through supportive programs and incentives	Number of Business Tax Receipts processed in person (number)Code Compliance	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		2,500	4,380	1,500
Department Goal(s) Educate residents regarding due process and code violations to achieve compliance.Code Compliance
Department Strategy(s) Attend and actively engage civic, community and professional groups interested in Code Compliance matters.Code Compliance
1.1.3 Engage all stakeholders with timely and clear communication	Attend community meetings to foster partnerships with the community, including Neighborhood, Condominium, and Homeowner's Associations, as well as Crime Watch and other civic and professional associations (number)Code Compliance	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		50	49	48
Department Strategy(s) Educating residents to better understand common Code violations and how to achieve compliance with city codes.Code Compliance
1.2.1 Maintain the look and feel of public spaces to a high standard
3.2.1 Promote conditions that encourage small business development and growth
Department Goal(s) Implementation of metrics to ensure proper case management and responsiveness.Code Compliance
Department Strategy(s) Implement quality control measures to evaluate performance.Code Compliance
1.1.3 Engage all stakeholders with timely and clear communication	Conduct periodic case management analysis to ensure equitable case loads (number)Code Compliance	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		TBD
2.2.3 Improve internal capacity, coordination and communications	Cases closed in compliance prior to Hearings (percent) (Voluntary Compliance)Code Compliance	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		> 65
	Adjudication rates of cases reaching Ticket Appeal Hearing or CEB Appeals (percent)Code Compliance	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		> 90
Department Goal(s) Consistent public access to government.Communications
Department Strategy(s) Continue to maintain and operate LIVE capabilities from the Emergency Operations Center and City Hall.Communications
2.2.3 Improve internal capacity, coordination and communications	Live or recorded broadcasts of Commission meetings and board hearings (number)Communications	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		200	258	200
Department Strategy(s) Transition from older legacy formats (DVDs, DVCPro, etc.) to a modern and more public-friendly available digital platform (Granicus).Communications
2.2.3 Improve internal capacity, coordination and communications
Department Strategy(s) Increase our City Hall broadcast system’s reliability through various improvements including, but not limited to, lighting and sound.Communications
2.2.3 Improve internal capacity, coordination and communications
Department Goal(s) Effectively work with other departments and officials.Communications
Department Strategy(s) Implement the publication of a new Citywide newsletter relative to all events and announcements from the administration and district offices, as well as new neighborhood-specific social media segment and historic landmarks video series.Communications
1.1.3 Engage all stakeholders with timely and clear communication	Twitter Impressions (number per month)Communications	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		150,000
	Facebook ReachCommunications	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		TBD
	Instagram Accounts ReachedCommunications	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		TBD
Department Goal(s) Maintain a positive relationship with media.Communications
Department Strategy(s) Transition from older legacy formats (DVDs, DVCPro, etc.) to a modern and more public-friendly available digital platform (Granicus).Communications
2.2.3 Improve internal capacity, coordination and communications
Department Goal(s) Provide more effective engagement.Communications
Department Strategy(s) Implement the publication of a new Citywide newsletter relative to all events and announcements from the administration and district offices, as well as new neighborhood-specific social media segment and historic landmarks video series.Communications
1.1.3 Engage all stakeholders with timely and clear communication	Twitter Impressions (number per month)Communications	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		150,000
	Facebook ReachCommunications	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		TBD
	Instagram Accounts ReachedCommunications	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		TBD
Department Goal(s) Create more multi-platform original content that aligns with City priorities and reaches the greatest amount of residents.Communications
Department Strategy(s) Dissemination of information via original content and traditional media outreach.Communications
1.1.3 Engage all stakeholders with timely and clear communication	Original videos for Facebook and Twitter (percent)Communications	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		95	96	95
	Original videos for LinkedIn (percent)Communications	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		50	50	50
	Videos produced as requested by departments/elected officials (number)Communications	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		15	16	15
Department Strategy(s) Expand the means to communicate and engage residents by enhancing our field operations and building a new, multipurpose state-of the art studio that allows us to produce new original content to educate and inform the public inclusive of sit-down interviews, news segments and podcast episodes.Communications
1.1.3 Engage all stakeholders with timely and clear communication
Department Goal(s) To promote effective high quality customer service.Equal Opportunity and Diversity Programs
Department Strategy(s) Update and enrich equality employment programs and services.Equal Opportunity and Diversity Programs
1.1.3 Engage all stakeholders with timely and clear communication
Department Strategy(s) Provide quality assistance to advisory board.Equal Opportunity and Diversity Programs
1.1.3 Engage all stakeholders with timely and clear communication
Department Goal(s) Improve operational efficiency.Equal Opportunity and Diversity Programs
Department Strategy(s) Advance the profession development of EODP staff.Equal Opportunity and Diversity Programs
1.1.2 Strengthen trust through excellent customer service.
Department Goal(s) Foster a positive work environment for all City employees.Equal Opportunity and Diversity Programs
Department Strategy(s) Ensure compliance with Equal Employment Opportunity laws.Equal Opportunity and Diversity Programs
1.1.3 Engage all stakeholders with timely and clear communication
Department Strategy(s) Expand Nursing Mothers Program city wide.Equal Opportunity and Diversity Programs
1.1.2 Strengthen trust through excellent customer service.
Department Goal(s) Continue to provide training to key personnel to ensure staff expands on their foundations of knowledge, stays current with accounting standards and practices for professional growth and development.Finance
Department Strategy(s) Maintain a continuous focus on modernizing and streamlining city financial systems.Finance
1.1.1 Modernize and streamline City processes	Payroll processing success rate (percent)Finance	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		99	99.8	99.9
	Dunning letters printed and mailed by the 15th of each month (percent)Finance	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		100	100	100
Department Goal(s) Reduce the average number of days to process invoices citywide.Finance
Department Strategy(s) Achieve optimal operational efficiency regarding the payment of city vendors.Finance
1.1.3 Engage all stakeholders with timely and clear communication	Invoices processed without exception on a monthly basis (percent)Finance	Status for this element cannot be updated as the period "Oct-22" is locked.	Status for this element cannot be updated as the period "Nov-22" is locked.		85	82	85
Department Goal(s) Streamline the grant reimbursement process in an effort to ensure the timely receipt of city funds.Finance
Department Strategy(s) Streamline grant reimbursement process to ensure timely receipt of city funds.Finance
1.1.3 Engage all stakeholders with timely and clear communication	Grant expenditures reimbursed at year end (percent)Finance	Status for this element cannot be updated as the period "FY2021-2022" is locked.	Status for this element cannot be updated as the period "FY2021-2022" is locked.