Donald Decker, City Manager, City of Weston

May 2026 — Invest: spoke with Donald Decker, Weston city manager, about the city’s economic momentum, infrastructure investments, and the fiscal questions Florida’s property tax debate could raise for local governments. “The goal from Tallahassee is to make Florida more affordable, and property tax reform is being discussed as one approach. For communities like Weston, the uncertainty is in the details,” Decker said.

How would you describe the past year for Weston, and how does that performance reflect the broader state of municipal governance in South Florida?

The past year has been strong for Weston, particularly from an economic standpoint. We have seen meaningful additions to the community, including a Chick-fil-A distribution center, which is significant for our local economy and also reflects broader growth patterns across South Florida. From their perspective, Weston made sense because of our location right off I-75, with convenient north-south and east-west connectivity that allows efficient access to surrounding areas. But they also told us they chose Weston because of the unique qualities of the community. It is well-run, safe, and attractive for executives who may want to live nearby.

That quality of place matters in very practical ways, especially when an operation runs 24 hours a day. Low crime and a strong sense of stability help employers feel confident about locating facilities here, and we were very pleased to welcome an established, well-known brand.

At the same time, we are seeing an interesting trend in restaurant turnover. Some of that appears connected to our community’s age, around 30 years, and it is natural for long-standing, family-run businesses to reach a transition point. We are also seeing the pressure of higher rents, which may be contributing as well. The encouraging part is that vacancies are being filled relatively quickly, so we are not seeing long-term impacts. But restaurants are part of a community’s identity, and when familiar places close, people respond emotionally. It is bittersweet: new restaurants generate new interest, but we also recognize the role long-time businesses have played in making Weston feel special.

On housing, we have heard broader comments about a slowing market, and while homes may be sitting slightly longer, we have not seen a major local decline. Properties are still selling, and the factors that draw families to Weston remain fundamentally unchanged. Strong public schools continue to be a major driver, and as long as those standards remain high, Weston will continue to attract families looking for that educational foundation.

What have been the biggest accomplishments when it comes to infrastructure, redevelopment efforts, or fiscal management?

On the infrastructure side, the biggest improvement we are seeing across Broward County is transportation. A few years ago, residents approved a voter-approved transportation surtax, which is generating revenue for the county and for cities to fund transportation improvements. Many of the capital projects happening in Weston today are tied directly to those proceeds. We are making improvements to major roadways, strengthening bike lanes, and upgrading sidewalks. In the short term, that work can be messy. Construction creates traffic delays and disruption, and residents feel that. But the end result is a refresh of the community’s core infrastructure, the kind of condition residents remember from when Weston was newer.

From a governance perspective, that is a major accomplishment: keeping infrastructure in good repair is part of what sustains a community’s appeal over time. Just as strong schools draw families, strong infrastructure supports everyday life and helps ensure people continue to view Weston as an attractive place to live and do business. We also expect other cities to tell you they are doing similar work, because that surtax is supporting projects across Broward.

What is important is the long horizon. That revenue is expected to continue for years, and that gives cities the ability to reinvest consistently. In our case, that means continued transportation improvements, while the county is also looking at broader public transportation needs like buses and potentially other long-term mobility investments. Together, these efforts help position Weston and South Florida for sustainability over the next several decades.

What specific corridors or areas are you prioritizing, and how do you ensure the city’s identity remains intact during these revitalization efforts?

In Weston, our major commercial corridor is Weston Road, which runs parallel to I-75 and functions as our key north-south artery. Over the last couple of years, and continuing this year, we have invested dollars to renovate Weston Road specifically. That includes adding capacity in select areas, where we are expanding from two lanes to three lanes, and improving sidewalks to better accommodate current demand and future growth.

A major reason we are planning for the future is that we anticipate additional growth from key anchors like Cleveland Clinic, which has a significant presence in Weston and has expanded considerably over time. Some of the improvements we are implementing now are designed to accommodate the traffic and access needs that could come with continued expansion in the years ahead.

We have also made targeted intersection improvements, including work at Royal Palm and Weston Road, which serves as a main entrance into the community. Looking forward, FDOT is expected to make major improvements to the I-75 and Weston Road interchange, which is the primary entry point for residents, visitors, and commercial traffic. Enhancements there benefit businesses along the corridor, major employers like Cleveland Clinic, and residents who rely on that route for daily routines.

As we focus on growth and access, we are careful about balance. It is important to support visitors and commercial activity, but not at the detriment of residents. These projects are intended to make travel more efficient and more comfortable for everyone, including residents driving to restaurants, medical appointments, and services along Weston Road.

Looking ahead three to five years, what is your outlook for Weston’s fiscal health, infrastructure priorities, and economic position within Broward?

In the near term, I think you will hear a consistent theme from cities across Florida: We are watching the state’s property tax initiative very closely. The goal from Tallahassee is to make Florida more affordable, and property tax reform is being discussed as one approach. For communities like Weston, the uncertainty is in the details. If property taxes are reduced and service levels remain the same, the question becomes how the gap is addressed. If revenue declines significantly, does the city reduce services, raise fees, or shift the tax burden in other ways?

Those questions matter because the services we provide, including well-maintained parks, landscaping, infrastructure, and other aspects of quality of life, are tied to stable revenue. In Weston, for example, if we lost all property tax revenue from homesteaded properties, we estimate we would lose about $23 million. We have about $28 million in expenses that are not public safety. Public safety is the top priority, but that gap would create significant pressure on everything else that residents expect, from maintenance to amenities.

There are options in theory, such as increasing fees, charging for park admission, or increasing millage on properties that are not homesteaded, but there are many what-ifs right now. We are not at the point of alarm, because the details are not fully defined, but we are watching carefully and preparing for different scenarios. Our challenge is maintaining fiscal responsibility, as we have for three decades, while continuing to deliver the high standards residents and businesses expect.

The one stabilizing factor is that, because of voter-approved surtaxes in Broward County, we will still be able to continue some major projects, including transportation improvements. But the larger question for the next several years is how to fund day-to-day operations and maintain service levels if property tax revenues are reduced. I expect other cities will express the same cautious focus: watch the details, prepare for the possibilities, and protect the long-term stability of local government services.