Vince Lago, Mayor, City of Coral Gables

June 2026 — Invest: sat down with Vince Lago, mayor of the City of Coral Gables, to discuss the city’s approach to historic preservation, downtown vitality, and long-term governance. “When those are right, you protect quality of life and create the conditions for the private sector to invest and thrive,” said Lago.

What are your goals for the City Hall restoration project, and how will it enhance civic life once completed?

City Hall sits at the heart of the City Beautiful. George Merrick envisioned a planned city, and City Hall is one of its most recognizable civic icons. It faces Miracle Mile, it welcomes people in, and it should represent transparency and good governance.

This renovation has been discussed for decades, and it is needed. Our approach has been to do it the right way and to plan for it without overburdening taxpayers. We chose not to rely on bond debt. Instead, we built a funding plan that addresses the scope of the work while protecting the city’s long-term financial position.

This is roughly a $30 million project, and we hired specialists in historic preservation, including architect Richard Heisenbottle, and went through a careful process to select a qualified general contractor. Interior demolition is expected to begin soon, and we are reviewing existing conditions and documentation to ensure the work proceeds thoughtfully.

It is a multi-year effort, likely three to four years, and I may not return to City Hall once we relocate in February 2026. But that is fine because this investment is for the future. City Hall is on the National Register, and preserving it is part of preserving our identity, our history, and Merrick’s legacy.

What kinds of improvements could a new downtown taxing district bring about, and how do you envision it benefiting local businesses and residents?

To understand the next step, you have to understand how we got here. A previous business improvement district was renewed through periodic votes, and at the time of the last renewal decision, business owners chose not to move forward. That outcome signaled to many that the model was not delivering value equitably.

In the meantime, the city’s economic development team continued supporting downtown through programming, seasonal events, and place-making initiatives. Today, there is interest in a new district, and I am open to it, but the guiding principle must be fairness, transparency, and protecting the character of Coral Gables.

Miracle Mile should not lose what makes it special. We have worked to preserve a scale and mix that supports local businesses, with room for national brands in appropriate locations, but not at the expense of downtown’s identity. If a district is created, the benefits must be shared by all businesses and property owners contributing to it.

There are practical services that directly improve the experience for merchants, residents, and visitors: coordinated cleaning and beautification, public safety, transportation, and a higher standard for the public realm. For example, we require regular pressure cleaning of sidewalks and facades. A district could centralize that work, saving time and money while improving consistency.

We have also strengthened downtown operations with dedicated police coverage, expanded trolley service to Saturdays, added Wi-Fi, improved transit amenities, and continued streetscape upgrades. The business community represents a significant portion of our tax base, and keeping downtown safe, clean, and welcoming is essential.

I treat this role like a CEO position — a person who is accountable. Government should invest in infrastructure, in public safety, in cleanliness, and in transparency, and then get out of the way and let the private sector lead the way.

How is the city balancing growth with preserving its historic character and quality of life?

It is a tough balance, especially with state-level changes that limit local control. Even so, Coral Gables has long-established standards that guide development. Much of the city is shaped by zoning that reinforces scale and compatibility, and downtown projects are reviewed through multiple boards and processes.

Design matters here. If developers want certain incentives, they must meet architectural requirements, including a Mediterranean style that aligns with the city’s identity. We also emphasize open space. When projects are proposed downtown, I consistently push for meaningful green space because a world-class city is not just buildings, it is plazas and places where people can gather.

Over the last several years, we have negotiated for additional parks as part of development agreements. In some cases, that has meant reducing a building footprint and stacking density to create new public green space deeded to the city. Several park projects are already approved and moving forward.

We are also finalizing an agreement to secure a six-acre property that would become a permanent park, protected from future development. Tools like transfer development rights allow us to achieve outcomes that preserve land for the public trust.

Through legislation dedicating a small percentage of permit activity to land acquisition, we have purchased multiple properties for pocket parks and neighborhood expansions. Growth will happen, but it must reinforce quality of life and protect what makes Coral Gables distinctive.

How are investments in smart city technology improving planning, safety, and operations?

I am fortunate to have a strong team that understands technology and implementation. Each year, we invest to modernize operations, improve connectivity, and ensure staff has the tools to deliver services efficiently.

One major shift has been digitizing processes, including permitting. We have gone paperless and digitized millions of documents, improving access while reducing long-term storage costs. These investments pay off through efficiency and better service.

In the public realm, technology supports the downtown experience. Connectivity, Wi-Fi, and infrastructure upgrades help attract employers and visitors. Public safety is also central. Monitoring systems allow the city to respond quickly and hold people accountable when incidents occur.

Our goal is simple: a clean, safe, and well-run city that is responsive to residents and competitive for investment.

Before we wrap up, what else should readers know about what’s next for Coral Gables?

Looking ahead, transparency and fiscal responsibility remain priorities. One proposal would move municipal elections to November to increase voter participation. Another would require voter approval for any future commission salary increases rather than allowing unilateral action.

I also support establishing an independent inspector general as an added layer of oversight. Finally, we have focused for years on building reserves and protecting the city’s financial standing. That discipline affects everything from borrowing costs to long-term stability.

At the end of the day, the fundamentals go together: strong governance, responsible finances, public safety, cleanliness, and quality infrastructure. When those are right, you protect quality of life and create the conditions for the private sector to invest and thrive.