Miami Beach Strategic Vision Plan | 2026
Mission Statement
“We are committed to providing excellent public service and safety to all who live, work, and play in our vibrant, tropical, historic community.”
Organizational Values
Miami Beach’s Organizational Values serve as guiding principles in how the City, including the City Commission and its staff, conducts business in the day-to-day operations of the municipality in service to our citizens and constituents. The City of Miami Beach previously adopted the following Organizational Values and related Statements:
- We maintain the City of Miami Beach as a world-class city.
- We work as a cooperative team of well-trained and empowered professionals to act with ownership and authority to reach exceptional outcomes.
- We expediently serve the public with dignity and respect.
- We conduct the business of the City with honesty, integrity, and dedication.
- We are ambassadors of goodwill to our residents, visitors, and the business community.
- We treat our citizens, staff, and each other with professionalism, kindness, and collegiality
Strategic Vision Areas
Strategic Vision Area Statement:
“An iconic and vibrant City with a special flavor of arts, culture, education, and business.”
Objective:
“Build on our internationally recognized reputation by balancing tourism and development initiatives to enrich the quality of life and vitality of our neighborhoods, schools, and commercial areas.”
Vibrant City Area Goals (Italicized) & Priorities (Sub-Bullets):
- VC 1: Enhance City processes and regulations to support a business climate of innovation, entrepreneurship, and investment
- VC 1.1: Continue to engage with the 41st Street community to identify beautification, redevelopment, streetscapes, lighting, etc., opportunities
- VC 1.2: Continue to support the achievement of the North Beach Town Center Vision Plan
- VC 1.3: Continue to explore ways to improve the City Center/Convention Center Campus
- VC 1.4 Pursue the conversion of the 17th – Lincoln – Washington corridor into a Live, Work, & Play area
- VC 1.5: Completion of Ocean Drive beautification, sidewalk, lighting, and landscaping plan
- VC 2: Continue the City’s focus to recognize and preserve the community’s historic structures
- VC 2.1: Rebuilding the Historic Hotel Deauville in North Beach
- VC 2.2: Providing a new Fire Station #1 while managing Historic Preservation in the Flamingo Park Neighborhood
- VC 2.3: Re-Imagining the Byron Carlyle Theatre in North Beach to become a multi-faceted arts complex, including workforce housing
- VC 3: Pursue “World Class” exceptional projects and programs
- VC 4: Pursue diversified housing options and affordability/attainability for current and future residents.
- PVC 4.1: Consider programs to attract Full-Time Local Residents
- VC 5: Leverage community arts and cultural partners to elevate the Miami Beach experience.
- PVC 5.1: Continue to change the Nature of Tourism (eco-tourism, arts & culture, health & wellness, and dining)
- VC 6: Pursue the possibility of attracting FIU and/or Miami Dade University outposts in Miami Beach
Strategic Vision Area Statement:
“A Safe City with a mosaic of residents, businesses, and visitors enjoying life in quintessential neighborhoods, commercial areas, and public spaces.”
Objective:
“Build resident satisfaction through safety, cleanliness, parks, and modern codes.”
Safe City Area Goals (Italicized) & Priorities (Sub-Bullets):
- SC 1: Strive to maintain one of the lowest crime rates among comparable cities
- SC 2: Build community partnerships that leverage education & resources to enhance both the real and perceived safety perceptions in the community
- SC 3: Implement community policing practices to increase the visibility and engagement of our Police Officers with residents, visitors, and businesses
- SC 4: Implement measures to ensure a holistic approach to community safety through policing, fire inspections, code enforcement, planning & design standards, lighting, etc.
- SC 4.1: Explore stepped-up enforcement and penalties with repeat violators of the City’s public safety and code enforcement standards
- SC 4.2: Pursue initiatives that improve the overall beautification and cleanliness of both public and private property in the City
Strategic Vision Area Statement:
“A resilient coastal City with a healthy environment and modern infrastructure.”
Objective:
“Protect and enhance our natural and built environments through leading-edge resilience infrastructure initiatives and investments in support of the longevity and sustainability of our community.”
Resilient Coastal City Area Goals (Italicized) & Priorities (Sub-Bullets):
- RCC 1: Maintain strong sanitary sewer and stormwater infrastructure systems to aid in the preservation of area water resources
- RCC 1.1: Prioritize and pursue Water, Sewer, and Storm Water Master Plan Projects utilizing data-driven methods coupled with enhanced communication strategies to convey the needs for the subject projects
- RCC 2: Explore multi-funding opportunities to finance desired sustainability capital improvements
- RCC 3: Consider private property adaptation programs to encourage sustainability improvements in the community
- RCC 4: Explore design standards and codes to mitigate the impacts of heat islands in the community
- RCC 5: Consider improvements to address Parkview Island water flow/quality
Strategic Vision Area Statement:
“A Connected & Engaged City in support of a Live, Work, & Play environment where enhanced mobility options to public spaces, cultural, recreational, and educational facilities, and special events contribute to a sense of belonging and community pride"
Objective:
“Embrace a multi-modal philosophy to encourage non-motorized mobility options to reduce congestion and providing enhanced connectivity to our neighborhoods, schools, employment, special events, open spaces, businesses, and attractions.”
Connected & Engaged City Area Goals (Italicized) & Priorities (Sub-Bullets):
- C&EC 1: Develop multi-modal connectivity, to assist the City in becoming less car-centric, including micro-mobility options, to neighborhoods, commercial areas, educational and cultural facilities, and environmental greenway/waterfront points of interests
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- CEC 1.1: Complete the Bay Walk Bridge Project
- CEC 1.2: Explore ongoing use of water taxi operations to enhance connectivity and reduce dependency on vehicles o
- CEC 1.3: Pursue the completion of the Beachwalk along the sand dunes as a parallel path to expand capacity and reduce traffic restrictions
- CEC 1.4: Consider the design of the Metromover/Baylink train infrastructure from Downtown Miami to 5th Street to include a pedestrian/micromobility deck that connects into the Underline to extend a 10-mile linear park to CMB
- CEC 1.5: Investigate possible changes in our Zoning Standards to incentivize multi-modal transportation to minimize the need for vehicular parking
- C&EC 2: Work collaboratively with the Transportation Planning Organization (TPO) to advance strategically improved egress/ingress transportation projects outside of Miami Beach that impact inner-city transportation corridors.
- C&EC 2.1: Explore the replacement of the existing and problematic drawbridge at 63rd with a functional flyover
- C&EC 3: Pursue the implementation of “Blue Zone” principles in Miami Beach
- C&EC 4: Pursue initiatives that encourage a multi-generational demographic of residents in the City
Strategic Vision Area Statement:
“A Smart City of high quality and efficient governance, services, and employees."
Smart City Area Goals (Italicized) & Priorities (Sub-Bullets):
- SC 1: Recognize the City Commission’s responsibilities to provide strategic governance and oversight of the organization’s direction and policies, while understanding the Administration’s role in implementing the goals and objectives of the governing body
- SC 1.1: Advocate for the need to restore and respect Home Rule Authority by the Florida State Legislature
- SC 2: Strive to achieve the public’s trust through honest, transparent, respectful, and equitable behavior in conducting City business
- SC 2.1: Provide citizen education and engagement processes to assist in the community’s data-driven decision-making o
- SC 2.2: Continue implementing various G.O. Bond projects
- SC 2.3: Leverage technology to improve efficiencies of City services
- SC 2.3: Review the City’s current permitting process to achieve a customer focused, streamlined permitting system to stimulate economic development and /redevelopment.
- SC 3: Attract, develop, and support the best talent for Miami Beach to be recognized as an Employer of Choice
