Bryan Calvo, Mayor, City of Hialeah

Invest: spoke with Bryan Calvo, mayor of the city of Hialeah, about first-year priorities, public-safety operations, and how his administration is working to modernize city government while building economic momentum. “Hialeah’s ready to lead,” Calvo said.

What specific city services are you prioritizing for improvement in your first year in office, and how will you measure success?

The honest answer is all of them. One of the first things I did when I took office was request an audit of every department to identify efficiencies and opportunities to improve performance.

Everything we do runs through three pillars: integrity, reform, and progress. Integrity means procedures and controls that make it clear this is clean government, with zero tolerance for kickbacks or illicit activity. Reform is about facilitating processes. One of the biggest complaints you hear is that things take too long and it’s too bureaucratic, so we’re identifying where we can streamline and make it easier to get things done.

Progress means looking forward and using technology and better operations to improve residents’ lives each year, whether that is stronger public-safety response times, a quicker permitting process, or better service delivery. The good news is these outcomes can be tracked. We can compare year over year and ask whether we’re getting better, and that’s the lens we use as we work through these audits and decisions.

You recently audited the city’s 911 Emergency Center. How will the results help Hialeah improve emergency response times and morale?

We already received the audit back. It was a 30-day cycle, and we got it a couple of weeks ago. The immediate need is personnel, so we’ve begun hiring additional operators and supervisors for that department.

We also identified efficiencies we can gain through new technology, specifically a CAD program. We’re working through that acquisition now so that we can put the software into operation. The goal is to strengthen the system end-to-end, improve response times, and make sure the people doing the work have the tools and staffing they need.

What mechanisms is your administration putting in place to ensure fiscal accountability and prevent corruption?

I rebuilt our internal finance team. We have a new director, a new CFO, and new personnel throughout budget, purchasing, and finance. It’s important to me that every dollar coming into the city is spent with integrity and in the most efficient way possible.

A big part of that is oversight and checks and balances. There are multiple approvals when money is being spent, and though I am the mayor, I also serve as the city administrator and the city manager of Hialeah. I see almost every expenditure. Sometimes it’s a small purchase, and other times it’s obviously in the millions, but the point is that nothing slips through the cracks and every dollar aligns with our mission.

Can you give us an update on current city infrastructure projects and how this fits into your broader vision for Hialeah’s growth?

Hialeah sits in the middle of a lot of attention coming to South Florida, and we’re well-positioned geographically. But we need to do a better job of presenting Hialeah as a place where people want to do business, where people want to invest, and where businesses can open and grow.

On the back end, we’re facilitating that process so it’s quick, efficient, and friendly to business. We’ve also reorganized departments tied to development and growth, including building, planning and zoning, and code compliance. Bringing them together under one umbrella should improve communication between directors and create a more predictable, coordinated experience for residents and investors.

Looking forward, I see Hialeah at a point where we’re walking, and I want to get the city to where we’re running economically. That means strengthening our foundation, attracting more industry, and building on momentum in a way that’s organized and intentional.

How does the Hialeah 2050 Master Plan align with your administration’s priorities, especially around smart growth and economic development, including flood mitigation?

A master plan is only as good as the people who read it and implement it. Too often it stays on paper.

I’ve made a concerted effort to brief the appropriate directors on the findings of the plan. If it has to do with transit, our transit team needs to understand it. If it has to do with planning, our planning team needs to understand it, and the same goes for streets and infrastructure. If we’re all rowing in the same direction, we have a better chance of implementing what’s actionable.

Some items may never happen because they’re not economically feasible, but you’re always striving to get as close to the plan as possible. Another major step we’re taking is a complete review of our code and charter. A lot of it was written decades ago, and it doesn’t reflect today’s reality. Cleaning it up and renewing it should help us become more efficient and support implementation.

How do you plan to expand safe and accessible transportation options across neighborhoods?

We have to rethink what is possible with public transit, because right now we have a system that’s not being utilized the way it should be. If you’re spending millions a year but few people are using it, you have to be honest about what’s working and what’s not.

As part of that, we’re hiring a new transit manager. We need someone with experience who can help us evaluate options and build a plan that’s realistic and effective. I’ve said all options are on the table. We should look at renewing the system completely, not just making small changes, because right now the system doesn’t work the way it needs to for residents.

With preparations for potential large gatherings this year, what plans are in place to ensure public safety, communications, and logistical support during major events?

I received an operational briefing from our police and fire chiefs, and Hialeah is ready for whatever eventuality might arise. The approach is scaled depending on what we expect, the size of the event, and what the situation requires.

We run drills consistently and monitor conditions closely. If something were to happen, there are people in place who know exactly what they’re going to do and how to deploy assets accordingly. That readiness is about planning, training, coordination, and clear communication.

How is your administration working with local businesses to strengthen economic opportunities and attract investment to Hialeah in a competitive county?

I created a Mayor’s Business Council, a group of business leaders from Hialeah, CEOs from big and small companies, to advise my administration directly. The goal is to hear directly from business owners about what the city should be doing to strengthen the economic environment.

Some priorities are the ones we’ve discussed: improving processes, making the permitting system quicker, and making resources easier to access. But the point is to keep the dialogue consistent so we can keep improving. If you want to help the business community, you have to speak with them, understand where the friction is, and fix it.

What’s your vision for the city over the next couple of years?

If I were to encapsulate it in a short sentence, I would say Hialeah’s ready to lead, not only in South Florida, but we’re ready to lead in the state of Florida.

As we move into the next chapter of the city, I want us to operate like a young, dynamic city that’s willing to push the boundaries of what government can look like and how it serves people, not in the old, bureaucratic, complicated, slow manner.

We’re focused on integrity, reforming what isn’t working, and building progress through technology, efficiency, and better service. Our focus is to be a leader not only in our community, but across the entire region.