Virtual Committee of the Whole Workshop

Agenda (non-virtual)

VILLAGE OF PALMETTO BAY

Mayor Karyn Cunningham

Vice Mayor Leanne Tellam

Council Member Patrick Fiore (Seat 1)

Council Member Steve Cody (Seat 2)

Council Member Marsha Matson (Seat 3)

Village Manager Nick Marano

Village Attorney John C. Dellagloria

Village Clerk Missy Arocha

In accordance with the Americans with Disabilities Act of 1990, persons needing special accommodation, a sign language interpreter, or hearing impaired to participate in this proceeding should contact the Village Clerk at (305) 259-1234 for assistance no later than four days prior to the meeting.

AGENDA

VIRTUAL COMMITTEE OF THE WHOLE WORKSHOP

WEDNESDAY, SEPTEMBER 18, 2024 - 7:00 PM

(305) 259-1234

1.

CALL TO ORDER, ROLL CALL, INVOCATION, PLEDGE OF ALLEGIANCE, AND DECORUM STATEMENT, IN THAT ORDER:

Any person making impertinent or slanderous remarks, or who becomes boisterous, while addressing the Council may be barred from further appearance before the Council by the Mayor, unless permission to continue or again address the Council is granted by a majority vote of the Council. Applauding speakers shall be discouraged. Heckling or verbal outbursts in support or opposition to a speaker, or his or her remarks, shall be prohibited. No signs or placards shall be allowed in the Council meeting. Persons exiting the Council meeting shall do so quietly. All cellular telephones and beepers are to be silenced during the meeting.

2.

PUBLIC COMMENTS

3.

PRESENTATIONS

A.

ECONOMIC DEVELOPMENT STRATEGIC PLAN (Community and Economic Development Department)

4.

VILLAGE COUNCIL AND ADMINISTRATION DISCUSSION ITEMS

A.

DRAFT SIGNAGE CODE AMENDMENTS (Community and Economic Development Department) (Continued from the June 17, 2024, Zoning Hearing)

B.

PROCLAMATIONS, AWARDS, AND PRESENTATIONS AT REGULAR COUNCIL MEETINGS - ITEM 2 OF THE MEETING AGENDAS BEGINNING AT 6:30 P.M. (Councilmember Marsha Matson)

5.

NEXT COMMITTEE OF THE WHOLE WORKSHOP DATE:

JANUARY 15, 2025

6.

ADJOURNMENT

WE, THE VILLAGE COUNCIL OF THE VILLAGE OF PALMETTO BAY, HEREBY COMMIT OURSELVES TO MAINTAINING CIVILITY IN OUR PUBLIC AND POLITICAL DISCOURSE AND PLEDGE TO THE FOLLOWING PRINCIPLES:

We will respect the right of all citizens in our community to hold different opinions;

We will avoid rhetoric intended to humiliate or question the wisdom of those whose opinions are different from ours;

We will strive to understand differing perspectives;

We will choose our words carefully;

Mayor Karyn Cunningham Vice Mayor Leanne Tellam Council Member Patrick Fiore (Seat 1) Council Member Steve Cody (Seat 2) Council Member Marsha Matson (Seat 3) Village Manager Nick Marano Village Attorney John C. Dellagloria Village Clerk Missy Arocha 1. CALL TO ORDER, ROLL CALL, INVOCATION, PLEDGE OF ALLEGIANCE, AND DECORUM STATEMENT, IN THAT ORDER: Any person making impertinent or slanderous remarks, or who becomes boisterous, while addressing the Council may be barred from further appearance before the Council by the Mayor, unless permission to continue or again address the Council is granted by a majority vote of the Council. Applauding speakers shall be discouraged. Heckling or verbal outbursts in support or opposition to a speaker, or his or her remarks, shall be prohibited. No signs or placards shall be allowed in the Council meeting. Persons exiting the Council meeting shall do so quietly. All cellular telephones and beepers are to be silenced during the meeting. 2. PUBLIC COMMENTS 3. PRESENTATIONS A. ECONOMIC DEVELOPMENT STRATEGIC PLAN (Community and Economic Development Department) 4. VILLAGE COUNCIL AND ADMINISTRATION DISCUSSION ITEMS A. DRAFT SIGNAGE CODE AMENDMENTS (Community and Economic Development VILLAGE OF PALMETTO BAY In accordance with the Americans with Disabilities Act of 1990, persons needing special accommodation, a sign language interpreter, or hearing impaired to participate in this proceeding should contact the Village Clerk at (305) 259-1234 for assistance no later than four days prior to the meeting. AGENDA VIRTUAL COMMITTEE OF THE WHOLE WORKSHOP WEDNESDAY, SEPTEMBER 18, 2024 – 7:00 PM (305) 259-1234 1

Department) (Continued from the June 17, 2024, Zoning Hearing) B. PROCLAMATIONS, AWARDS, AND PRESENTATIONS AT REGULAR COUNCIL MEETINGS - ITEM 2 OF THE MEETING AGENDAS BEGINNING AT 6:30 P.M. (Councilmember Marsha Matson) 5. NEXT COMMITTEE OF THE WHOLE WORKSHOP DATE: JANUARY 15, 2025 6. ADJOURNMENT WE, THE VILLAGE COUNCIL OF THE VILLAGE OF PALMETTO BAY, HEREBY COMMIT OURSELVES TO MAINTAINING CIVILITY IN OUR PUBLIC AND POLITICAL DISCOURSE AND PLEDGE TO THE FOLLOWING PRINCIPLES: We will respect the right of all citizens in our community to hold different opinions; We will avoid rhetoric intended to humiliate or question the wisdom of those whose opinions are different from ours; We will strive to understand differing perspectives; We will choose our words carefully; We will speak truthfully without accusation and we will avoid distortion; We will speak out against violence, prejudice, and incivility in all of their forms, whenever and wherever they occur. NOTICE OF APPEAL RIGHTS Pursuant to Florida Statutes 286.0105, the Village hereby advises the public that if a person decides to appeal any decision made by the Council with response to any matter considered at its meeting or hearing, he or she will need a record of the proceedings, and that for such purpose, the affected person may need to ensure that verbatim record of the proceedings is made, which record includes testimony and evidence upon which the appeal is to be based. This notice does not constitute consent by the Village for the introduction or admission of otherwise inadmissible or irrelevant evidence, nor does it authorize challenges or appeals not otherwise allowed. AMERICAN DISABBILITIES ACT OF 1990 This meeting is open to the public. In accordance with the American Disabilities Act of 1990, persons needing special accommodation or a sign language interpreter to participate in this proceeding should contact the Village Clerk at (305) 259-1234 no later than four (4) days prior to the meeting. Hearing Assistance Devices are available with the Village Clerk. 2

AGENDA ITEM NO. 3.A Item Cover Page DATE: September 18, 2024 SUBMITTED BY: Missy Arocha, Community and Economic Development ITEM TYPE: Discussion AGENDA SECTION: PRESENTATIONS SUBJECT: ECONOMIC DEVELOPMENT STRATEGIC PLAN (Community and Economic Development Department) SUGGESTED ACTION: VIRTUAL COMMITTEE OF THE WHOLE WORKSHOP AGENDA ITEM REPORT ATTACHMENTS: Final_Palmetto Bay EDSP_BusinessFlare.pdf 3

ECONOMIC DEVELOPMENT STRATEGIC PLAN P R E P A R E D B Y B U S I N E S S F L A R E L L C 2 0 2 4 P A L M E T T O B A Y , F L O R I D A 4

EXECUTIVE SUMMARY 04 KEY DATA POINTS 07 STRATEGIC PLAN 09 TACTICAL PLAN 17 CONTENTS EXHIBITS A. STAKEHOLDER INPUT B. MARKET ANALYSIS C. 3D FRANJO EXAMPLE D. 3D “LITTLE VILLAGE” EXAMPLE 5

acknowledgements Village of Palmetto Bay Mayor and Council Mayor Karyn Cunningham Vice Mayor Leanne Tellam Councilmember District 1 - Patrick Fiore Councilmember District 2 - Steve Cody Councilmember District 3 - Marsha Matson Village Staff Nick Marano, Village Manager Karla Morales, Executive Assistant Heidi Siegel, AICP, Community & Economic Development Director Consulting Team Kevin Crowder, CEcD, EDP, BusinessFlare® Founder Alicia Alleyne, MBA, FRA-RP, BusinessFlare® COO Camilo Lopez, FRA-RP, BusinessFlare® Strategic Economic Designer Julio E. Magrisso, BusinessFlare® Quality of Life Officer BusinessFlare® is an awesome collaborative enterprise that approaches economic design and planning in a way that envisions each community’s potential through a refreshing and unique experience based on authenticity, place brand and feasibility. BusinessFlare® has offices in North Miami, Stuart, and New Port Richey. 6

Nestled in the heart of Miami-Dade County, the Village of Palmetto Bay stands as a beacon of prosperity and quality of life. Renowned for its lush landscape and coastal charm, Palmetto Bay is not just a place to live, but a haven where quality of life and economic vitality intertwine. As we embark on this journey to develop an actionable economic strategy, it is essential to recognize the unique characteristics that make Palmetto Bay a remarkable place to invest, work, and thrive. E X E C U T I V E S U M M A R Y B Y K E V I N C R O W D E R , C E C D , E D P Palmetto Bay, often referred to as the "Village of Parks," is a testament to the beauty of South Florida's natural landscape. With its idyllic setting along the shores of Biscayne Bay, the Village offers an array of outdoor recreational opportunities, from serene parks and nature preserves to boating and waterfront activities. The community's commitment to maintaining a balance between development and environmental preservation is evident in its tree-lined streets, well- maintained public spaces, and robust green initiatives. P A L M E T T O B A Y E D S P B U S I N E S S F L A R E P A G E 0 4 7

The Village is home to several iconic destinations that draw both residents and visitors alike. The Deering Estate, a historical and environmental treasure, offers a glimpse into Florida's rich heritage and natural beauty. Thalatta Estate Park, with its picturesque waterfront views, serves as a sought-after venue for events and gatherings. Additionally, the Village's proximity to Miami offers easy access to a plethora of cultural, artistic, and entertainment options, further enhancing its appeal as a residential and business destination. Palmetto Bay's economic landscape is characterized by a diverse mix of small businesses, retail establishments, and professional services. The Village's strategic location, excellent schools, and family-friendly atmosphere make it an attractive place for entrepreneurs and established businesses seeking a community-oriented environment. Moreover, Palmetto Bay’s connectivity, with major transportation arteries such as US-1, the South Dade Transitway, and nearby expressways, positions it as a gateway to greater Miami's economic centers. Above all, Palmetto Bay is distinguished by its high quality of life. Safe neighborhoods, top-rated schools, active parks programs and a strong sense of community are hallmarks of the Village. The local government’s dedication to community engagement, public safety, and sustainable growth has fostered an environment where residents can enjoy a harmonious balance of work, leisure, and community involvement. As we chart the course for Palmetto Bay's economic future, this strategic plan is not just a roadmap for growth but a commitment to preserving the qualities that make the Village truly exceptional. We envision a future where economic development goes hand in hand with community well-being, environmental stewardship, and an unwavering spirit of innovation, resilience, and action. Understanding the strength of the Village’s character and identity, the approach to economic development and economic growth must be grounded in the Village’s authentic character. P A L M E T T O B A Y E D S P B U S I N E S S F L A R E P A G E 0 5 8

Authentic economic development focuses on the things that make Palmetto Bay a place that people want to be. A place they want to live, work and play. A place to open a business, renovate an old building, or be an entrepreneur. A place to grow old, and where your kids can have safe places to play. There is no limit to the reasons that people may want to be in a place. There are also many reasons that places attract people, and why they connect to a place. The top three reasons are: The aesthetics - how a place looks and feels. 1. The social offerings - the activities and opportunities for people to engage with one another. 2. Openness - how open and welcoming is a community. 3. With an abundance of economic and quality of life assets and strengths that directly connect to these reasons, Palmetto Bay is very well positioned for this type of realistic economic growth. Economic growth that enhances quality of life while maintaining a community’s character can be challenging, and it is important to identify opportunities that are consistent with community context. In Palmetto Bay, there are five (5) opportunity areas: To enhance economic growth and quality of life, Palmetto Bay has the opportunity to: Preserve its legacy community and generational population, its excellent schools and parks, its safe, family-oriented neighborhood character, and its natural beauty. Invest in the Village’s identity and awareness of its offerings and opportunities; in engagement internally and externally, and through the many unique experiences that are locally available, and in its ongoing sustainability and green initiatives. Enhance the access to the many open and natural spaces in the Village; local housing options; and adaptive reuse and appropriate mixed-use development. Capitalize on the presence of US1 and its connected markets; local and regional affluence; and remote work and the desire to work closer to home. Expose how authentically natural Palmetto Bay is (you were green before green was cool); the attractions such as the Deering Estate, Thallatta, and the Old Cutler Road area; and that there are character consistent opportunities for entrepreneurship and investment. P A L M E T T O B A Y E D S P B U S I N E S S F L A R E P A G E 0 6 9

KEY ECONOMIC OBSERVATIONS The Village is a high-value, primarily single-family home market with strong demand and limited supply, although there are some vacant sites available for development and possibly land acquisition. The downtown Franjo area continues to be a key opportunity for compatible infill and mixed-use investment that should connect to the US- 1 corridor. Many of the Village's residents are in the workforce and talent pool, but local job opportunities for local residents are lacking. Housing availability is a challenge for the workforce, and there are not enough “places” for talent to make the area attractive enough for them to choose to live here, compared to other areas with active commercial nodes and third places. Local residents are a key market that is underserved, both by existing businesses and by business types that are not present in Palmetto Bay. Many retail customers do most of their spending to the south of the Village, but the US1 commuters are a key market for much of the corridor's retail programming. The Village has a limited identity and place brand that can be strengthened, and the local demand for art and culture needs better organization and awareness. The Village has an authentic “outdoor life” character that should be capitalized on for economic development and entrepreneurship, not just quality of life. The commercial corridors need a better regulatory structure, and there exists an opportunity to improve the housing mix while staying true to the Village's character. Palmetto Bay has a higher median housing value than much of the surrounding area, representing significant household wealth, income, and discretionary spending potential WEALTH P A L M E T T O B A Y E D S P B U S I N E S S F L A R E P A G E 0 7 10

122,500Visits to the Deering Estate by 68,000 individuals during the last 12 months. 84Number of minutes visitors stay at the Deering Estate. P A L M E T T O B A Y E D S P B U S I N E S S F L A R E P A G E 0 8 $91,000Deering Estate Average Visitor Income. Attractions like the Deering Estate bring people to Palmetto Bay, however, other than the 84 minutes they stay at that destination, they do not often visit other locations, destinations or businesses in Palmetto Bay, other than the Starbucks at 168th and Old Cutler Road. 11

STRATEGIC PLAN The Palmetto Bay Economic Development Strategic Plan is comprised of the following strategy areas. These strategy areas are made up of challenges, assets, needs and actions, which culminate in a Tactical Plan for Economic Development for the Village of Palmetto Bay. Business Attraction and Retention, which is focused on new and existing businesses, which are especially challenged by the limited amount of vacant commercial space in the Village. Quality Residential Community. Which is attractive to the talented workforce that lives in, and is moving to South Florida, but which is an opportunity that is limited by inventory and affordability. Redevelopment. Which can provide an efficient use of land that is available, and which can be done in a way that supports tax base growth, provides entrepreneurial, job creation, and housing opportunities, while preserving community character. Revitalization of the US-1 Corridor. Which experiences challenges related to limited space availability, aesthetics that are not always consistent with the Village’s character and quality, and the need to articulate a vision for the corridor and adaptation to modern times and future market trends. Capital and Feasibility. Which focuses on new investment attraction that can be financed and successful in the market. Identity and Brand, which can help “thread” together the different asset that are present in the community in a way that makes Palmetto Bay a place that people want to be, and spend their time and their money. Regulatory Efficiency. Which can help attract the right entrepreneurs and investors that understand and value the Village’s character and see opportunities to contribute to that character while creating wealth, investment and job opportunities. P A L M E T T O B A Y E D S P B U S I N E S S F L A R E P A G E 0 9 “The Village has a high-quality and stable residential community, great outdoors and natural spaces, parks, schools, and open spaces...Now is the time to enhance the Village’s social and commercial offerings with a walkable “Downtown” that has sidewalk cafes, retail spaces, entertainment, amenities, third places, and moderate mixed-use development.” -BusinessFlare 12

STRATEGY 1 BUSINESS ATTRACTION AND RETENTION B U S I N E S S F L A R E P A G E 1 0 Challenge The Village needs more commercial space due to low vacancy (See redevelopment). Needs Attract more third places and quality restaurants. Businesses that appeal to talent. Actions Engage with resident entrepreneurs and small business owners who do not have businesses in the Village. Engage with existing third places and restaurants to understand market trends and their challenges. Engage with real estate brokers to learn about leasing needs and provide more detailed opportunity information. Analyze real estate, market, and business trends and opportunities to keep the story current. Analyze entrepreneurial opportunities that connect to the Village’s strong open spaces while not commercializing the parks. Create introductory events for brokers, developers, bankers, and entrepreneurs, at the right time. 13

STRATEGY 2 A QUALITY RESIDENTIAL COMMUNITY B U S I N E S S F L A R E P A G E 1 1 Challenge Residential inventory is limited, as is housing product mix. Affordability is diminishing. Needs Generational stability (young and old). Legacy housing (young and old). Third places for talent (public and private). More housing type variety (townhomes, garden apartments, etc). Actions Identify opportunities to connect open space and cultural audiences with economic development, business and entrepreneurship. Seek moderate mixed-use development in ‘Downtown” area to add housing type variety to attract talent and provide lifestyle options. See Redevelopment. 14

STRATEGY 3 REDEVELOPMENT B U S I N E S S F L A R E P A G E 1 2 Challenge Land availability for redevelopment. Preservation of character and nature. Needs Deliver on the promises of a walkable “Downtown” (especially on Franjo Road vision). See Exhibit C hypothetical 3D fitment for this area to redevelop into a walkable downtown. More commercial space for businesses. Identify opportunities at the Village Center that align with the Village’s economic development and conservation vision. Enhance 168th and Old Cutler Road’s placemaking and character. See Exhibit D hypothetical 3D fitment for this area activation into a cozy ‘Little Village”. Actions Engage with downtown property owners specifically on redevelopment and partnership (especially on Franjo Road vision). Create and promote P3 scenarios for downtown. Analyze vacant sites for realistic potential. Analyze the Old Cutler Road marketplace concept. Analyze opportunities for site control (See Capital). Engage with developers to match to realistic vacant sites. Engage with dealerships about the future. 15

STRATEGY 4 US-1 CORRIDOR B U S I N E S S F L A R E P A G E 1 3 Challenge Land availability and inconsistent aesthetics. Property owners understanding the vision for the corridor and the adaptation to modern times. Needs Destinations and commercial service options for the Palmetto Bay residents. Reasons for commuters to stop and shop (turn cars into customers). Character appropriate Transit Oriented Development (TOD). Actions Invest in helping enhance the private property aesthetics. Reinforce comp plan recommendations. Invest in ROW improvements for connectivity. Invest in enhanced identity and brand for the corridor and the Village. 16

STRATEGY 5 CAPITAL AND FEASIBILITY B U S I N E S S F L A R E P A G E 1 4 Challenge Office investment is feasible in the market but is hard to finance. The Village has limited resources for land acquisition. The Village has limited resources for economic development and incentives. Actions Invest in a targeted incentive program based on brand and image. Analyze potential public space third places focused on talent attraction. Invest into public realm “look and feel” projects. Invest in storytelling about office potential and reverse commute opportunity. 17

STRATEGY 6 IDENTITY AND BRAND B U S I N E S S F L A R E P A G E 1 5 Assets The Deering Estate and Thallatta. US1 Eyeballs/ Franjo Road Vision. Authentically Green/ Superb Quality of Life. Needs A strong brand and identity that highlights the entrepreneurial opportunity, market access, commitment to sustainability, quality of life, open space and unique character. Actions Invest in promoting new business investment. Engage with the business and residential community to find economic development relevant stories. Invest in a focused storytelling campaign. Engage with key players to tell the story (brokers, entrepreneurs, developers) Create a focused identity and brand for authentic economic placemaking. Engage with visitors to the Deering Estate through a partnership program and other destinations to educate them about other opportunities in Palmetto Bay. Invest in ongoing analysis of residential spending trends. Create key and targeted industry and area profiles. Create a staycation eco-tourist/day-tripper campaign to explore Palmetto Bay, connecting with local businesses. 18

STRATEGY 7 REGULATORY EFFICIENCY B U S I N E S S F L A R E P A G E 1 6 Challenge Attracting the right businesses and investors that understand the character of the Village and the community vision. Needs Streamlined permitting processes. Consistent and easily understood codes. Actions Analyze the sign code and other business regulations. Analyze parking requirements. Simplify the Zoning Code. Analyze opportunities to connect new technologies and market opportunity (EV, E-bikes, etc). Enhance design standards, especially along high traffic corridors. Identify opportunities to enhance business and development processes. 19

T A C T I C A L P L A N The Tactical Plan focuses on the implementation of the plan’s actions in a manner that can be managed and guided by the Village administration and policy makers, through the annual budget and workplan process. Analyze Real Estate and Economic Data – ongoing Opportunities for Site Control Entrepreneurial Ideas Opportunity Sites Old Cutler Marketplace Concept Talent Appeal Places Sign code and parking requirements New technologies and market opportunities Engage Resident Entrepreneurs Third Places Real Estate Brokers Downtown Property Owners Developers US1 Dealerships Storytellers Visitors to Deering Estate Discover Connect open space and culture to business and entrepreneurship Enhancements to design standards, especially US1 Process enhancements Create Downtown P3 Scenarios Focused identity and brand for economic placemaking Key industry and subdistrict profiles Green business recognition program Eco-tourist/day-tripper campaign to explore Palmetto Bay Invest Monitoring market changes, trends and opportunities. Enhancing private property aesthetics Especially targeted on US1 Brand and image aesthetic incentives Public realm “look and feel” projects Branding and Marketing Promote new business investment Storytelling campaign “Where there is will, there is way.” P A L M E T T O B A Y E D S P B U S I N E S S F L A R E P A G E 1 7 20

T H A N K Y O U 21

EXHIBIT A STAKEHOLDER INPUT 22

STAKEHOLDER INPUT PALMETTO BAY ECONOMIC DEVELOPMENT STRATEGIC PLAN (EDSP) Village of Palmetto Bay, Florida Prepared By: BusinessFlare® 23

STAKEHOLDER INPUT ROUNDTABLES During this process BusinessFlare in conjunction with village staff conducted a series of stakeholder input roundtable meetings with business and property owners, entrepreneurs, developers, residents, and elected officials. BusinessFlare® 24

PIECE ANALYSIS PRESERVE • Excellent schools and parks • Safe, family-oriented community • Natural beauty INVEST IN • Sustainability, green initiatives ENHANCE • Adaptive re-use, mixed-use development CAPITALIZE ON • Affluence • Opportunity for Niche office spaces • Improved Transit options EXPOSE • Attractions- Deering Estate, Thallata Estate, Old Cutler Road BusinessFlare® NOTES FROM ROUNDTABLE • A desire to see increased commercial leasing opportunities as vacancy is limited. • Office buildings are difficult to underwrite in suburban communities. • limited realism in bike lanes as people love to have their cars. • Job creation in the southern district. • A focus on the enhancement of the area around Village Hall. • Franjo Road "needs a neighborhood“. • 3rd places are limited to the few known eateries and parks. • There's a gap in restaurants, specialty retail. • Concerns about parking. • Additional promotion of Freebee. • Great park amenities and offerings. • New Parks Master Plan (currently being prepared), It would be great to take a peak at what they have put together. • Parking, parking, parking. • Liked park