Miami Gardens council hears Now and Tomorrow strategic plan update; staff to align departmental work before next budget cycle

Kimley‑Horn consultants and the Mosaic Group presented the draft Now and Tomorrow strategic plan at a City of Miami Gardens council workshop, outlining community input, data findings and a framework for council-guided decision‑making.

The plan, delivered by Steven Stansberry of Kimley‑Horn and Anne Marie Sorrell of the Mosaic Group, summarizes a foundation report, two rounds of community engagement and departmental meetings. Stansberry said the consulting team organized the plan into community themes and focus areas intended to guide annual work plans and longer‑term investments.

“At the heart of the strategic plan is hearing and listening,” Anne Marie Sorrell, president and CEO of the Mosaic Group, told the council. Chad Davis of Kimley‑Horn noted key findings from the foundation report, including that “about 20% of the residents within the city of Miami Gardens do not have access to health insurance” and that the city has “over 35,000 jobs” along with a median household income of about $61,000 and a median home value near $405,000.

Why it matters: Council members said the plan provides a single reference to guide budgeting, capital investments and departmental priorities. City staff and consultants described the plan as a 10‑year durable framework that officials can update and operationalize through annual departmental work plans and reporting.

Consultants framed the plan around five community themes — governance, community appearance, housing, jobs and transportation — and recommended aligning council agendas, department plans and budgets to the plan’s objectives. Stansberry told the council the plan was purposely modular so the city could show incremental wins and measure progress year to year.

Council reaction and next steps: Several council members praised the organization and accessibility of the draft. Councilwoman Katrina Wilson called the plan “our yellow brick road,” saying it maps a path forward after years of discussion. Council members encouraged staff to move quickly to translate plan elements into operations.

City Manager Cameron Benson told the council staff will prepare an implementation timeline after the draft is finalized. “I would say probably some by time by June 1st,” Benson said when asked about a date for bringing a timeline back to council; he also said staff intends to present recommended items before the formal budget process so some actions can advance sooner than next year’s budget cycle.

Consultants and staff recommended several immediate uses: department leaders should review the plan and produce diagnostic summaries of how their work aligns with plan objectives; departments should contribute to annual reporting tied to the plan; and the plan should be used to prioritize grants and capital investments.

Public health and safety metrics, included in the foundation report, drew specific attention. Consultants warned that some health indicators are lagging and suggested the council consider focusing community event resources and grant efforts on health outcomes while avoiding duplicate programs.

No formal council vote was recorded on the strategic plan at this workshop. Staff and consultants said they will return with a final draft, departmental implementation steps and annual reporting templates for council consideration ahead of the 2025–26 budget process.

The city and consultant teams encouraged council members to use the plan as a tool at future council retreats to select annual priorities from the 10‑year framework.