Strategic Plan

Strategic Plan; Mission, Vision & Focus Areas (Strategic Goals) Updates

In 2023, the Village Council updated the Mission, Vision and Focus Areas that are part of the Strategic Plan and were formed back in 2017.  The updated areas were formally adopted by the Village Council during a publicly-noticed meeting held on February 25, 2023.    

Following the initial session, the Village Council convened once again on March 5, 2023, to identify the top priorities for the upcoming fiscal year, which starts on October 1, 2023, under each of the previously-established Focus Areas, as provided below.  A formal presentation was given at the Regular Council meeting of April 3, 2023.  Click here for a copy of the presentation.

Mission Statement

To provide high-quality services and collaborative government that enhance our community's quality of life and preserve our village character.

Vision Statement

The Village of Palmetto Bay strives to be the premier community committed to tranquility, sustainability and engagement to ensure that the "Village of Parks" remains the best place to live, work, learn, and play.

Focus Areas and Projects

Goal A.  Accessible, efficient and transparent government energized by engaged and informed residents.

  • Employer of choice:  acquiring and retaining the right type of talent (skills, professionalism and knowledge of the job)
  • Complete operational assessments of Village departments

Goal B.   Maintain financial stability and sustainability as we accomplish new goals.

  • Expand commercial tax base
  • Collaboration with Chamber South and PBBA to survey our businesses to see how we can better meet their needs

Goal C.   Public asset management that prioritizes parks, public spaces and infrastructure.

  • Create a master list of fiscal assets (i.e., roads, sidewalks, etc...) that consists of an inventory of all park infrastructure and assets with the provision that we develop data of what was built and its expected life expectancy while ensuring an annual funding mechanism to replace assets
  • Establish a Street Design Plan (infrastructure for areas that are residential above commercial such as 148 Street and others that have a standard street design that we could be able to plug in when funds are available.)
  • Building the community multipurpose room at Coral Reef Park

Goal D.   Responsible growth that fosters diverse housing options and economic development.

  • Survey existing rental and ownership market for seniors and affordable housing and what needs to be done to support those communities
  • Establish affordable senior housing options (create a percentage of units for senior applications) and other types including continuum of care, condos or senior only market rentals

Goal E.   A vibrant walkable, bikeable Village that reflects the needs and desires of the community.

  • Create a plan to allow a golf cart connectivity for SW 152nd Street between SW 77th Avenue and SW 82nd Avenue with state and county officials
  • Create an opportunity for golf carts to enter Palmetto Bay Park, off SW 94th Avenue

Goal F.   A consistent priority on ensuring Palmetto Bay is a safe community.

  • Updating Zoning code-Crime prevention through Environmental Design (CPTED)
  • Additional reinforcement on specific areas such as high crash areas, cut through streets, time-specific "No Turn" sign streets.
  • Support and promote existing police programs that address mental health and community outreach, including benefits from the "Critical Response Unit" program.

Goal G.   Environmental stewardship and sustainability.

  • Support and collaborate with the County to implement improvements to protect Biscayne Bay
  • Place additional financial resources into the Community Rating System effort
  • Introduce sustainability standards, where appropriate in the zoning code (except for residential areas)
  • Explore a wildlife management plan and educate residents about the feeding of wildlife animals (peacocks, feral cats and other wildlife animals)

Goal H.   Outstanding opportunities for art, culture, recreation, and lifelong learning.

  • Expand the cultural offerings at the Perrine Community House
  • Identify opportunities for public art through the Art in Public Places (AIPP) fund
  • Continue citizens Academy on an annual basis

Strategic Plan; Adopted February 2019

Below is the final report, as adopted by the Village Council, and also the various drafts presented during public meetings of the Strategic Plan document.  To facilitate viewing and downloading, the attachments are included as a separate list:

Strategic Plan Document

Strategic Plan Attachments

Strategic Priorities for 2022

The Mayor & Council, Village Manager, Village Clerk, and Department Directors convened on February 28, 2022 at the Edward & Arlene Feller Community Room at Ludovici Park for a new visioning session to set the priorities for 2022.  The group discussed the Village goals in the context of the five top priorities identified by Village residents as part of the recently-issued Village-wide resident survey. The top five priorities include those items that, according to our residents, should receive more emphasis over the next two years. Those priorities are as follows:

Top 5 Priorities Identified by Residents:

  1. Flow of traffic/congestion management
  2. Maintenance of streets/sidewalks/infrastructure
  3. Quality of police service
  4. Quality of parks & recreation programs/facilities
  5. Efforts to ensure the community is prepared for emergencies


If you missed the session, you can view it HERE.

Strategic Priorities for 2021

Following a day-long visioning session held with all members of the Village Council and Village's Senior Staff, the Mayor & Council prioritized the projects and initiatives for 2021 based on the seven focus areas identified in the adopted Strategic Plan.  The Village Council prioritized two projects under each focus area.  The session was held in advance of the budgeting process, which starts in May, so that funding allocation may be focused on the priorities and so that the Village may start to develop a plan to ensure that these initiatives are met.  


The session was held at the Edward and Arlene Feller Community Room at Ludovici Park and was facilitated by the consulting firm ExecuCoach 360.  Members of the public were invited to participate and engage virtually.  If you missed the session, you can view it online, on Facebook or YouTube.  The session videos are divided into three parts due to their extensive size.