Title
MOTION TO ADOPT THE DRAFT CITY OF PEMBROKE PINES STRATEGIC PLAN “WE LOVE PEMBROKE PINES - A BLUEPRINT FOR A BRIGHTER FUTURE”
Summary Explanation and Background
SUMMARY EXPLANATION AND BACKGROUND:
1. On October 16, 2024, the City Commission and City Administration held a Retreat Workshop to review the draft Strategic Plan, titled “We Love Pembroke Pines - A Blueprint for a Brighter Future.”
2. During the meeting, Administration presented the Strategic Plan in three parts. The first part covers the Vision, Mission, and Strategic Focus Areas, with specific goals and strategies aligned to each focus area. The second part is the Implementation Plan, detailing the Programs, Policies, and Projects that will bring the Strategic Plan to life. The third part is the Project List, which outlines major capital investment projects that support the Strategic Plan’s goals.
3. The Retreat Workshop provided valuable feedback from the City Commission, particularly on the goals and strategies within the plan.
4. The Commission directed Administration to meet with each Commissioner individually to discuss the Project List, prioritize projects, and refine the list for further consideration.
5. Administration has since met with each Commissioner to review their priorities. Included with the agenda is an updated draft of the Strategic Plan, reflecting the revised goals and strategies within the seven Strategic Focus Areas as directed by the City Commission. These updates are included in Attachment #1, titled “Draft Strategic Plan,” with all changes highlighted in pink. A summary of the changes is provided below.
Economic Development
Page 1 - The Commission expressed a desire to incorporate "advocacy" within the Strategic Plan. A new strategy under Goal 1, “Expand the inventory of affordable housing units,” was added to include advocacy for workforce housing.
Public Safety
Page 3 - A strategy was added to Goal, 1 “Enhance the operational efficiency and capacity of the police department,” to address state-of-the-art equipment, resources, and training.
Page 3 - Goal 2 was revised to clarify “research and development” by substituting “evaluation” for assessing new equipment and trends in the Fire Department.
Page 6 & 7 - Goal 4 and four supporting strategies were introduced to fulfill the Commission’s request to incorporate “Emergency Management” into the Strategic Plan
Page 8 - Goal 5 and three strategies were added to support advocacy for grants, funding partnerships, and public safety resources
Environmental Sustainability
Page 9 - A strategy under Goal 1, “Build a sustainable future for the Pembroke Pines Community,” was added to encourage collaboration with neighboring municipalities and regional agencies.
Page 10 & 11 - Originally combined, the narrative for two strategies under Goal 2 was updated per the Commission’s request to provide a separate narrative for each strategy.
Workforce Development and Support
Page 12-15 - The original document combined narratives for four strategies under Goal 1. At the Commission’s request, each strategy now has an individual narrative
Communication and Marketing to the Community
Page 17 & 18 - Originally combined, the narratives for the three strategies under Goal 1 were updated to provide a distinct narrative for each, per the Commission's request
Public Infrastructure
Page 22 - A new strategy was added under Goal 1, “Improve traffic flow and reduce congestion by working with governmental organizations,” to advocate for implementing smart traffic signalization with the County.
Page 26 - A strategy was added to Goal 4, “Enhance drainage systems to prevent flooding and improve water management,” to facilitate collaboration with SBDD and SFWMD for drainage assessment.
Page 28 - A strategy was added to Goal 5, “Ensure a safe and clean water supply for the community,” to partner with FDEP, BDEP, and other regulatory agencies for grant opportunities.
6. The Revised Project List (Attachment #2) now requires approximately $315 million in city funding, reduced from the original $364 million. A summary changes to the Project List are detailed in Attachment #3.
7. Attachment #4 provides a schedule showing was residents would pay for a $250 million dollar General Obligation Bond.
8. City Administration is requesting approval of the draft Strategic Plan and guidance from the Commission on funding options for the revised Project List.
Financial Impact
FINANCIAL IMPACT DETAIL:
a) Initial Cost: There is no cost to approve the draft Strategic Plan. The City Commission must separately consider funding for any item included in the draft Strategic Plan.
b) Amount budgeted for this item is in Account No: Not Applicable
c) Source of funding for difference, if not fully budgeted: Not Applicable.
d) 5 year projection of the operational cost of the project: Not Applicable
e) Detail of additional staff requirements: Not Applicable.
FEASIBILITY REVIEW:
A feasibility review is required for the award, renewal and/or expiration of all function sourcing contracts. This analysis is to determine the financial effectiveness of function sourcing services.
a) Was a Feasibility Review/Cost Analysis of Out-Sourcing vs. In-House Labor Conducted for this service? Not Applicable.
b) If Yes, what is the total cost or total savings of utilizing Out-Sourcing vs. In-House Labor for this service? Not Applicable.