Adopt 2025 strategic plan

RESOLUTION NO. 2025- A RESOLUTION OF THE VILLAGE OF PINECREST, FLORIDA, ADOPTING THE 2025 STRATEGIC PLAN; PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the Village Council adopted the Village’s initial strategic plan in 2010 which created a framework for short-term goals to guide policy and the budget; and WHEREAS, the Village Council has updated the plan on a regular basis; and WHEREAS, the Village Council held several workshops in 2025 to review and update plan;

NOW, THEREFORE,

BE IT RESOLVED BY THE VILLAGE COUNCIL OF PINECREST, FLORIDA, AS FOLLOWS: Section 1. That the Village Council hereby adopts the attached Strategic Plan (2025). Section 2. This resolution shall be effective immediately upon adoption. PASSED AND ADOPTED this 8th day of April, 2025. Joseph M. Corradino, Mayor Attest: Priscilla Torres, MMC Village Clerk Approved as to Form and Legal Sufficiency Mitchell Bierman Village Attorney Consent Agenda PINECREST STRATEGIC PLAN 2025 2030 Values 1 Vision & Mission 2 Strategic Priorities Matrix 3 Strategic Priorities Organizational Excellence & Financial Stability 11 Secure & Safe Community 16 Residential Character & Community Enhancement 20 Recreation & Culture 24 Environmental & Economic Sustainability 29 Transportation & Pedestrian Mobility Social Connectivity & Public Wellbeing 35 40 Contents Our values are how we make decisions. They are embedded throughout the plan and drive all Village initiatives. Fiscal Responsibility Fiscal responsibility ensures the Village delivers high-quality services and amenities by managing finances for long-term stability. This includes maintaining a balanced budget, generating diverse revenue, controlling expenses, and managing debt. Transparency, accountability, and long-term planning are essential, as is effective risk management to handle uncertainties and prepare for future needs. Protect & Enhance Protecting Pinecrest's residential character and enhancing residents' quality of life are crucial for maintaining community identity and well-being. Preserving the area's unique charm fosters a sense of belonging, supports property values, and attracts those who appreciate its distinctiveness. Simultaneously, investing in essential services, green spaces, and recreational opportunities improves daily living and overall satisfaction. By balancing thoughtful development with quality-of-life enhancements, Pinecrest ensures sustainable growth and a vibrant, thriving community. Excellence Excellence in a municipal setting is vital for fostering a thriving, resilient community and ensuring that all aspects of public service are performed at the highest standard. Commitment to excellence enhances infrastructure, public safety, and overall quality of life, contributing to a well-functioning and attractive community. The Village’s support of excellence in public education is a key component of this commitment, recognizing that strong educational institutions are essential for Pinecrest's long-term success. Sustainability Pinecrest’s dedication to environmental and economic sustainability fosters a resilient community. By adopting eco-friendly practices, investing in renewable energy, and enhancing green spaces, the Village protects resources and reduces impact. Simultaneously, responsible financial management and support for local businesses ensure a stable economy. This approach balances ecological health with economic vitality for future generations. Our Values 1 VISION The Village of Pinecrest is a highly livable community with an excellent government, stable finances, safe streets, outstanding recreation facilities and infrastructure, high-quality residential character with lush streetscape, excellent schools, valuable cultural assets, and sustainable operations and living, with leadership which progressively enhances opportunities for citizen interaction and participation. MISSION To sustain a vibrant Village that builds a sense of community spirit and pride with fiscally responsible government, the highest quality municipal services and infrastructure, a responsive and efficient staff, and innovative leaders who engage our residents. 2 PRIORITIES ORGANIZATIONAL EXCELLENCE & FINANCIAL STABILITY Maintain efficient and responsive government by embracing the highest standards of service and citizen engagement while committing to strategic plan goals. SECURE & SAFE COMMUNITY Maintain the Village’s standard of police service by ensuring public safety, building community trust, and upholding a sense of security. RESIDENTIAL CHARACTER & COMMUNITY ENHANCEMENT Maintain the Village’s appearance and enhance residential quality of life by preserving streetscapes, managing commercial development impacts protecting educational standards, and planning for future needs. RECREATION & CULTURE Continue to provide a high standard of park facilities and recreational and cultural programs to best serve our community including planning for community needs as the Village evolves. ENVIRONMENTAL & ECONOMIC SUSTAINABILITY Minimize our community’s impact on the environment with increased energy efficiency and growth management policies. TRANSPORTATION & PEDESTRIAN MOBILITY Improve traffic flow for all modes of transportation while enhancing safety for vehicles, pedestrians and bicyclists. SOCIAL CONNECTIVITY & PUBLIC WELLBEING Foster a more inclusive, resilient, and healthy community, enhancing overall quality of life and ensuring equitable access to resources and opportunities for all residents. 3 STRATEGIC PRIORITY ORGANIZATIONAL EXCELLENCE & FINANCIAL STABILITY Outcome Measures External Dashboard Internal Dashboard 1. Comparison of Unassigned Fund Balance 2. Millage Rate Comparison by Municipality 3. My Dash Snapshot 4. Positive Rating Percentage in Customer Service Survey 5. Positive Rating Percentage in Value for Tax Dollars in Citizen Survey 1. Comparison of Annual Revenue to Expenditure Ratio for Parks & Recreation Department 2. Comparison of Annual Revenue to Expenditure Ratio for Pinecrest Gardens 3. 10-year Budget Forecast to Actuals Comparison 4. Employee Turnover Rate 5. Number of Employee Complaints Filed by Customers 6. Percentage of Delinquent Property Taxes Objectives Target Completion Year 1.1 Amplify the Village’s capacity to educate, promote and support the community through grants. 2028 1.2 Create a design and cost estimate for the construction of a Municipal Center 4th story Council Chamber/ Emergency Operations Center to improve security and increase office space. 2026 1.3 Increase Village website usage to improve workflow and increase resident engagement and connections. 2026 1.4 Review Communications Plan to incorporate focus on quality of life. 2025 1.5 Update Comprehensive Master Plan as required by the State of Florida. 2026 1.6 Review the feasibility of establishing a Village fire rescue department. 2030 1.7 Explore the possibility of Miami-Dade Fire Rescue Department establishing an additional station within municipal limits. 2027 1.8 Enhance civic engagement by implementing accessible and interactive initiatives that actively involve residents such as on-site “Community at Your Doorstep” Town Halls and “Know Your Village” meetings. 2027 1.9 Develop and implement a comprehensive Employee Wellbeing Plan that prioritizes physical, mental, and emotional health, fostering a supportive and resilient workforce. 2026 4 STRATEGIC PRIORITY SECURE & SAFE COMMUNITY Outcome Measures External Dashboard Internal Dashboard 1. Number of Part 1 Crimes 2. Number of Residential Burglaries 3. Number of Car Thefts 4. Number of Violent Crimes per 1,000 Residents 5. Police Response Time 6. Crime Rate within BRT Area 1. Number of Emergency Calls 2. Number of Traffic Warnings and Citations 3. Number of Arrests 4. Number of Roadway Fatalities Objectives Target Completion Year 2.1 Assess the potential installation of traffic light cameras at intersections along the Ludlam Shared Use Path to enhance safety for pedestrians and bicyclists. 2026 2.2 Enhance and implement innovative strategies to further deter crime and strengthen safety and security for businesses and patrons along the Pinecrest Parkway commercial corridor. 2028 2.3 Analyze the impact of the Bus Rapid Transit (BRT) system on crime rates in commercial and residential areas within a 300-meter radius of the new stations. 2027 2.4 Evaluate the feasibility and impact of implementing a Village-wide reduction of speed limits to 20 mph on residential streets, focusing on safety, traffic flow, and community benefits. 2025 2.5 Expand the existing neighborhood watch group program to unserved areas to ensure 100% Village-wide participation. 2030 2.6 Establish a regular wellness check program for elderly residents to improve their sense of security, promote social connection, and ensure access to necessary resources and support. 2028 2.7 Achieve Vision Zero by implementing comprehensive safety measures, reducing traffic-related severe injuries and fatalities to zero through improved education, enforcement and infrastructure. accidents and fatalities and severe injuries 2030 2.8 Analyze the potential implementation of a Village-wide streetlight program, considering its feasibility and impact on public safety, visibility, and the overall security and appeal of the community. 2028 5 STRATEGIC PRIORITY RESIDENTIAL CHARACTER & COMMUNITY ENHANCEMENT Outcome Measures External Dashboard Internal Dashboard 1. Number of Compliance Violations 2. Per Capita Commercial Vacancy Rates 3. Number of Street Trees Planted 4. Percent of Residents that have a Positive View of their Neighborhood as a Place to Live 5. Miles of Underground Electrical Lines 1. Ratio of Approved vs. Disapproved Zoning Variances 2. Percent of Code Compliance Reminders without escalation Objectives Target Completion Year 3.1. Create a comprehensive plan for the beautification of US 1, focusing on landscaping, aesthetic enhancements, and community-friendly improvements to elevate the corridor’s visual appeal and overall environment. 2025 3.2. Design concepts for Pinecrest US 1 median entrance signs, emphasizing visibility, aesthetic appeal, and a welcoming identity that reflects the character of the community. 2026 3.3. Work with Miami-Dade County to guarantee the expansion and completion of the Miami-Dade Sewer Infrastructure within the Village, ensuring improved utility services and long-term sustainability. 2030 3.4 Implement a Village-wide sidewalk maintenance plan to ensure all infrastructure is routinely pressure cleaned and maintained for safety, accessibility, and aesthetic appeal. 2026 3.5 Evaluate potential code changes to further restrict commercial landscaping hours on Saturdays, minimizing disruptions and enhancing quality of life for residents. 2025 3.6 Create and execute a comprehensive, incentive-based strategy to discourage the use of perimeter walls around private property, thereby fostering community integration, enhancing visual appeal, and promoting open neighborhood design. 2027 3.7 Consider a potential code change to assign the financial responsibility for maintaining trees that straddle two properties to the owner of the tree, ensuring clear accountability and proper tree care. 2026 6 STRATEGIC PRIORITY RECREATION & CULTURE Outcome Measures External Dashboard Internal Dashboard 1. Acres of Park Land per 1,000 Population 2. Annual Percent of Households Participating in Recreation Programs 3. Percentage of Residents Satisfied with Opportunities to Attend Cultural, Arts and Music Activities 4. Annual Percentage of Households Participating in Cultural Programs 1. Total Recreation Program Participation 2. Number of Community Center Patrons 3. Event Tickets Sold 4. Number of Festival Attendees 5. Total Pinecrest Gardens Program Participation Objectives Target Completion Year 4.1 Identify key areas throughout the Village for public green space enhancements, then design and implement improvements to improve community aesthetics and well-being. 2028 4.2 Develop a waterfront pocket park on 67th Avenue and Snapper Creek in conjunction with the Ludlam Shared Use Path Project and Miami-Dade County Ludlam Trail Project. 2026 4.3 Complete the Aleyda Mas Property Master Plan and proceed with the construction of planned park improvements. 2027 4.4 Review and refine membership levels at Pinecrest Gardens, introducing contributing tiers to encourage greater community support and engagement. 2026 4.5 Establish a donation program outlining the giving structure at Pinecrest Gardens. 2027 4.6 Promote and raise awareness of the Village's programming opportunities that foster inclusiveness and cultural diversity, ensuring broad community engagement and participation. 2025 4.7 Explore making some of the Village’s passive parks, dog friendly. 2028 4.8 Curate and complete a "History of Pinecrest" exhibit in celebration of the Village's upcoming 30th anniversary, showcasing its evolution, milestones, and community heritage. 2026 4.9 Evaluate the feasibility of establishing an adult day care program at one or more Village parks, focusing on providing a supportive, engaging, and accessible environment for older adults. 2026 7 STRATEGIC PRIORITY ENVIRONMENTAL & ECONOMIC SUSTAINABILITY Outcome Measures External Dashboard Internal Dashboard 1. Percent of Land Covered by Tree Canopy 2. Greenhouse Gas Emissions: metric tons of carbon dioxide equivalent (mtCO2e) per capita 3. Number of Electric Car Charging Stations 4. Number of Homes with Solar Panels 5. Electricity and Water Use per Capita 1. Percent Reduction in Energy Consumption & Use of Natural Resources Objectives Target Completion Year 5.1 Create a five-year educational campaign to raise awareness of sustainable improvements for private and commercial properties, focusing on solar panels, energy efficiency, waste reduction, and renewable resources, while encouraging local businesses to adopt green practices and reduce environmental impact. 2027 5.2 Expand and improve composting program for Village residents. 2025 5.3 Establish Pinecrest as the municipality with the largest urban tree canopy in Miami-Dade County by planting street trees along every street and developing a tree planting program that encourages residents to plant pines on private property. 2030 5.4 Upgrade electric vehicle chargers to fast chargers and install at Veterans Wayside Park. 2025 5.5 Develop an economic development strategy for the commercial district that promotes mixed-use development and improving neighborhood walkability to attract businesses. 2027 5.6 Actively market the Village as an attractive destination for investment by engaging with potential investors at national and international investment conferences. 2029 5.7 Develop and implement a Pineland Preserve Restoration and Management Plan for Coral Pine Park. 2026 5.8 Create a canal maintenance plan focused on improving water quality, regular cleaning, reducing pollution, enhancing stormwater management, and promoting eco-friendly practices to protect aquatic ecosystems. 2025 5.9 Implement an understory tree planting program that introduces smaller native trees in between the larger canopy street trees. 2030 5.10 Establish an annual potable water testing program to monitor and ensure the highest quality of drinking water, adhering to all safety standards and regulations, and providing regular reports to the community for transparency and trust. 2027 8 STRATEGIC PRIORITY TRANSPORTATION & PEDESTRIAN MOBILITY Outcome Measures External Dashboard Internal Dashboard 1. Percent of Commuters Using Alternative Transportation Options 2. Miles of Sidewalk and Bicycle Paths 3. Number of Users of the Shared Use Paths 4. Demographics of Users of the Shared Use Paths 5. Internal Car Trips 6. Car Trips originating outside of Pinecrest 1. Number of Traffic Studies Completed 2. Number of Speeding Complaints Received Objectives Target Completion Year 6.1 Design and construct the 67th Avenue Shared-Use Path to link with the Snapper Creek Trail that connects to The Underline. 2027 6.2 Construct the Kendall Drive Shared-Use Path. 2025 6.3 Analyze Pinecrest People Mover ridership service and explore the potential for program expansion including a partnership with Palmetto Bay. 2025 6.4 Develop a plan for street lighting along shared use paths and main roads. 2028 6.5 Review 112th Street for shared-use path potential. 2026 6.6 Design and construct a 62nd Avenue Shared-Use Path. 2027 6.7 Extend 132nd Street sidewalk from 82nd Avenue to 77th Avenue. 2028 6.8 Quantify the use of all Village shared use paths. 2027 6.9 Complete the Bicycling Network Master Plan and develop a five-year implementation plan. 2025 6.10 Complete a traffic flow analysis for the school district area with recommendations for decreasing traffic volumes and improving flow. 2026 6.11 Expand ridership of the People Mover program by promoting its use at all the area public schools and exploring the possibility of adding stops at the private schools. 2028 6.12 Research and assess the feasibility of banning electric motorbikes on sidewalks to enhance pedestrian safety and improve public space accessibility. 2026 9 STRATEGIC PRIORITY SOCIAL CONNECTIVITY & PUBLIC WELLBEING Outcome Measures External Dashboard Internal Dashboard 1. Measure number of groups and clubs 2. Attendance at social wellbeing programs 3. Number of active volunteers 1. Number of programs aimed at reducing social isolation among vulnerable populations Objectives Target Completion Year 7.1 Implement a Teacher Appreciation Week program that provides free access to any Pinecrest public school teacher and immediate family to Pinecrest Gardens. 2025 7.2 Create a comprehensive Volunteer Program that aligns with the goal of celebrating and appreciating volunteers through dedicated events like Volunteer Appreciation Week, as well as fostering continuous community engagement through timebank and other resources. 2026 7.3 Launch a Pinecrest Friendship Program connecting new residents with community ambassadors to help integrate them into the community . 2027 7.4 Host neighborhood mixer events at the parks to encourage connection. 2027 7.5 Expand programs on social well-being and mental health to create a thriving community and improve overall quality of life for residents. 2028 7.6 Organize and host an inclusive, accessible, and vibrant annual community feast that brings together residents of all ages and backgrounds in celebration of the shared values of gratitude, togetherness, and community spirit, fostering deeper social connections, mutual respect, and collective pride. 2029 10 Maintain efficient and responsive government by embracing the highest standards of service and citizen engagement while committing to strategic plan goals. When voters approved the Village’s incorporation in 1995, their vision was for local government to be lean, efficient and responsive to the population’s needs and to make their own decisions on how municipal taxes were spent. Historically, Miami-Dade County municipalities seeking incorporation wanted the ability to control and influence spending so that there would be a more direct infusion of investment and services in their neighborhoods. This sentiment continues to be a priority for the Village Council and the community. The Village Council has ranked organizational excellence and financial stability as the most important priority in this Strategic Plan. Organizational excellence is the structure which runs the government. In the Village of Pinecrest, the Village Council is vested with all the legislative powers and the Village Manager is responsible for the administration of the Village. Financial stability is based on healthy reserves and long-term security. Through long-term financial planning, that estimates the Village’s revenues and expenditures over multiple years instead of a one- year time frame, Pinecrest can ensure its fiscal position is fundamentally sound. Annual multiple year planning requires elected officials to consider the effect of their legislative actions on current and future years. Ongoing monitoring, conducted quarterly, track how well Village government adheres to its annual budget and helps Pinecrest handle fiscal issues that emerge during the year. Put in medical terms, long- term planning is the preventive care that helps a Village maintain good health, and budget monitoring is a regular check of its vital signs. Standard & Poor’s, which rates the bonds issued by state and local government agencies, and the Government Finance Officers Association endorse both practices. An excellent, financially stable organization includes: • Effective and efficient local government where all voices in the community are valued. • Fiscal sustainability and transparency in the Village organization. • A collaborative and community-based approach to problem solving. • Core processes that are consistently used across the organization. A high-quality workforce that strives for continuous improvement in all areas of the organization. • A systems approach, driven by data, to effectively solve problems, creatively pursue opportunities for improvement and develop innovative solutions. • Promoting a values-driven organizational culture that reinforces ethical behavior, exercises transparency and maintains public trust. ORGANIZATIONAL EXCELLENCE & FINANCIAL STABILITY 11 • Attracting and retaining the best and brightest workforce. DEFINITIONS & DESCRIPTIONS 1.1 Amplify the Village’s capacity to educate, promote and support the Pinecrest community through grants. • Develop and fund educational initiatives, train educators, and enhance technology access for schools and Community Center. • Support public awareness campaigns, cultural events, tourism initiatives, and improve digital and social media outreach. • Invest in emergency preparedness and public health programs. • Improve community infrastructure, foster collaborative projects, support research and evaluation, and train staff in grant management. STRATEGIC OBJECTIVES ORGANIZATIONAL EXCELLENCE & FINANCIAL STABILITY 1.1 Amplify the Village’s capacity to educate, promote and support the community through grants. 1.2 Create a design and cost estimate for the construction of a Municipal Center 4th Story Council Chamber/Emergency Operations Center to improve security and increase office space. 1.3 Increase Village website usage to improve workflow and increase resident engagement and connections. 1.4. Review Communications Plan to Incorporate focus on quality of life. 1.5 Update Comprehensive Master Plan as required by the State of Florida. 1.6 Review the feasibility of establishing a Village fire rescue department. 1.7 Explore the possibility of Miami-Dade Fire Rescue Department establishing an additional station within municipal limits. 1.8 Enhance civic engagement by implementing accessible and interactive initiatives that actively involve residents such as on-site “Community at Your Doorstep” Town Halls and “Know Your Village” meetings. 1.9 Develop and implement a comprehensive Employee Wellbeing Plan that prioritizes physical, mental, and emotional health, fostering a supportive and resilient workforce. 12 1.2 Create a design and cost estimate for the construction of a Municipal Center fourth story Council Chamber/Emergency Operations Center to improve security and increase office space. • Effective security measures are crucial for maintaining public trust and ensuring the continuity of essential municipal services. By preventing unauthorized access and ensuring a safe environment, security protocols create a reliable and secure space where community members can access services and participate in civic activities without concern for their safety. • A modern Emergency Operations Center (EOC) facilitates real-time communication, resource management, and coordination ensuring a swift and organized response to natural disasters. This leads to more effective resource deployment, timely decision-making, and improved support for the community, ultimately improving recovery outcomes and minimizing disruptions. 1.3 Increase Village website usage to improve workflow and increase resident engagement and connections. • Enable real-time communication and collaboration among municipal staff, departments, and residents, improving coordination and efficiency when addressing issues and managing projects. • Can automate routine tasks such as scheduling, reporting, and data entry, reducing administrative burden and allowing staff to focus on higher-priority activities. • Facilitate easier access to municipal services, information, and feedback channels for residents, improving engagement and allowing for quicker resolution of community concerns. 1.4 Review Communications Plan to incorporate focus on quality of life. • Aligning the Village's communications plan with quality-of-life initiatives ensures that messaging is coherent and effectively promotes programs aimed at enhancing residents' well-being. This alignment fosters greater public awareness, engagement, and support for initiatives such as improved public spaces, services, and recreational opportunities. • A well-aligned communications plan helps streamline the dissemination of information about quality-of-life improvements and integrates community feedback into the planning process. This ensures that resources are used efficiently, addresses residents’ concerns promptly, and aligns project outcomes with the actual needs and preferences of the community. 13 1.5 Update Comprehensive Master Plan as required by the State of Florida. • Comprehensive plans must adhere to the Florida Growth Management Act, which mandates the inclusion of specific elements and adherence to state growth management policies. • Must be reviewed and updated periodically to reflect changing conditions, new data, and evolving community needs. This includes a thorough evaluation every five years. 1.6 Review the feasibility of establishing a Village fire rescue department. • Conduct a comprehensive analysis of current emergency response times, local fire risks, and population growth to determine whether a dedicated Village fire rescue department is necessary for improving public safety. • Assess the financial impact of establishing a fire rescue department, including initial setup costs, ongoing operational expenses, and potential savings from improved response times or transitioning services away from the County’s fire rescue district. 1.7 Explore the possibility of Miami-Dade Fire Rescue Department establishing an additional station within municipal limits. • Engage in discussions with Miami-Dade Fire Rescue to understand their capacity, resources, and criteria for establishing a new station, including funding, staffing, and logistical considerations. 14 1.8 Enhance civic engagement by implementing accessible and interactive initiatives that actively involve residents such as on-site “Community at Your Doorstep” Town Halls and “Know Your Village” meetings. • Offer flexible, on-site meetings at various times and locations to ensure participation from diverse resident groups, including those with busy schedules or limited mobility. • Create interactive platforms during meetings that allow residents to voice their concerns, ask questions, and provide feedback, fostering a stronger sense of community and ensuring that residents feel heard and valued. • Integrate virtual options and social media engagement to complement in-person meetings, ensuring residents who cannot attend in person still have an opportunity to participate and engage with local government initiatives. 1.9 Develop and implement a comprehensive Employee Wellbeing Plan that prioritizes physical, mental, and emotional health, fostering a supportive and resilient workforce. • Prioritizing physical, mental, and emotional health helps improve overall employee morale, reduces burnout, and boosts productivity, leading to a more engaged and effective workforce. • A strong focus on employee wellbeing demonstrates the organization’s commitment to its staff, making it an attractive workplace for prospective employees and helping retain top talent by fostering a positive and supportive environment. • Supporting employees’ health and wellbeing can reduce the frequency of sickness-related absences, decrease healthcare costs, and lower the risk of long-term health issues, ultimately benefiting the organization’s bottom line. 15 Maintain the Village’s standard of police service by ensuring public safety, building community trust, and upholding a sense of security. Village residents who voted for incorporation had a vision for safer streets with highly visible police patrols, which was described in the incorporation study and charter review public hearing as “saturation police protection.” The Village of Pinecrest strives to be a safe and healthy place to live, work, learn and play. Safety and security are increasingly recognized as important aspects of a sustainable community as they help shape the overall appeal, viability, productivity and economic stability. In keeping with its mission to safeguard life and property, the Village’s Police Department participates in a consistent proactive crime prevention campaign that involves several initiatives to improve education and dissemination of information to the public. The primary goal of crime prevention programs is decreasing the incidence of crime in the Village, and residential and vehicle burglaries. The department utilizes technology to enhance its crime prevention capabilities to the greatest extent possible. A secure and safe community includes: • A safe, non-threatening Village in which to live, work, learn, and play • A safe community impacts the community’s appeal, viability, productivity, and economic stability • Proactive and skilled police services • Active emergency management system focused on prevention, preparedness and recovery with key partnerships in place to effectively respond to emergency situations, efficient and responsive government which embraces the highest standards of service and citizen engagement and commits to the goals of the strategic plan goals. When voters approved the Village’s incorporation in 1995, their vision was for local government to be lean, efficient and responsive to the population’s needs and to make their own decisions on how municipal taxes were spent. Historically, Miami-Dade County municipalities seeking incorporation wanted the ability to control and influence spending so that there would be a more direct infusion of investment and services in their neighborhoods. This sentiment continues to be a priority for the Village Council and the community. SECURE & SAFE COMMUNITY 16 DEFINITIONS & DESCRIPTIONS 2.1. Assess the potential installation of traffic light cameras at intersections along the Ludlam Shared Use Path to enhance safety for pedestrians and bicyclists. • Traffic light cameras can help monitor and enforce traffic laws at intersections, reducing the risk of accidents involving pedestrians and bicyclists by ensuring vehicles obey traffic signals and yield to non-motorized road users. • The presence of traffic light cameras encourages drivers to obey traffic laws more consistently, reducing reckless driving behaviors such as running red lights or speeding through pedestrian-heavy areas, ultimately promoting safer conditions for all users of the Ludlam Shared Use Path. • The installation of traffic light cameras would provide valuable data on traffic patterns, violations, and near-miss incidents, which can inform future safety improvements and help adjust traffic signals or design changes for better protection of pedestrians and cyclists. STRATEGIC OBJECTIVES SECURE & SAFE COMMUNITY 2.1 Assess the potential installation of traffic light cameras at intersections along the Ludlam Shared Use Path to enhance safety for pedestrians and bicyclists. 2.2 Enhance and implement innovative strategies to further deter crime and strengthen safety and security for businesses and patrons along the Pinecrest Parkway commercial corridor. 2.3 Analyze the impact of the Bus Rapid Transit (BRT) system on crime rates in commercial and residential areas within a 300-meter radius of the new stations. 2.4 Evaluate the feasibility and impact of implementing a Village-wide reduction of speed limits to 20 mph on residential streets, focusing on safety, traffic flow, and community benefits. 2.5 Expand the existing neighborhood watch group program to unserved areas to ensure 100% Village-wide participation. 2.6 Establish a regular wellness check program for elderly residents to improve their sense of security, promote social connection, and ensure access to necessary resources and support. 2.7 Achieve Vision Zero by implementing comprehensive safety measures, reducing traffic- related severe injuries and fatalities to zero through improved education, enforcement and infrastructure. 2.8 Analyze the potential implementation of a Village-wide streetlight program, considering its feasibility and impact on public safety, visibility, and the overall security and appeal of the community. 17 2.2 Enhance and implement innovative strategies to further deter crime and strengthen safety and security for businesses and patrons along the Pinecrest Parkway commercial corridor. • Work with store management to decrease losses at stores along US 1. • Continue to look for innovative ways to increase police exposure in the commercial corridor via community policing. 2.3 Analyze the impact of the Bus Rapid Transit (BRT) system on crime rates in commercial and residential areas within a 300-meter radius of the new stations. • Assess how the presence of the BRT system influences residents' and business owners' perceptions of safety, as improved transit access may either foster increased foot traffic and economic activity or contribute to concerns about safety in certain areas. • Shifts in Crime Patterns: Investigate whether the introduction of BRT stations leads to displacement of crime to nearby neighborhoods or specific types of crimes (e.g., property crimes, violent crimes) within the 300-meter radius, offering insight into potential unintended consequences. 2.4 Evaluate the feasibility and impact of implementing a Village-wide reduction of speed limits to 20 mph on residential streets, focusing on safety, traffic flow, and community benefits. • Lowering speed limits to 20 mph on residential streets can significantly reduce the severity and frequency of traffic accidents, particularly for pedestrians, cyclists, and children, by providing drivers with more time to react in high-traffic, residential areas. 18 • A 20-mph speed limit can contribute to smoother traffic flow and reduce noise pollution, fostering a safer and more pleasant environment for residents while promoting walkability and community engagement in residential neighborhoods. 2.5 Expand the existing neighborhood watch group program to unserved areas to ensure 100% Village-wide participation. • Expanding the neighborhood watch program to unserved areas will foster greater community involvement, encouraging residents to collaborate in monitoring and preventing crime, ultimately enhancing public safety across the entire village. • Ensure that all areas are equally protected, allowing for quicker responses to suspicious activities and creating a more unified and resilient community network. 2.6 Establish a regular wellness check program for elderly residents to improve their sense of security, promote social connection, and ensure access to necessary resources and support. • Regular wellness checks provide elderly residents with a sense of reassurance, knowing that someone is consistently looking out for their well-being, which can alleviate feelings of isolation and vulnerability. • The program offers elderly individuals’ regular social interaction, helping to reduce loneliness and fostering a sense of community, which is essential for mental and emotional health. • Wellness checks can identify un-met needs or health concerns, ensuring elderly residents have access to essential resources like medical care, food, or social services, and connecting them with the support they need to maintain a high quality of life. 2.7 Achieve Vision Zero by implementing comprehensive safety measures, reducing traffic- related severe injuries and fatalities to zero through improved education, enforcement and infrastructure. • Implement community-wide safety education initiatives to raise awareness about safe driving, pedestrian, and cyclist behavior, aiming to change public attitudes and reduce risky behaviors that contribute to accidents and fatalities. • Invest in safer road designs, such as better pedestrian crossings, dedicated bike lanes, improved signage, and traffic calming measures, to reduce the risk of severe injuries and fatalities, particularly in high-risk areas. 2.8 Analyze the potential implementation of a Village-wide streetlight program, considering its feasibility and impact on public safety, visibility, and the overall security and appeal of the community. • Streetlights improve visibility for both drivers and pedestrians, reducing the likelihood of accidents and promoting safer road conditions, especially in high-traffic or residential areas with heavy foot traffic. • Well-lit streets enhance the aesthetic appeal of the community, making neighborhoods more attractive to residents and potential homebuyers, potentially increasing property values and fostering a greater sense of pride and well-being within the community. 19 Maintain the appearance of the Village and enhance residential quality of life by preserving the streetscape, minimizing impacts from commercial development, protecting the caliber of educational institutions, and planning for future needs. When asked what they like most about living in Pinecrest, residents generally describe the overall character and quality of the Village. These characteristics include homes on large lots, abundant landscaping and open spaces, and excellent schools in a residential setting with proximity to downtown Miami. This emphasis on character and quality was also important to the community when residents voted to incorporate. In fact, during the Pinecrest charter review public meeting on December 12, 1995, the community ranked neighborhood beautification and zoning controls as two of four primary reasons for wanting to incorporate. Pinecrest has a reputation for flexible residential building regulations which place few restrictions on architectural design and ornamentation. In general, the community likes the degree of flexibility and would like to maintain the current intent of the regulations and even increase flexibility. Building standards ensure that the Village’s overall appearance is maintained without impinging on the rights of property owners. Protecting residential neighborhoods from commercial intrusion is a priority. The Village’s excellent educational institutions are one of the most significant factors contributing to high property values. In recognition of this asset, the Village is committed to partnering with the Miami-Dade County School Board to foster the highest quality schools by promoting facility upgrades and continuing to promote and provide resources to the community’s public schools. Planning for future needs and infrastructure is crucial for municipalities to remain resilient and adaptable. By investing in infrastructure and services ahead of time the Village can prevent issues related to outdated facilities and inadequate resources. The Residential Character and Community Enhancement Outcome focuses on: • A pattern of residential estate development within a well-defined community boundary. • Preservation of the existing streetscape with a focus on conserving and augmenting tree canopy and enhancing overall aesthetics. • Incorporating a Village-wide brand that distinguishes Pinecrest from surrounding communities by utilizing a Mediterranean and Key West inspired architectural vernacular throughout the commercial corridor. RESIDENTIAL CHARACTER & COMMUNITY ENHANCEMENT 20 DEFINITIONS & DESCRIPTIONS 3.1 Create a comprehensive plan for the beautification of US 1, focusing on landscaping, aesthetic enhancements, and community-friendly improvements to elevate the corridor’s visual appeal and overall environment. • The plan should focus on improving the appearance of medians along US 1 in Pinecrest's commercial district, incorporating landscaping, decorative elements, and art installations to create a visually pleasing environment. • A well-designed beautification effort can elevate the attractiveness of the commercial district, potentially increasing property values, encouraging shopping and dining, and attracting new businesses and investments. • Upgrading the medians enhances the overall image of Pinecrest, creating a positive first impression for residents, visitors, and potential investors, which is essential for building a strong Village brand. STRATEGIC OBJECTIVES RESIDENTIAL CHARACTER & COMMUNITY ENHANCEMENT 3.1 Create a comprehensive plan for the beautification of US 1, focusing on landscaping, aesthetic enhancements, and community-friendly improvements to elevate the corridor’s visual appeal and overall environment. 3.2 Design concepts for Pinecrest US 1 median entrance signs, emphasizing visibility, aesthetic appeal, and a welcoming identity that reflects the character of the community. 3.3 Work with Miami-Dade County to guarantee the expansion and completion of the Miami- Dade Sewer Infrastructure within the Village, ensuring improved utility services and long- term sustainability. 3.4 Implement a Village-wide sidewalk maintenance plan to ensure all infrastructure is routinely pressure cleaned and maintained for safety, accessibility, and aesthetic appeal. 3.5 Evaluate potential code changes to further restrict commercial landscaping hours on Saturdays, minimizing disruptions and enhancing quality of life for residents. 3.6 Create and execute a comprehensive, incentive-based strategy to discourage the use of perimeter walls around private property, thereby fostering community integration, enhancing visual appeal, and promoting open neighborhood design. 3.7 Consider a potential code change to assign the financial responsibility for maintaining trees that straddle two properties to the owner of the tree, ensuring clear accountability and proper tree care. 21 3.2 Design concepts for Pinecrest US 1 median entrance signs, emphasizing visibility, aesthetic appeal, and a welcoming identity that reflects the character of the community. • Branded entrance signs in the median of the US 1 corridor create a visually noticeable and consistent image, enhancing brand recognition and establishing a clear and welcoming gateway that reinforces the Village’s identity to both residents and visitors. • Strategically placed entrance signs can attract attention and enhance the commercial district’s visibility, drawing potential customers and businesses to the area by highlighting Pinecrest as a vibrant and well-marketed destination, which can stimulate local economic activity and growth. 3.3 Work with Miami-Dade County to guarantee the expansion and completion of the Miami-Dade Sewer Infrastructure within the Village, ensuring improved utility services and long-term sustainability. • Completing the sanitary sewer system ensures effective waste management and reduces the risk of contamination and health hazards associated with inadequate sewage infrastructure, protecting the community's health and well-being. • A fully operational sewer system minimizes environmental pollution by preventing sewage overflows and leaks, safeguarding local bodies of water and natural resources from potential contamination. • Collaborating closely with Miami-Dade County, the entity responsible for operating the utility, ensures that the sewer system is integrated seamlessly with regional infrastructure, leading to efficient management and maintenance of the system. 3.4 Implement a Village-wide sidewalk maintenance plan to ensure all infrastructure is routinely pressure cleaned and maintained for safety, accessibility, and aesthetic appeal. • Routine pressure cleaning and maintenance of sidewalks will help maintain a clean, attractive environment, contributing to a more welcoming and visually appealing community that residents and visitors will take pride in. • Regular maintenance, including pressure cleaning and repairs, can extend the lifespan of the sidewalk infrastructure, preventing costly long-term repairs and minimizing the impact of weathering, wear, and tear. 22 • By ensuring that sidewalks are kept clear and accessible, the maintenance plan encourages walking and active transportation, promoting a healthier lifestyle while ensuring that residents can safely move about the community. 3.5 Evaluate potential code changes to further restrict commercial landscaping hours on Saturdays, minimizing disruptions and enhancing quality of life for residents. • The potential code change strikes a balance between allowing commercial landscapers to perform their services while respecting the residential environment, offering a compromise that minimizes disruption to the community while still supporting local businesses. • By limiting commercial landscaping hours on Saturdays, the code changes would help minimize early morning noise disruptions 3.6 Create and execute a comprehensive, incentive-based strategy to discourage the use of perimeter walls around private property, thereby fostering community integration, enhancing visual appeal, and promoting open neighborhood design. • By reducing the prevalence of perimeter walls, the strategy would promote stronger social connections, reduce isolation between neighbors, improve the visual appeal of the area, and create safer, more open environments where residents feel more comfortable interacting and engaging with one another. 3.7 Consider a potential code change to assign the financial responsibility for maintaining trees that straddle two properties to the owner of the tree, ensuring clear accountability and proper tree care. • Incentivize proper care for the tree, ensuring its health and longevity. • Reduce the potential for legal disputes between neighbors regarding tree care and damage. 23 Continue to provide a high standard of park facilities and recreational and cultural programs to best serve our community including planning for community needs as the Village evolves. Foundational to the community’s quality of life, recreational opportunities are essential to Pinecrest’s continued success and desirability. Residents place high value on recreational services as active lifestyles and time spent outdoors are major contributors to a person’s health and well-being. The Village’s parks provide opportunities for exercise and physical activity as well as relaxation and solitude. It is increasingly important to actively seek ways to connect people with the outdoors to strengthen the overall stewardship of natural resources. Pinecrest fosters equal access to programs, parks and facilities. It strives for inclusiveness by promoting universal design and accessibility and partners with other agencies and civic groups to develop programs and opportunities for those with disabilities to help them stay active. Pinecrest promotes, encourages and inspires cultural development and participation, recognizing that artistic and cultural opportunities are essential to a vital and creative community. Robust cultural and arts programming strengthens the Village's sense of place and help forge a unique community-wide identity. Art and culture provide opportunities for learning, entertainment, leisure, personal growth, and improving communication with others. Putting art at the heart of the community enhances our resident’s lives by stirring intangible feelings and inspiring them to look beyond what is believed to be possible and imagine a more vibrant, exciting future. A focus on recreation and cultural value includes: • A clear strategic direction to guide the growth and offerings of amenities at the parks, Community Center and Pinecrest Gardens Complex. • Ensuring the legacy of excellent parks and abundant open spaces continues for future generations. • Cultural programming fosters community engagement and improves quality of life. RECREATION & CULTURE 23 24 2 STRATEGIC OBJECTIVES RECREATION & CULTURE 4.1 Identify key areas throughout the Village for public green space enhancements, then design and implement improvements to improve community aesthetics and well-being. 4.2 Develop a waterfront pocket park on 67th Avenue and Snapper Creek in conjunction with the Ludlam Shared Use Path Project and Miami-Dade County Ludlam Trail Project. 4.3 Complete the Aleyda Mas Property Master Plan and proceed with the construction of planned park improvements. 4.4 Review and refine membership levels at Pinecrest Gardens, introducing contributing tiers to encourage greater community support and engagement. 4.5 Establish a donation program outlining the giving structure at Pinecrest Gardens. 4.6 Promote and raise awareness of the Village's programming opportunities that foster inclusiveness and cultural diversity, ensuring broad community engagement and participation. 4.7 Explore making some of the Village’s passive parks, dog friendly. 4.8 Curate and complete a "History of Pinecrest" exhibit in celebration of the Village's upcoming 30th anniversary, showcasing its evolution, milestones, and community heritage. 4.9 Evaluate the feasibility of establishing an adult day care program at one or more Village parks, focusing on providing a supportive, engaging, and accessible environment for older adults. 25 DEFINITIONS & DESCRIPTIONS 4.1. Identify key areas throughout the Village for public green space enhancements, then design and implement improvements to improve community aesthetics and well-being. • Develop thoughtful design plans that enhance the visual appeal and functionality of green spaces, prioritizing features that promote community well-being, such as walking paths, seating areas, and plant diversity. • Involve the community in the process through feedback and participation. • Ensure that the enhancements contribute to long-term environmental sustainability and accessibility for all residents. 4.2 Develop a waterfront pocket park on 67th Avenue and Snapper Creek in conjunction with the Ludlam Shared Use Path Project and Miami-Dade County Ludlam Trail Project. • The Village will be installing a shared-use path along Ludlam Road that ends at the Snapper Creek Canal. • The county is working with the Village to continue the shared-use path along Ludlam Road north of the canal in the unincorporated area to connect to The Underline and Ludlam Trail. • Opportunity for a pocket park in an underutilized right-of-way area adjacent to the canal will be investigated. 4.3 Complete the Aleyda Mas Property Master Plan and proceed with the construction of planned park improvements. • The Village purchased a five-acre property named Aleyda Mas Park. • A master plan will provide a comprehensive blueprint for the park's development and management, ensuring cohesive design, efficient use of resources, and alignment with community needs and environmental considerations. • Once the Master Plan concept is chosen, the project will move into the construction document development phase. 26 4.4 Review and refine membership levels at Pinecrest Gardens, introducing contributing tiers to encourage greater community support and engagement. • Establishing various membership and contributing levels can effectively engage different donor segments and enhance overall support of Pinecrest Gardens. • Structured membership and contributing levels help to diversify funding sources, cater to different donor interests and capacities, and ensure Pinecrest Gardens’ development and maintenance are financially supported. 4.5 Establish a donation program outlining the giving structure at Pinecrest Gardens. • A structured donation program provides potential donors with clear information about different giving levels, associated benefits, and how their contributions will be used. • This transparency helps build trust and encourages higher levels of giving by making it easier for donors to understand the impact of their contributions. • Allows Pinecrest Gardens to plan its budget and projects more effectively by knowing the expected levels of financial support. • A structured donation program helps create a steady flow of revenue, which is key for ongoing maintenance, programming, and expansion projects, and facilitates the establishment of endowment funds or special project funds that ensure long-term financial health. 4.6 Promote and raise awareness of the Village's programming opportunities that foster inclusiveness and cultural diversity, ensuring broad community engagement and participation. • Benefit the community by fostering a more equitable and harmonious environment, encouraging mutual respect and understanding among diverse groups. • Ensure that all individuals have access to resources, opportunities, and representation, which leads to stronger social cohesion and enhanced community well-being. 4.7 Explore making some of the Village’s passive parks, dog friendly. • Evaluate existing passive parks in the Village to identify suitable locations for dog-friendly areas, considering factors like space, safety, and accessibility for both pets and park users. 4.8 27 4.8 Curate and complete a "History of Pinecrest" exhibit in celebration of the Village's upcoming 30th anniversary, showcasing its evolution, milestones, and community heritage. • Conduct in-depth research into the Village's founding, key historical milestones, and significant events over the past 30 years to accurately represent the evolution of the community. • Develop a curated collection of photos, artifacts, stories, and multimedia that showcase Pinecrest's growth, achievements, and cultural heritage, ensuring the exhibit appeals to a diverse audience. • Use the completion of the exhibit as a centerpiece for the Village’s 30th anniversary celebrations, fostering community pride, connection, and understanding of the Village’s heritage. 4.9 Evaluate the feasibility of establishing an adult day care program at one or more Village parks, focusing on providing a supportive, engaging, and accessible environment for older adults. • Evaluate the accessibility of pathways, rest areas, restroom facilities, and transportation options, as well as determining the need for additional infrastructure (e.g., shaded areas, secure fencing, or adaptive equipment) to create a safe, comfortable environment for older adults. • Explore potential partnership with local healthcare organizations, senior care providers, and community agencies to ensure the program aligns with the specific needs of older adults. 28 Minimize our community’s impact on the environment by promoting responsible resource use, preserving natural ecosystems, and fostering resilient economies, while balancing economic growth. The Village Council is committed to reducing the Village’s impact on the environment by modifying Village operations and setting policy for more sustainable growth and development practices for the built environment. These strategies have been incorporated into the Village’s Comprehensive Plan addressing the State’s mandates to reduce greenhouse gases. Promoting economic sustainability through growth management and economic development involves balancing the needs for responsible, long-term economic growth with the protection of resources and environmental health. Higher-density development in limited mixed use commercial areas, preserve natural habitats and agricultural land. Mixed-use zoning that integrates residential, commercial, and recreational spaces reduces dependency on automobiles, lowers transportation costs, and improves walkability. A focus on environmental & economic sustainability includes: • A commitment to lead by demonstrating sustainable stewardship that will yield cost savings to taxpayers by reducing operating costs. • Increasing public awareness of the environmental and economic problems associated with carbon emissions. • Establishing community standards of sustainable living practices. • Support sustainable infrastructure development (like energy-efficient public buildings, renewable energy sources, and green public transportation systems) to facilitate long-term economic growth while minimizing environmental impacts. • Conserving resources, including energy and water and cultivating a healthy ecosystem. • Responsible stewardship of open lands and natural areas. • A comprehensive and connected system of open lands. • Partnerships with local, regional, state and national affiliates to achieve desired goals and outcomes. • Improvements in air quality. • Efforts to meet climate action plan goals and reduce greenhouse gas emissions. • Solid waste reduction and diversion. ENVIRONMENTAL & ECONOMIC SUSTAINABILITY 29 DEFINITIONS AND DESCRIPTIONS 5.1. Create a five-year educational campaign to raise awareness of sustainable improvements or private and commercial properties, focusing on solar panels, energy efficiency, waste reduction, and renewable resources, while encouraging local businesses to adopt green practices and reduce environmental impact. • The Village wishes to promote sustainable lifestyle to members of the public. STRATEGIC OBJECTIVES ENVIRONMENTAL & ECONOMIC SUSTAINABILITY 5.1 Create a five-year educational campaign to raise awareness of sustainable improvements or private and commercial properties, focusing on solar panels, energy efficiency, waste reduction, and renewable resources, while encouraging local businesses to adopt green practices and reduce environmental impact. 5.2 Expand and improve composting program for Village residents. 5.3 Establish Pinecrest as the municipality with the largest urban tree canopy in Miami-Dade County by planting street trees along every street and developing a tree planting program that encourages residents to plant pines on private property. 5.4 Upgrade electric vehicle chargers to fast chargers and install at Veterans Wayside Park. 5.5 Develop an economic development strategy for the commercial district that promotes mixed-use development and improving neighborhood walkability to attract businesses. 5.6 Actively market the Village as an attractive destination for investment by engaging with potential investors at national and international investment conferences. 5.7 Develop and implement a Pineland Preserve Restoration and Management Plan for Coral Pine Park. 5.8 Create a canal maintenance plan focused on improving water quality, regular cleaning, reducing pollution, enhancing stormwater management, and promoting eco-friendly practices to protect aquatic ecosystems. 5.9 Implement an understory tree planting program that introduces smaller native trees in between the larger canopy street trees. 5.10 Establish an annual potable water testing program to monitor and ensure the highest quality of drinking water, adhering to all safety standards and regulations, and providing regular reports to the community for transparency and trust. 30 • An ongoing community education campaign will be developed to reach the public through all social media outlets and the quarterly newsletter, Pinecrest Sun. • Environmental educational programs will be expanded at all parks and Pinecrest Gardens facilities. 5.2. Expand and improve composting program for Village residents. • Enhances waste management by reducing landfill waste, which decreases greenhouse gas emissions and environmental impact. • Enriches soil quality by supporting local gardening and landscaping initiatives. • Fosters community awareness and participation in sustainable practices, ultimately contributing to a healthier, more environmentally conscious community. 5.3 Establish Pinecrest as the municipality with the largest urban tree canopy in Miami-Dade County by planting street trees along every street and developing a tree planting program that encourages residents to plant pines on private property. • Pinecrest is currently ranked as having the second largest tree canopy in Miami-Dade County. • Increase the tree canopy by 5% or more for Pinecrest to have the largest tree canopy in the county. 5.4 Upgrade electric vehicle chargers to fast chargers and install at Veteran’s Wayside Park. • By providing faster and more accessible charging options, the Village is supporting the growing EV market, potentially encouraging more residents and visitors to choose electric vehicles and adopt sustainable transportation practices. • Installing fast chargers aligns with broader environmental and sustainability objectives by promoting clean energy use and reducing greenhouse gas emissions associated with traditional vehicles. 5.5 Develop an economic development strategy for the commercial district that promotes mixed- use development and improving neighborhood walkability to attract businesses. • Gather data on local business trends, consumer behavior, and real estate demand to inform a strategy that aligns with the community's needs and regional economic conditions. • Highlight the benefits of mixed-use zoning to attract developers and businesses that will enhance the district's vibrancy and appeal to a broader range of residents and visitors. • Prioritize urban design improvements that support pedestrian-friendly infrastructure, such as wide sidewalks, crosswalks, green spaces, and bike lanes. 31 5.6 Actively market the Village as an attractive destination for investment by directly engaging potential investors at national and international investment conferences. • Research and identify national and international investment conferences that attract investors in sectors relevant to the Village’s growth. • Create compelling, tailored marketing materials, such as investment brochures, presentations, and digital content, highlighting the Village’s business potential, key advantages (e.g., location, infrastructure, workforce), and success stories to present to potential investors at these conferences. 5.7 Develop and implement a Pineland Preserve Restoration and Management Plan for Coral Pine Park. • Create a detailed plan that outlines the specific actions needed to restore and preserve the Pineland Preserve. • This should include removing invasive species, replanting native flora, improving wildlife corridors, and incorporating sustainable land management practices to support biodiversity and ecosystem health. • Set up a system for monitoring the progress of the restoration efforts, track ecological changes, and adjust the management plan as necessary to ensure long-term success. 5.8 Create a canal maintenance plan focused on improving water quality, regular cleaning, reducing pollution, enhancing stormwater management, and promoting eco-friendly practices to protect aquatic ecosystems. • Install biofilters or vegetated buffers along canal banks to absorb excess nutrients from runoff, reducing the risk of algae blooms and eutrophication. • Establish a regular cleaning schedule for removing floating debris, trash, and sediment buildup from the canal. • Ensure that any cleaning or maintenance procedures use non-toxic, environmentally friendly materials to prevent harm to aquatic life and water quality. 33 5.9 Implement an understory tree planting program that introduces smaller native trees in between the larger canopy street trees. • Select and plant a variety of smaller, native tree species in the understory to increase biodiversity, improve habitat for local wildlife, and complement the larger canopy trees. • Strategically plant understory trees in urban spaces to create a more visually diverse and appealing streetscape. • The smaller trees will also provide additional shade and wind protection, enhancing the resilience of the landscape while improving the comfort and well-being of residents and visitors. 5.10 Establish an annual potable water testing program to monitor and ensure the highest quality of drinking water, adhering to all safety standards and regulations, and providing regular reports to the community for transparency and trust. • Helps guarantee that the Village's drinking water meets or exceeds all safety standards and regulations, providing the community with reliable data on water quality. • Regular reports will reassure residents that their health and well-being are being prioritized. 34 Improve traffic flow for all modes of transportation while enhancing safety for vehicles, pedestrians and bicyclists. The Village has a 108-mile roadway network with a 28-mile sidewalk network. The Village also benefits from access to shared use paths along Old Cutler Road, SW 57 Avenue and the US 1 Busway within county- maintained rights-of-way. The Village is substantially developed and has not been expanded in size through annexations since its incorporation in 1996. The Village currently operates a transit circulator system that provides a dedicated route for the primary benefit of our area public schools. The Safe Routes to School program has been a successful part of making Pinecrest a more pedestrian friendly environment. In 2018, Pinecrest completed a Village-wide comprehensive traffic and transportation study to review existing and future peak and off-peak hour traffic patterns, cut through traffic, speeding traffic, existing traffic control devices, signage and traffic signals. The plan proposed alternatives for traffic calming and enhancements for vehicular, pedestrian and bicycle mobility. The Plan recommends the pedestrian/bicycle network enhancements (bicycle lanes, shared-use paths, sidewalk extensions, enhanced crossing treatments, and shared lane pavement markings) improve mobility, connectivity, and safety of cyclists and pedestrians. In 2019, Pinecrest in partnership with Miami-Dade County’s Transportation Planning Organization, initiated a pilot program called Freebee. This environment-friendly transportation service offers free on- demand rides around Village destinations and connects users to the South Dade Transitway and Metrorail stations. A connected community includes: • Land use and transportation that is fully integrated, both locally and regionally, to create an affordable, accessible, low energy, low impact and efficient transportation system. • Multiple modes of safe, affordable, easy and convenient travel. • Capacity and systems for good traffic flow and minimal congestion. TRANSPORTATION & PEDESTRIAN MOBILITY 34 2 35 DEFINITIONS & DESCRIPTIONS 6.1 Design and construct the 67 Avenue Shared-Use Path to link with the Snapper Creek Trail that connects to The Underline. • The addition of shared-use paths helps improve traffic flow because it gives pedestrians and bikers a place on the right-of-way. • The Village Council aims to promote biking over driving to reduce air pollution and road congestion. STRATEGIC OBJECTIVES TRANSPORTATION & PEDESTRIAN MOBILITY 6.1 Design and construct the 67th Avenue Shared-Use Path to link with the Snapper Creek Trail that connects to The Underline. 6.2 Construct the Kendall Drive Shared-Use Path. 6.3 Analyze Pinecrest People Mover ridership service and explore the potential for program expansion including a partnership with Palmetto Bay. 6.4 Develop a plan for street lighting along shared use paths and main roads. 6.5 Review 112th Street for shared-use path potential. 6.6 Design and construct a 62nd Avenue Shared-Use Path. 6.7 Extend 132nd Street sidewalk from 82nd Avenue to 77th Avenue. 6.8 Quantify the use of all Village shared use paths. 6.9 Complete the Bicycling Network Master Plan and develop a five-year implementation plan. 6.10 Complete a traffic flow analysis for the school district area with recommendations for decreasing traffic volumes and improving flow. 6.11 Expand ridership of the People Mover program by promoting its use at all the area public schools and exploring the possibility of adding stops at the private schools. 6.12 Research and assess the feasibility of banning electric motorbikes on sidewalks to enhance pedestrian safety and improve public space accessibility. 36 6.2 Construct the Kendall Drive Shared-Use Path. • Shared-use paths provide safe, accessible routes for walking, cycling, and other non- motorized transport, encouraging healthier lifestyles and reducing reliance on cars. 6.3 Analyze Pinecrest People Mover service ridership and explore the potential for program expansion including a partnership with Palmetto Bay. • Understanding current ridership patterns helps identify areas of high demand and underutilization, allowing for targeted improvements and better allocation of resources. • Partnering with Palmetto Bay can create a more cohesive regional transportation network, offering residents seamless travel options between communities and increasing the utility and appeal of the People Mover service. 6.4 Develop a plan for street lighting along shared-use paths and main roadways. • The 2024 Citizen Survey identified lack of street lighting as an area of concern for residents, with respondents expressing a desire for increased lighting. • Lighting extends the usability of the paths beyond daylight hours, making them accessible and functional for evening and early morning activities. • By providing a safe and well-lit environment, more residents are likely to walk or bike for recreation or commuting, promoting sustainable transportation. 6.5 Review 112th Street for shared-use path potential. • Assess whether this road is suitable for the addition of pathways that accommodate both pedestrians and cyclists. • Evaluating the street helps determine if it can bridge important routes and enhance local mobility. 37 6.6 Design and construct a 62nd Avenue Shared-Use Path. • Designing and constructing the 62nd Avenue Shared-Use Path will create a seamless link between key parks and neighborhoods, providing residents with a safe and accessible route for walking, biking, and other recreational activities. • This will improve connectivity across the Village, encouraging more active transportation and enhancing overall access to green spaces. 6.7 Analyze extending 132nd Street sidewalk from 82nd Avenue to 77th Avenue. • Determine the potential benefits and challenges of extending the sidewalk, ensuring that it enhances pedestrian safety, connectivity, and overall community well-being. • Furthers the goal of neighborhood connectivity to the commercial corridor. 6.8 Quantify the use of all Village shared-use paths. • Helps evaluate how well the shared-use paths are serving their intended purpose. • Understanding user volume and patterns can reveal if the paths meet community needs and if they are effectively encouraging walking and cycling. • Monitoring usage over time helps track trends in pedestrian and cyclist behavior. This can reveal shifts in preferences or needs, which can be valuable for long-term planning and maintaining relevant infrastructure. 6.9 Complete the Bicycling Network Master Plan and develop a five-year implementation plan. • Evaluate existing shared-use paths, routes, and safety conditions, and identify areas for improvement to create a connected, safe, and efficient cycling network across the Village. • Develop a detailed five-year implementation plan that prioritizes key projects, allocates resources, and sets clear milestones to improve cycling infrastructure, ensuring the network grows systematically and meets the needs of cyclists. 38 6.10 Complete a traffic flow analysis for the school district area with recommendations for decreasing traffic volumes and improving flow. • Gather comprehensive data on traffic volumes, peak hours, and congestion points within the school district area, while also assessing current pedestrian and bicycle usage. • Explore strategies to reduce traffic volumes and improve flow through a multimodal approach, such as promoting alternative transportation options like biking, walking, and carpooling. • This may include incentivizing safe walking and cycling routes, integrating bicycle-sharing programs, and enhancing public transportation options for students and staff. • Propose improvements to pedestrian and bicycle facilities to ensure safe, efficient travel for all users. 6.11 Expand ridership of the People Mover program by promoting its use at all the area public schools and exploring the possibility of adding stops at the private schools. • Launch targeted promotional campaigns within public schools to increase awareness of the People Mover program, highlighting its convenience, environmental benefits, and safety. • Assess the feasibility of adding stops at private schools to expand the People Mover service coverage. 6.12 Research and assess the feasibility of banning electric motorbikes on sidewalks to enhance pedestrian safety and improve public space accessibility. • Investigate the legal frameworks and precedents for regulating electric motorbikes on sidewalks, including potential conflicts with state or national laws, enforcement challenges, and the experiences of other cities with similar bans. • This will inform the feasibility of introducing a sidewalk ban while considering public space accessibility and alternative transportation solutions. 39 Foster a strong, engaged community through inclusive services, accessible programs, and mental health programs to ensure that residents have the resources and support needed to lead happy, healthy, fulfilling lives. Social Connectivity refers to the strength and quality of relationships among individuals, organizations, and the wider community. In the context of the Village, this strategic priority focuses on creating and maintaining an environment where residents are connected, engaged, and actively involved in the life of their community. Social connectivity also emphasizes fostering inclusivity, communication, and a sense of belonging among all residents. Public Wellbeing is a broad category that encompasses the overall health, safety, happiness, and quality of life of the community members. It goes beyond physical health and safety to include mental and emotional well-being, social cohesion, economic opportunity, and access to essential services like education, transportation, and recreation. In Pinecrest, this priority reflects the commitment to providing residents with the resources, programs, and support systems necessary for a high quality of life. Encouraging active engagement and participation among residents is central to social connectivity. By offering a variety of avenues for residents to get involved—such as public meetings, volunteer opportunities, community events, and online forums—the Village fosters a strong sense of belonging. Active community participation not only helps improve the quality of life but also ensures that the Village’s growth and development reflect the needs and desires of its residents. To promote public wellbeing, the Village must provide services and programs that cater to a diverse population. This includes accessible healthcare resources, mental health support, recreational activities for all ages, and social services that help residents thrive. Special attention must be paid to vulnerable groups like the elderly and those with disabilities to ensure equitable access to community resources. Social connectivity and wellbeing are deeply tied to the health and safety of the community. The Village’s commitment to improving public health includes promoting active lifestyles through parks and recreational programs, ensuring safe and walkable streets, and implementing safety initiatives that prevent crime and accidents. These elements create an environment where people feel secure and can connect with others without fear. A focus on social connectivity and public wellbeing includes: • Supporting mental and emotional health by offering community wellness programs. • Social activities, such as cultural festivals or community-driven events to provide opportunities for people to interact and build meaningful relationships. • Opportunities to contribute to the community, volunteer, and support one another. SOCIAL CONNECTIVITY & PUBLIC WELLBEING 40 DEFINITIONS & DESCRIPTIONS 7.1 Implement a Teacher Appreciation Week program that provides free access to any Pinecrest public school teacher and immediate family to Pinecrest Gardens. • Offers complimentary access to Pinecrest Gardens for all public-school teachers and their immediate families, recognizing their hard work, dedication, and vital role in the community while fostering a culture of appreciation and support for educators. • By providing free access to Pinecrest Gardens, the program creates an opportunity for teachers and their families to enjoy a local cultural and recreational space, strengthening community bonds and promoting well-being for those who contribute to the growth and development of local students. 7.2 Create a comprehensive Volunteer Program that aligns with the goal of celebrating and appreciating volunteers through dedicated events like Volunteer Appreciation Week, as well as fostering continuous community engagement through timebank and other resources. • Develop a comprehensive volunteer program that outlines clear roles, opportunities, and expectations, ensuring volunteers can contribute effectively to community projects while gaining a sense of purpose and connection to the Village. STRATEGIC OBJECTIVES SOCIAL CONNECTIVITY & PUBLIC WELLBEING 7.1 Implement a Teacher Appreciation Week program that provides free access to any Pinecrest public school teacher and immediate family to Pinecrest Gardens. 7.2 Create a comprehensive Volunteer Program that aligns with the goal of celebrating and appreciating volunteers through dedicated events like Volunteer Appreciation Week, as well as fostering continuous community engagement through timebank and other resources. 7.3 Launch a Pinecrest Friendship Program connecting new residents with community ambassadors to help integrate them into the community . 7.4 Host neighborhood mixer events at the parks to encourage connection. 7.5 Expand programs on social well-being and mental health to create a thriving community and improve overall quality of life for residents. 7.6 Organize and host an inclusive, accessible, and vibrant annual community feast that brings together residents of all ages and backgrounds in celebration of the shared values of gratitude, togetherness, and community spirit, fostering deeper social connections, mutual respect, and collective pride. 41 • Organize annual events like Volunteer Appreciation Week to honor the hard work and dedication of volunteers, providing public recognition and fostering a culture of gratitude that motivates ongoing participation and community involvement. • Foster long-term community engagement through initiatives like time banking, which allows residents to exchange volunteer hours for services, as well as other resources that encourage sustained participation. 7.3 Launch a Pinecrest Friendship Program connecting new residents with community ambassadors to help integrate them into the community . • Pair new residents with community ambassadors, providing personalized guidance and support to help them feel welcomed and connected to local resources, events, and neighborhood networks. • Encourages social interactions and fosters a sense of belonging by creating opportunities for new residents to engage with established community members, helping them build meaningful relationships and become more involved in the Village. • By offering new residents an ambassador, the program helps them navigate their transition, making them more likely to stay engaged and active in the community, while enhancing overall social cohesion in Pinecrest. 7.4 Host neighborhood mixer events at the parks to encourage connection. • These events encourage residents of all ages and backgrounds to come together, fostering a sense of belonging and community pride while promoting regular participation in park activities and local gatherings. • By hosting mixers in parks, the events not only facilitate social connections but also encourage outdoor recreation, contributing to a healthier, more active lifestyle for residents while strengthening the park as a community hub. 42 7.5 Expand programs on social well-being and mental health to create a thriving community and improve overall quality of life for residents. • Create accessible mental health resources, including workshops, counseling services, and support groups, to help residents address mental health challenges. • Introduce programs that promote mental wellness through stress reduction techniques such as yoga, meditation, and mindfulness classes. • Establish programs aimed at reducing social isolation by facilitating social engagement through volunteer opportunities, interest-based groups, and neighborhood mixers. • By connecting residents with similar interests or experiences, the community can create stronger social support networks, which are critical for improving overall mental well-being and fostering a sense of belonging. 7.6 Organize and host an inclusive, accessible, and vibrant annual community feast that brings together residents of all ages and backgrounds in celebration of the shared values of gratitude, togetherness, and community spirit, fostering deeper social connections, mutual respect, and collective pride. • By hosting an event that highlights the Village's shared values, the community feast becomes a symbol of local pride and togetherness, allowing residents to celebrate their collective identity, creating a stronger sense of belonging and connection to the community. • Incorporate elements of local culture and traditions into the event, such as showcasing local music, art, or performances, to enrich the experience and provide a platform for local talent, fostering pride in the community’s unique identity. 43 Joseph M. Corradino, Mayor Jerry Greenberg, Vice Mayor Shannon del Prado, Councilmember Ken Fairman, Councilmember Ariel Meyer, Councilmember Yocelyn Galiano, ICMA-CM, Village Manager Priscilla Torres, MMC, Village Clerk Mitchell Bierman, Village Attorney