Angelo Castillo, Mayor, City of Pembroke Pines

May 2026 — Invest: spoke with Angelo Castillo, mayor of the City of Pembroke Pines, about the city’s approach to capital investment, community identity, and long-range priorities. “Our business is to run the best possible city in which to live and raise a family, do business, recreate, shop, or retire,” Castillo said.

What changes over the past year have had the biggest impact on how Pembroke Pines is growing?

We have begun using a portion of our reserves to kick-start a series of capital improvements across the city. It is roughly a three-year effort, about an $80 million program, and it is focused on quality of life.

A major piece is parks. Our parks are well used, but they needed renovation. We are replacing aging playground equipment, improving facilities, and making sure every part of the city receives attention, so each park gets some form of upgrade.

Youth sports is a good example. We are replacing certain soccer fields with artificial turf. Heavy rains were forcing too many cancellations because the fields were not playable. With turf and better drainage, water clears quickly and the fields can be used again.

We are also adding amenities such as splash pads, which are interactive water features for children. They help families enjoy parks year-round and keep kids cool during tropical weather.

On roads, we are investing in drainage mitigation and targeted roadway improvements, including widening and creating connections that help alleviate traffic. Pembroke Pines is a car community, so fighting congestion is a constant theme.

The key point is that we are doing this without raising taxes. We are using money we have saved over time, and residents value being able to deliver improvements without a tax increase, especially in an environment where affordability pressures are widely felt.

How is the city positioning itself to attract new businesses while supporting the companies already in Pembroke Pines?

We are clear about our mission and we do not try to be something we are not. Our business is to run the best possible city in which to live and raise a family, do business, recreate, shop, or retire, and we stay focused on that mission.

Pembroke Pines is different from Fort Lauderdale and Miami, and that distinction is part of our value proposition. Many residents work in those cities and come home to Pembroke Pines for safety, stability, and quality of life.

So our focus is to be the best place to live and raise a family while still offering a strong local commercial base. We prioritize high-performing schools, low crime, reliable services, excellent parks, and strong water quality. We also work hard to keep traffic moving with the road network we have.

Economically, we have a thriving corridor on Pines Boulevard, where residents can find daily services, retail, restaurants, entertainment, and more. We support that business activity while protecting our community character. We are not looking to build high-rises, and we are not trying to climb population rankings. We are focused on being the best city we can be for the people who live here.

We are also a diverse city, with residents from many backgrounds who share a common expectation around lifestyle. That shared expectation keeps the community cohesive and helps guide our decisions.

Our business mix is largely retail and personal services, but healthcare is also significant. We work closely with Memorial Healthcare System, and we have a state-of-the-art cancer center and a strong base of medical providers. We also have many professionals and business owners who call Pembroke Pines home.

We partner with regional organizations, particularly our chamber of commerce, to hear concerns and solve practical issues businesses face, without compromising the quality-of-life priorities residents expect.

You spoke about affordability pressures and unmet needs. What new efforts has the city launched to address them?

Affordability is a real issue, and we also see residents facing life changes that can quickly create hardship, especially seniors and families dealing with illness or loss.

We created a nonprofit foundation called We Love Pembroke Pines. It is intended to be the humanitarian arm of the city and a bridge between community needs and volunteer energy. It also creates meaningful opportunities for young people who need community service hours.

The foundation can support activities we cannot easily do with government workers or government dollars, such as coordinating volunteers for neighborhood cleanups, public art projects, or hands-on help for residents who need assistance maintaining their homes. The goal is to add a human touch and make the relationship between residents and government feel more accessible.

How is Pembroke Pines working with private partners and regional organizations to move major projects forward?

Our approach is balanced. We negotiate firmly to get a fair deal for the city, and once a contract is signed, we work collaboratively so projects succeed. At the same time, we track performance closely. If a partner does not deliver what they promised, we address it quickly.

That consistency has helped us build long-term relationships and a high level of stability. We have continuity in leadership, and we stay loyal to strong performers once we choose them. That stability helps protect the city from disruptive swings that can affect service delivery.

We also hold partners to high standards, especially in construction. We expect full compliance with state code, and we believe that focus on quality contributes to resilience, lower risk, and stronger long-term value for residents and investors.

What progress is being made on traffic flow and transportation access?

Traffic is one of our most persistent challenges, especially in the morning. A major driver is school drop-off. Too few students ride buses, and many parents drive their children to school and then rush to work at the same time.

One factor is the rule that students are not eligible for free bus transportation unless they live beyond two miles from school. Pembroke Pines was designed so most homes are within two miles of schools, which is good for neighborhoods, but it also means families often rely on cars. When thousands of individual cars converge on schools at once, traffic becomes inefficient quickly.

We have explored solutions that would reduce the number of cars on the road during peak times, and we have also worked with schools on the idea of staggering start times, even slightly, to improve flow.

From an infrastructure standpoint, our capital program includes drainage improvements, targeted widening, and roadway connections that distribute traffic better. In parks, the work is maintenance and modernization: keeping facilities safe, functional, and attractive in a high-use environment.

We pride ourselves on problem-solving. We focus on identifying practical solutions and implementing them.

What priorities will guide the city over the next three years?

We are focused on creating clarity and alignment between city operations and resident expectations, so staff can plan and budget with a consistent direction.

We are also focusing on better communication. In an information age, it is important that residents can access reliable, factual, nonpartisan information about their city, from public safety and schools to water, permits, senior services, and community programs. We also want to provide information in multiple languages so residents can engage on terms that work for them.

Finally, we try to keep perspective. Broward County has a culture of problem-solving and collaboration, and we are fortunate to live in a place with strong amenities, good infrastructure momentum, and an engaged community. My job is to keep improving the city while reminding people that this is an exceptional place to call home.