Six Pillars Community Strategic Plan · 2017-02-07 · i The Palm Beach County Six Pillars™...
Transcript of Six Pillars Community Strategic Plan · 2017-02-07 · i The Palm Beach County Six Pillars™...
Palm Beach County Six Pillars Community
Strategic Plan October 2011
October 19, 2011 Dear Fellow Palm Beach County Citizen,
Our nation, state and local communities are at a critical point in history. Those in the public and private sectors are all being confronted with demands to provide goods and services at less cost and with fewer resources in unprecedented adverse economic conditions. Enlightened local leaders agree that we must quickly transition to a knowledge-based economy to prosper. We must also create greater opportunities for everyone to share in the American dream.
Despite the many challenges, we are truly fortunate to live, work and play in Palm Beach County. Our future is bright provided business, civic and government leaders commit to change, intelligently seek innovative solutions, and collaborate in unprecedented ways to share scarce resources as genuine "community partners".
Our congratulations and thanks go to the hundreds of community volunteers who spent
countless hours since February to create this Palm Beach County Six Pillars™ plan. We created the plan
using the Florida Chamber Foundation’s Six Pillars process and we will measure its results with the
Foundation’s Florida Scorecard. Most importantly, this is a locally created plan that reflects where our
volunteers believe we need to go in the next four years to achieve a shared vision of high-wage jobs,
global competitiveness and vibrant communities. By being the first urban county to be designated a Six
Pillars Community™ we can now move our Palm Beach County Plan forward in concert with the
statewide initiative.
We invite you to read this plan with an eye toward accomplishing the suggested goals,
strategies and tactics and ask for your partnership and input as we move ahead. Join us in further deliberations of the Six Pillars Task Force System throughout 2012 by joining our collaborative website. Also look for future announcements regarding opportunities to participate in the implementation phase. Sincerely, Six Pillars Palm Beach County Executive Committee Co-Chairs Nat Roberts, 2011 Economic Council of Palm Beach County Board Chair Pam Rauch, FPL and Florida Chamber Foundation Board member Bill Perry, Gunster and Florida Chamber Foundation Board member Mike Jones, Economic Council of Palm Beach County, Inc.
Corporate Sponsors
Community Partners
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The Palm Beach County Six Pillars™ Community Plan
October, 2011
Annals of history already identify 2007 as a year of critical importance to Palm Beach County as
a turning point for its economy. It was an exciting time. In March, the County issued its Strategic
Economic Development Plan with all indications that, despite the recognized challenges, further
economic growth was on the horizon. Scripps Florida had just spun off its first company, Xcovery, Inc.,
long before its permanent building site in Jupiter had been completed. Later in the year, Max Planck
Society announced it would call Palm Beach County home.
Yet, as only can be known through an examination of economists' historical data, 2007 marked
the nation's turn into the head winds of what is now the longest recessionary period since the Great
Depression. Early prognoses treated the slow down as a normal revolution of the business cycle. This
storm, it was thought, could be weathered as any other. By 2011, the recession's length signaled
deeper, structural issues with the economy. Simply put, Palm Beach County's long-term economic
viability required revisiting the full spectrum of economic factors designed to position the County as a
vibrant community offering the prospect of high-paying jobs as a recognized leader in a global economy.
It was acknowledged that any strategic planning process must build on previous efforts and cast a wide
net to align the business community with a vast array of partners, including civic and cultural leaders, in
a collaborative effort to address the fundamentals of economic change.
In late 2010, the Economic Council of Palm Beach County invited the Florida Chamber
Foundation to present its Six Pillars™ framework as a strategic planning tool that would honor Palm
Beach County's unique character and potential. Nearly a year-long process followed that garnered the
input of more than 350 participants (see Appendix A) during the course of over a dozen meetings and
continuous dialogue facilitated through a dedicated web site. The result of collaboration across the full
spectrum of stakeholders is presented in this document as a first iteration of Palm Beach County's Six
Pillars Plan.
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The Six Pillars Framework
The product of years of collaboration and research by the Florida Chamber Foundation and partners, the
Six Pillars framework identifies the critical factors determining Florida's future:
(1) Talent Supply and Education
(2) Innovation and Economic Development
(3) Infrastructure and Growth Leadership
(4) Business Climate and Competitiveness
(5) Civic and Governance Systems
(6) Quality of Life and Quality Places
Talent Supply and Education: Palm Beach County faces an emerging talent gap — a crisis in human capital
that represents a vast and growing unmet need for a highly skilled and educated workforce. Within the
next two decades, new products and services will be developed to address the world’s most pressing
environmental, medical and transportation challenges. The site of those breakthroughs will reap the
economic rewards of leadership. Without a thriving base of knowledgeable workers, that place may not be
Palm Beach County. The time to build the County's future workforce is now, and education and training
must be its foundation.
Innovation and Economic Development: Too often relegated to the academic realms of research
institutions, innovation must be every Floridian's business. Competitiveness and prosperity in the 21st
century will be based on technology, knowledge and innovation. Transforming our existing business base
is the key to retention and expansion. Economic development tied to innovation requires a
comprehensive understanding of what is necessary and prudent to incentivize business growth. Demands
for return on investment have never been greater. Legacy industries contend with pressure from the
creative destruction witnessed as new industries emerge. A fluid view of the role of innovation and
economic development is paramount.
Infrastructure and Growth Leadership: This pillar underscores the fundamental contributions of factors
such as transportation, energy, water and land use to a vibrant Palm Beach County economy. If not
addressed, early symptoms will become crippling diseases undermining the County's long-term economic
health. Investments in air and sea ports promise to capture the expected growth in international trade.
Addressing congested and deteriorating roadways and railways will spur intra- and inter-state commerce.
Sprawl threatens the sufficiency of water and energy. This need not be Palm Beach County's prognosis. In
contrast, smart and timely investments in strategies that are tied to sustainable infrastructure targets are
the medicine for shared economic prosperity.
Business Climate and Competitiveness: Owners and executives making decisions about where they call
home evaluate Palm Beach County's attractiveness in respect to its competitiveness across a host of
business climate factors. We should too. First, the good news. Palm Beach County ranks globally in
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growing industry clusters, such as life sciences; its openness and growth in international trade; and its
general hospitableness to entrepreneurs and small businesses. Unfortunately, Palm Beach County ranks
poorly owing to high business costs, especially excise and gross receipt tax burdens and general business
costs. Vigilance in monitoring our position is critical to anticipating policy changes that secure our place
among the most business-friendly climates in the world.
Civic and Governance Systems: Even the most ardent supporters of free markets recognize the role of
structures in place to deliver services, set rules that organize business and society, and provide vehicles for
the public to engage, influence, and change the way society works. These include things like constitutional
integrity, ethics and elections, redundancy, government spending and more. Palm Beach County can seize
a leadership role across these areas and accepts the challenge to lead the way in particularly challenging
areas, such as ethics reform.
Quality of Life/Quality Places: Richard Florida, economic and cultural sage, underscores the importance of
place as an integral component of prosperity. He documents the shift from generations that once chased
the job and landed by coincidence in a particular city to the current cohort that selects geography first and
then lands the job. Palm Beach County's future depends on the preservation or enhancements of a wide
range of integrated elements that together express the robustness of our culture and the perceptions of
those things that make us healthy, safe, comfortable, secure and involved.
The Role of Measurement
Joining the Palm Beach County implementation of the Six Pillars framework is a commitment to measuring
our current status and progress toward stated goals. The Economic Development Research Institute (ERDI)
recently expanded its web site to capture indicators of the local economy's health (www.edri-
research.org). In addition, the Florida Chamber Foundation tracks local and state econometrics via The
Florida Scorecard, a dynamic online tool that seeks to identify and track those factors identified within
each of the Six Pillars as indicative of our situation. You can view the current version of this tool at
www.TheFloridaScorecard.com.
A collaborative effort is underway joining the mutual strengths of the ERDI and the Florida Chamber
Foundation to develop a tracking mechanism aligned with the goals and strategies in the Palm Beach
County Six Pillars Community Plan. Some important indicators of progress include high school graduation
rates, the rate of business formations, water use and efficiency gains, public transit use, permitting
speeds, and uninsured residents, just to name a few.
Driving the State's Strategic Plan
As the first large, urban county to complete its Six Pillars Community Plan, Palm Beach County is driving
the larger mission of developing a dynamic strategic plan for the state of Florida. Leading the subsequent
development of Six Pillars Community Plans by counties and regions across the state, Palm Beach County
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shares benefits of participating in a common agenda with local voices serving as a chorus for structural
change.
How To Use This Document
Among the tenets of the Palm Beach County Six Pillars Community Plan is a bias for action. Every effort
has been made to limit the narrative in this document in preference for focusing on the consensus goals,
strategies and tactics designed for long-term, structural change.
The vision statement is adopted from the Florida Chamber Foundation's state-wide strategic plan to
demonstrate alignment with the Six Pillars Communities across the state of Florida. Within each of the
Six Pillars, local stakeholders have identified the goals, strategies and tactics specific to Palm Beach
County. Each strategy section identifies a list of champions whose partnership and collaboration is
recognized as critical to the implementation of the plan. Metrics, as discussed above, are also identified
for incorporation into a measurement system necessary to enable the data-driven dialogue necessary
over the coming months and years to identify progress, regress and gaps between the stated goals and
current reality.
Next Steps
With the inaugural release of the Palm Beach County Six Pillars Community Plan, participating
stakeholders begin the work of expanding the consensus enjoyed to date. With a commitment to further
aligning the business community with civic and cultural leaders toward common goals, a deliberate
communication process will focus on the champions identified in the plan as the implementers of
strategies and tactics put forward in the spirit of collaboration and support from the business
community.
Work will begin in earnest to identify the state's current position in terms of the measurements
identified in this plan. Regular reports will be communicated demonstrating progress toward stated
goals. Subsequent meetings will be scheduled in 2012 to update the plan, recognize challenges and
celebrate success. In the end, the success of the Palm Beach County Six Pillars Community Plan depends
on the determination of those willing to step forward with the belief in planning and working together
for the prosperity of Palm Beach County and her citizen
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Table of Contents
Talent Supply & Education ........................................................................................................................... 1
Innovation & Economic Development ......................................................................................................... 7
Infrastructure & Growth Leadership ......................................................................................................... 14
Business Climate & Competitiveness ................................................................................................ 25
Civic & Governance Systems ............................................................................................................. 28
Quality of Life & Quality Places......................................................................................................... 35
Appendices
References ....................................................................................................................................... 49
Acknowledgements.......................................................................................................................... 54
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Talent Supply & Education
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2030 VISION1
I. Prosperity and High Paying Jobs
II. Vibrant Communities
III. Global Competitiveness
GOAL 1: DEVELOP A WORKFORCE PREPARED TO ADD VALUE AND ALIGNED TO MEET OR EXCEED
PROJECTED NEEDS OF EMPLOYER BASE
Strategy 1: Advance Science, Technology, Engineering, Art and Mathematics (STEaM)
education to meet or exceed state/county workforce projected needs
Tactics:
T1: Increase the number of students who matriculate into STE(a)M majors by 10% annually
to meet or exceed state workforce projected needs
T2: Increase the number of teachers qualified to teach STE(a)M subjects by 5% annually
T3: Increase industry externships for educators by 50% annually
T4: Provide experiential learning opportunities for students, included but not limited to field
trips, internships and shadowing by 5% increase annually
T5: Recruit highly qualified PreK-20 and Adult educators
T6: Provide ongoing professional development and leadership training for PreK-20 and
Adult educators
T7: Conduct campaign that sells STE(a)M majors to K-12 students
T8: Increase scholarships for post-secondary work or education in STE(a)M fields by 10%
annually
Metrics:
Annual number of students who matriculate into STE(a)M majors
Annual number of teachers qualified to teach STE(a)M subjects
1 See, Six Pillars™ Framework for a Strategic Directive for Florida’s Future dated September 2, 2011
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Talent Supply & Education
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Annual number of experiential learning opportunities for students, included but not limited to field trips, internships and shadowing
Annual number of scholarships for post- secondary work or education in STE(a)M fields
Champions: Banner Centers, BioFlorida, Business Forum of Palm Beach County, Business Forum of Palm Beach County, Economic Council of Palm Beach County, Education Commission of Palm Beach County, Education Foundation of Palm Beach County, Education providers, Leadership Palm Beach County, Workforce Alliance of Palm Beach County, Workforce Business Development Board, and others to be identified
Strategy 2: Establish collaborative curriculum development to implement innovative
workforce training solutions
Tactics:
T9: Include classroom educators in collaborative curriculum development (e.g., sharing
curricula across education value stream)
T10: Recognize career and technological education (CTE) as a best practice model
T11: Increase post-secondary degrees and industry certifications by 10% over baseline
annually
T12: Increase the percentage of students who are “college ready” at high school graduation
by 10% over baseline annually
T13: Increase the number of students attending post secondary institutions by 10% over
baseline annually
Metrics:
Annual number of classroom educators collaborating in curriculum development
Annual number of post secondary degrees and industry certifications
Annual number of students who are “college ready” at high school
Annual number of students attending post secondary institutions
Champions: Education Commission of Palm Beach County, higher education, school district
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Talent Supply & Education
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Strategy 3: Align business development, business industry clusters, workforce initiatives and
education curriculum
Tactics:
T14: Recognize QE3 (Quality Education, Employment, Economic Development¹) process as a
best practice
Metric:
Palm Beach County’s QE3 program recognized as best practice nationally
Champions: Business Development Board, higher education, school district, Workforce Alliance of Palm Beach County
Strategy 4: Develop a coordinated education awareness campaign with a consistency of
message for PreK-20 and Adult Education
Tactics:
T15: Capture the existing value of businesses and individuals to PreK-20 and adult education
schools and post secondary institutions and increase their value by 10% annually,
including but not limited to volunteer hours, program support, in-kind contributions and
donated equipment
Metrics:
Annual number of volunteer hours logged
Annual amount of program support and in-kind contributions
Annual amount of donated equipment Champions: Banner Centers, BioFlorida, Business Development Board, Economic Council of Palm Beach County, Education Commission of Palm Beach County, Education Foundation of Palm Beach County, Education providers, Leadership Palm Beach County, Literacy Coalition, Workforce Alliance of Palm Beach County, and others to be identified
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Talent Supply & Education
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GOAL 2: DEVELOP A HIGH QUALITY EDUCATION SYSTEM RECOGNIZED AT THE NATIONAL AND
INTERNATIONAL LEVELS
Strategy 5: Enhance the use of technology in education, PreK-20 and adult education
opportunities
Tactics:
T16: Identify opportunities and barriers to increase use of technology in PreK-20 and adult
education classrooms
Metric:
Annual number of classrooms using technology Champions:
Education providers, Banner Centers, Economic Council of Palm Beach County, Workforce Alliance of Palm Beach County, Business Development Board, Education Commission of Palm Beach County, Education Foundation of Palm Beach County, Business Forum of Palm Beach County, Leadership Palm Beach County, and others to be identified.
Strategy 6: Expand and promote early childhood education system in Palm Beach County and
establish model recognized as best-in-class for the state (birth to 3rd grade)
Tactics:
T17: Promote the professional pathway for early childhood educators
T18: Expand Quality Counts participation by 10% annually
Metric:
Annual participation in Quality Counts program Champions:
Agency for Workforce Innovation, Children’s Services Council, Department of Education, Early Learning Coalition, Education providers, Office of Early Learning
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Talent Supply & Education
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Strategy 7: Increase college and career readiness and completion
Tactics:
T19: Recognize experiential learning as a best practice model for the county
Metric:
Annual number of students prepared for college and workforce
Champions:
Education providers, Literacy Coalition, Workforce Alliance of Palm Beach County
GOAL 3: INCREASE GRADUATION RATE AT HIGH SCHOOL AND POST SECONDARY LEVELS
Strategy 8: Provide alternative means of family/school communications
Tactics:
T20: Hold parent / teacher conferences outside business hours and provide information and
outreach at community locations
T21: Expand parent training initiatives
T22: Expand School Advisory Council’s training initiatives
Metrics:
Annual number of parent-teacher conferences
Annual number of parent-training programs
Annual graduation rate
Champions:
School District, Workforce Alliance of Palm Beach County
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Talent Supply & Education
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Strategy 9: Increase the number of schools that incorporate workforce development programs
offered by Workforce Alliance of Palm Beach County
Tactics:
T23: Increase business/professional presentations in schools by 10% annually
T24: Provide platform for Workforce Alliance of Palm Beach County to showcase career
opportunities
T25: Create navigator positions in every high school to advise students
Metrics:
Number of business-led presentations in schools annually
Number of high school students advised via navigator programs Champions:
Banner Centers, BioFlorida, Business Development Board, Business Forum of Palm Beach County, Economic Council of Palm Beach County, Education Commission of Palm Beach County, Education Foundation of Palm Beach County, Education providers, Leadership Palm Beach County, Workforce Alliance of Palm Beach County, and others to be identified
Additional Strategies and Tactics for Development and Refinement
Develop a consistency of message for branding and marketing Palm Beach County as a destination for skilled workers
Develop a consistency of message for branding and marketing Palm Beach County as a destination for skilled workers and recognized for quality education and job training
Promote family and community involvement in education
Expand opportunities for schools to partner with businesses and individuals to share talents and expertise
Actively encourage adult involvement one-on-one with students day-to-day activities
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Infrastructure & Growth Leadership
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2030 VISION2
I. Prosperity and High Paying Jobs
II. Vibrant Communities
III. Global Competitiveness
GOAL 1: EXPAND BUSINESS RECRUITMENT, RETENTION, AND TARGETED CLUSTERS TO TOTAL
INCREASE JOB CREATION TO GREATER THAN 1,700 (ANNUALLY)
GOAL 2: EXPAND BUSINESS RECRUITMENT, RETENTION, AND TARGETED CLUSTERS TO REALIZE
CAPITAL INVESTMENT TARGET GREATER THAN $100 MILLION
GOAL 3: EXPAND BUSINESS RECRUITMENT AND TARGETED CLUSTERS TO INCREASE CORPORATE
HEADQUARTERS BY 5%
GOAL 4: ENHANCE BUSINESS RETENTION TO RETAIN 100% OF EXISTING HEADQUARTERS
Strategy 1: Rebrand Palm Beach County by utilizing PR and marketing efforts to be
implemented by local stakeholder groups and measured by annual branding study
Tactics:
T1: Assemble local stakeholders groups to collaborate on the development of an internal
marketing initiative based on a review of current branding in Palm Beach County
(Tourism Development Council of Palm Beach County specifically)
T2: Develop a brand positioning statement and related strategies as part of a collaborative
program that communicates the positive reasons to live, work and play in Palm Beach
County suitable for use by any organization
T3: Coordinate messages as necessary to speak with one voice to the community related to
priority issues and efforts
T4: Re-survey at specific intervals
2 See, Six Pillars™ Framework for a Strategic Directive for Florida’s Future dated September 2, 2011
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Infrastructure & Growth Leadership
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Metrics:
Annual number of businesses recruited in Palm Beach County
Annual number of businesses retained in Palm Beach County
Annual number of jobs created in Palm Beach County
Annual amount of capital investment
Champions:
Business Development Board of Palm Beach County, Economic Development Stakeholder’s Group (city managers and chamber executives), Tourist Development Council Agencies
Strategy 2: Leverage regional assets as resources for retention and attraction
Tactics:
T5: Map and identify current regional assets, leveraging Sustainable Communities Grants,
Florida Eight and Regional Planning Councils’ planning processes.
T6: Catalog common denominators
T7: Outreach to other counties in the state (e.g., Florida Eight, LifeSciences Corridor,
Regional Planning Councils, Six Pillars Communities)
T8: Connect the common assets to achieve leverage
Metrics:
Annual number of jobs created
Champions: Business Development Board, Department of Economic Opportunity, Enterprise Florida, Southeast Partnership, Treasure Coast Regional Planning Council, Workforce Alliance of Palm Beach County, Workforce Florida
Strategy 3: Strengthen public/private partnerships (P3s) in Palm Beach County by utilizing
current data/assets and marketing efforts
Tactics:
T9: Identify current public/private partnerships (e.g., incubators, small-business advocates),
additional needs, overlap and gaps
T10: Make database accessible to public
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Infrastructure & Growth Leadership
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T11: Market the availability of these resources to the public
Metric:
Annual survey Champions: Economic Council of Palm Beach County, Enterprise Development Corporation, FAU Research and Development Authority, private developers, Small Business Development Center of Palm Beach State College
Strategy 4: Enable a systematic approach to legislature/staff education based on Six Pillars
(See Civic & Governance, Strategy 2)
Tactics:
T12: Participate in forthcoming Six Pillars Institute offered by the Florida Chamber
Foundation
T13: Community leaders to provide continuous communications of Six Pillars plans
T14: Improve coordination between private sector and government in developing annual
agenda that includes Six Pillars recommendations
Metrics:
Annual number of legislators, staff, and community leaders engaged in Six Pillars Institute
Annual number of recommendations from Six Pillars framework incorporated in annual legislative agenda for various public and private institutions
Champions: Business Forum of Palm Beach County, Economic Council of Palm Beach County, FAU, Florida Chamber Foundation, Florida Chamber of Commerce, League of Cities of Palm Beach County, Palm Beach County government, Palm Beach County Legislative Delegation, Palm Beach County School District, Palm Beach State College, and others to be identified
Strategy 5: Pursue global logistics as an emerging cluster
Tactics: T15: Identify and place representatives from Palm Beach County to actively participate in the
Coalition to lead the charge to attain regional, state, and federal support for Inland Port in the South Florida Region and related transportation investments throughout Florida
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Infrastructure & Growth Leadership
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T16: Establish collaboration and active participation with entities organizing the Coalition for
a sustainable lake region, conservation and environmental organizations, and other
interested parties indicating the Port of Palm Beach’s willingness to be a leading voice in
this effort
T17: Mobilize public, private and institutional support in the region to support the Coalition’s
agenda
T18: Identify/establish the network of local relationships with local, regional, state and
federal officials and groups that could be leveraged in support of the Coalition’s
priorities
T19: Communicate ongoing Coalition efforts and agendas to all affected stakeholder groups
T20: Integrate into internal marketing efforts the dynamics behind the Coalition’s goals and
the projected impacts of the Inland Port on the Palm Beach County economy,
environment and quality of life
Metrics:
Number of participants from Palm Beach County actively participating in Coalition to support Inland Port creation
Annual amount of funding for transportation initiatives
Champions: Business Forum of Palm Beach County, Florida Chamber Foundation, Florida Chamber of Commerce, Florida Crystals and Sugar Cane Growers Cooperative, Florida Ports Council, Florida Power & Light, Port of Palm Beach, Tropical Shipping and others to be identified
Strategy 6: Design comprehensive development of public policies to meet goals of recruitment,
retention and expansion (See further Business Development Board plan)
Tactics: T21: Gather, compare and analyze redevelopment plans in cities and county T22: Communicate comprehensive data with city and county leaders
T23: Develop public policy initiatives to address gaps
Metrics:
Number of elected leaders receiving communication of comprehensive data
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Infrastructure & Growth Leadership
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Champions: Business Development Board of Palm Beach County Economic Development Stakeholder’s Group, individual city and county economic development offices, Palm Beach County League of Cities
Strategy 7: Re-evaluate economic development funding model
Tactics: T24: Evaluate the funding models for all economic development organizations T25: Analyze incentive programs, incentives, grants available at city, county, state levels
T26: Determine competitiveness of current incentives and identify and address gaps
T27: Engage in public policy analysis and initiatives
Metrics:
Benchmarking comparisons with other jurisdictions Champions: Business Development Board of Palm Beach County Economic Development Stakeholders Group, individual city and county economic development offices
GOAL 5: BECOME STATE’S LEADER AS AN ENTREPRENEURIAL HUB EVIDENCED BY INCREASE OF
PRIVATE EQUITY/VENTURE CAPITAL AND ANGEL INVESTMENTS IN PALM BEACH COUNTY EACH YEAR
AND JOB CREATION FROM START-UPS AND EXPANSION OF TARGETED CLUSTERS
Strategy 8: Create global capital platform based on an entrepreneurial culture
Tactics: T28: Create stronger graduate-level degree programs (Connection point to Talent Supply &
Education Pillar) T29: Create technology and commercialization incubators
T30: Allocate resources to targeted clusters (i.e. bioscience, aerospace)
T31: Create national event to promote VC funding
T32: Benchmark and match tax incentives for PE/VC firm activities
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Infrastructure & Growth Leadership
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T33: Target foreign, especially Latin American, PE firms to establish presence in Florida
Metrics:
Annual private equity investment dollars
Annual venture capital investment dollars Champions:
Business Development Board of Palm Beach County, Enterprise Development Corporation, Florida Atlantic University Research and Development Park, local angel investment and venture capital stakeholders
Strategy 9: Support and expand the entrepreneurial ecosystem, such as university technology
transfer offices, venture labs and incubators by increasing private investment in innovation
companies through angel, seed and early-stage venture capital
Tactics: T34: Continue outreach effort to existing angel-investor groups T35: Support the Task Force to determine the optimal structure and function of required
early-stage capital funds, identifying and researching national best practices as potential
models
T36: Adopt a plan to propagate more angel funds through relationships with existing
universities and affinity groups. Recruit, in concert with the state, more institutional fund
managers to establish a local presence
T37: Develop a business plan formalizing the detailed dynamics for existing or new funds, how
they will operate, its management and oversight structure, loan and follow-up processes,
capitalization goals, eligibility requirements, etc.
T38: Launch the funds through targeted marketing to an audience of potential fund donors
and recipients, research organizations, colleges and universities, and government
partners
T39: Monitor disbursed grant monies and utilize findings to optimize funding processes
T40: Increase early-stage funding of emerging technologies
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Infrastructure & Growth Leadership
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T41: Develop and support university and industry collaborations focused on technology
transfer and commercialization
Metrics:
Number of university technology transfer offices, venture labs and incubators in Palm Beach County
Annual private investment in innovation companies
Annual venture capital dollars
Annual investment dollars in early-stage funding for emerging technologies Champions:
Business Development Board of Palm Beach County, Enterprise Development Corporation, FAU Research and Development Authority, local angel investor and venture capital stakeholders
Additional Strategies and Tactics for Development and Refinement
Constant communication of goals and initiatives of Six Pillars strategy to decision makers
Integration of universities and workforce
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Infrastructure & Growth Leadership
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2030 VISION3
I. Prosperity and High Paying Jobs
II. Vibrant Communities
III. Global Competitiveness
GOAL 1: IMPROVE COUNTY COMPETITIVENESS BY REDUCING INEFFICIENCIES, IMPROVING
PREDICTABILITY AND REDUCING COSTS OF NEW DEVELOPMENT AND REDEVELOPMENT
INVESTMENTS/PROJECTS WHILE PRESERVING THE INTEGRITY OF THE COUNTY’S ENVIRONMENTAL
ASSETS
Strategy 1: Develop county-wide growth plan that requires countywide consistency and
coordination between all jurisdictions
Tactics: T1: Palm Beach County and local municipalities to enter into five (5) year Memorandum of
Understanding (MOU) to utilize and fund Intergovernmental Plan Amendment Review Committee (IPARC) to present bi-annual recommendations for changes to land use plans and zoning codes to ensure adaptability to changing environment, providing framework for consideration of by mid-year of 2012
T2: Complete the Universal Electronic Portal for building permits by end of 2012
T3: Initiate Universal Electronic Portal for complete filing of development application by end
of 2012
Metrics:
MOU milestones
Number of electronic filings Champions: Building Office Managers Association and Regulatory Climate Task Force², Home Builders, IPARC, League of Cities, NAOIP
3 See, Six Pillars™ Framework for a Strategic Directive for Florida’s Future dated September 2, 2011
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Infrastructure & Growth Leadership
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GOAL 2: PROMOTE AND ENHANCE TRANSPORTATION INFRASTRUCTURE TO REDUCE CONGESTION
AND COMMUTE TIMES AS A BEST-IN-CLASS (RECOGNIZED) MODEL
Strategy 2: Improve integrated countywide intermodal transportation system through
regional coordination of planning and funding
Tactics:
T4: Utilize the Southeast Florida Transportation Council to coordinate regional solutions to
ground transportation
T5: Secure funding to provide dedicated and on-schedule Tri-Rail shuttle bus service by end
of year 2013
T6: Identify and secure adequate long-term funding source for mass transit
T7: Utilize existing rail corridors as part of a mass transit solution
T8: Engage the private sector in regional and MPO transportation planning
T9: Support infrastructure investments related to inland port initiatives (See further
Innovation & Economic Development Pillar Strategy 5)
Metrics:
Average drive/commute times
Tri-Rail on-time rates
Tri-Rail occupancy
Rail utilization
Container volume
Foreign Direct Investment
Annual miles of road lanes constructed
MOU milestones
Champions: Business Forum of Palm Beach County, CSX, FEC, Florida Department of Transportation, metropolitan planning organization, Port of Palm Beach, private developers and land owners, South Florida Regional Transportation Authority, Southeast Partnership of Sustainable Communities, Treasure Coast Regional Planning Council, Tropical Shipping
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Infrastructure & Growth Leadership
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Strategy 3: Promote a balance of funding for physical roadway improvements and mass
transit operations which is more reflective of actual personal vehicle and mass transit usage
Tactics:
T10: Utilize Palm Beach MPO’s 2040 Long-Range Transportation Plan due by the end of 2014
to assess all modes of travel including initiate a study of mass transit and funding
alternatives to traditional bus service
T11: Prioritize roadway improvements to provide for the multi-lane-ing of all roadways
identified as County arterials on the County’s Thoroughfare Identification Map by end of
year 2014
T12: Amend Concurrency Regulations to take into consideration beneficial effects on traffic
flow of increased technology (i.e. signalization, electronic signage) and communications
permitting greater roadway capacities
Metrics:
Actual percentage of funding for various components, mass transit funding
Annual number of arterial lane miles constructed
Allocation (percentage or dollars) of gas tax dollars
Champions: Business Forum of Palm Beach County, metropolitan planning organization, Palm Tran,
South Florida Regional Transportation Authority, user groups and others to be identified
(See also Quality of Life & Quality Places champions)
Strategy 4: Identify incentives and regulation tool box focused on transportation
Tactics:
T13: Utilize Intergovernmental Plan Amendment Review Committee (IPARC) to assist in
establishing impact fee credits and/or incentives for private funding of public transit
opportunities by end of year 2014
T14: Utilize Intergovernmental Plan Amendment Review Committee (IPARC) and the MPO to
identify additional transit oriented development (TOD) opportunities and incentives by
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the end of 2012 to entice private development throughout the County and promote
infill
T15: Execute interlocal agreement between Palm Beach County and municipalities to provide
coordination of county-wide and local mass transit assistance
T16: Utilize variable pricing lanes as an alternative source of funding
Metrics:
Total funding for public transportation
Total impact fee credits
Cost per capita for mass transportation services
Allocation (percentage or dollars) of gas tax dollars Champions:
Business Forum of Palm Beach County, Florida Department of Transportation, IPARC, League of Cities, metropolitan planning organization, Palm Beach County Government, Redevelopment Authorities, South Florida Regional Transportation Authority, Southeast Partnership for Sustainable Communities, Treasure Coast Regional Planning Council, Urban Land Institute
Strategy 5: Increase Palm Beach International Airport passenger count
Tactics:
T17: Partner with the Business Development Board of Palm Beach County, Tourism
Development Council and Business Forum of Palm Beach County to coordinate airline
marketing efforts with local business to attract additional airlines/routes and increase
number of non-stop flights on an ongoing basis
T18: Utilize Palm Beach MPO to develop a plan evaluating feasibility of improving airport/rail
connections by end of year 2013
T19: Continue utilizing and updating the Palm Beach International Airport Master Plan to
protect, maintain, and enhance the airport
Metrics:
Annual number of passengers utilizing Palm Beach International Airport (west coast and hub cities)
Annual number of non-stop flights to/from Palm Beach International Airport (west coast and hub cities)
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Champions: Business Development Board of Palm Beach County, Business Forum of Palm Beach County, metropolitan planning organization, Palm Beach International Airport, Tourism Development Council of Palm Beach County
Strategy 6: Protect and expand public and private investments in transportation infrastructure
and systems
Tactics:
T20: Utilize Palm Beach MPO to evaluate opportunities to increase Park and Ride locations
near major thoroughfares by end of year 2013
T21: Continue to utilize, expand, and enhance computerization of signage and signals for
traffic improvement flow and capacity
Metrics:
Number of Park and Ride locations
Champions: Metropolitan planning organization, Treasure Coast Regional Planning Council, Urban
Land Institute—Southeast, Palm Tran, South Florida Regional Transportation Authority
GOAL 3: INCREASE LONG-TERM SUSTAINABILITY OF REGIONAL WATER SUPPLY
Strategy 7: Increase Regional Surfical Water Storage
Tactics:
T22: Continue to utilize South Florida Water Management District (SFWMD) as coordinating
agency to promote regional adoption of Memorandum of Understanding for the C-51
Reservoir
T23: Continue to identify regional partners to enter into Memorandum of Understanding for
C-51 Reservoir
Metrics:
Annual number of acre feet of water storage
Annual number of water storage projects
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Cost per gallon of storage
Gallons of water disposed Champions: League of Cities, local utilities, Palm Beach County Government, South Florida Water
Management District
Strategy 8: Promote reuse of wastewater within Palm Beach County
Tactics:
T24: Create a Reuse Working Group consisting of local utilities, South Florida Water
Management District (SFWMD), and the Department of Environmental Protection for the
purpose of identifying additional opportunities for wastewater reuse by end of 2012
T25: Utilize the Reuse Working Group as lead entity to work with Palm Beach County, State,
and Federal legislative delegation to identify secure funding sources to promote
wastewater reuse by end of year 2013
Metrics:
Percentage of wastewater reused annually
Cost of treatment per gallon
Number of gallons of wastewater reused Champions: 1000 Friends of Florida, Department of Environmental Protection, local wastewater utilities, Sierra Club, South Florida Water Management District, and other local environmental groups to be identified
Strategy 9: Identify proven water treatment technologies to increase the efficiency and cost
effectiveness of alternative water treatment technologies
Tactics:
T26: Leverage local resources to expand research and development opportunities for
applicable water related technologies
Metrics:
Amount of research and development expenditures for water-related technologies (public and private)
Annual amount of grant funding
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Champions: League of Cities, local utilities, Palm Beach County Government, private sector stakeholders, Research universities, South Florida Water Management District
Strategy 10: Develop incentives for projects to use Xeriscape landscaping and native planting
Tactics: T27: Utilize IPARC to suggest incentives to be adopted by local government by end of year
2013
Metrics:
Identify number of Xeriscape projects annually
Percentage of landscape required to be Xeriscape Champions:
Environmental groups, local utilities, South Florida Water Management District
GOAL 4: IMPLEMENT TARGETED REDEVELOPMENT AND INFILL STRATEGIES TO PROMOTE EFFICIENCY
OF LAND USE
Strategy 11: Balance growth patterns to minimize environmental impact and improve worker
accessibility
Tactics:
T28: Utilize IPARC to identify and create transit hubs in each of the four general areas (N, S, E,
& W) that connect with each other including areas in the East and West parts of the
County by end of 2013
T29: At a local level, reassess zoning change needs in identified locations to promote
maximum innovation and flexibility
T30: Offer special incentives (e.g., parking waivers, height increases, etc.) to incentivize
development and increase density in identified locations
T31: Provide employer incentives for western communities
Metrics:
Annual number of building permits
Average commute times
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Application of waivers or bonuses
Jobs per capita by sub-region Champions:
Lake Okeechobee Regional Economic Alliance, Inc. (LORE), League of Cities, metropolitan planning organization, Palm Tran, South Florida Regional Transportation
Strategy 12: Expand range of housing choices for all income levels
Tactics:
T32: Identify existing housing stock in urban areas suitable for rehab and resale
T33: Utilizing Housing Leadership Council consortium to help low income buyers connect to lenders
T34: Encourage density by allowing “Granny Flats” and similar product
Metrics:
Annual number of loans
Annual housing sales and rentals
Available housing stock
Vacancy rates
Median rental price
Median home sale price
Percentage of income devoted to housing Champions: Gold Coast Builders Association, Housing Leadership Council of Palm Beach County, League of Cities, Palm Beach County Government, Realtors® Association, Urban Land Institute
Strategy 13: As median home prices increase, utilize incentives to promote diversity of housing options and amenities to attract new employers
Tactics: T35: Provide density bonuses and tax policy to encourage housing price diversity
T36: Explore current programs for employer-assisted housing
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T37: Identify parcels of properties in the western area suitable for additional density as part of an effort to promote affordability and diversity
Metrics:
Vacancy rates at all price levels
Prevalence and usage of incentive programs
Available housing stock
Vacancy rates
Median rental price
Median home sale price
Champions: Builders Association, Housing Leadership Council of Palm Beach County, League of Cities, Palm Beach County Government, Realtors® Association, Urban Land Institute
GOAL 5: INCREASE PALM BEACH COUNTY’S INVESTMENT, INNOVATION AND EFFICIENCY OF ENERGY
RESOURCES
Strategy 14: Recommend and support a statewide energy policy
Tactics: T38: League of cities and Florida association of counties shall prioritize the importance of a
statewide energy policy T39: Create a clean energy vision that outlines specific initiatives for the deployment of
commercial applications
T40: Create the appropriate nexus between economic development and policy directives
T41: Encourage new and state of the art energy technology to provide most reliable electric structure
Strategy 15: Explore and adopt standards to permit renewable and alternative energy sitings
in Palm Beach County
Tactics: T42: Create/adopt permitting incentives that will lead to the development of renewable and
alternative energy production facilities (solar, biofuels, etc.) T43: Work with state agencies to develop and implement permitting standards conducive to
clean energy projects
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Strategy 16: Support unified public education of energy issues Tactics:
T44: Work with the League of Cities, Palm Beach County and FPL to develop standard education materials that can disseminated county-wide by the end of 2012
T45: Encourage dialogue and integration between research centers ( ie. Scripps), universities
and private business
T46: Work with State to establish “Clean Tech Energy Corridor “
T47: Develop messaging and communications plan around the initiatives
Metrics:
Permits issued for renewable energy projects annually
Annual percent of power provided by alternative energy sources
Renewable energy applications Champions:
Environmental groups, FPL, League of Cities, Palm Beach County, Scripps Energy Labs
GOAL 6: CREATE TECHNOLOGICAL INFRASTRUCTURE TO INCREASE WORKER PRODUCTIVITY
GOAL 7: CREATE TECHNOLOGICAL INFRASTRUCTURE TO INCREASE CITIZEN SAFETY
Strategy 15: Increase availability of Wi-fi in public areas
Tactics:
T48: Include Wi-fi in all new and renovated public projects, including open spaces
T49: Develop plan to retrofit existing spaces by the end of 2012
Metrics:
Coverage of free Wi-fi throughout Palm Beach County Champions:
AT&T, Education Commission of Palm Beach County, FAU, Internet Coast, Palm Beach
County Government, South Florida Water Management District
Palm Beach County 2011 Six Pillars Community Strategic Plan
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Strategy 16: Maximize coordination of emergency response functions
Tactics:
T50: Convene all first responders to explore this opportunity
Metrics:
Average response time
Number of communicating systems
Number of jurisdictional MOUs
Average annual cost of operating emergency response centers
Champions: County government, Countywide Taskforce of First Responders, League of Cities, private
vendors
Strategy 17: Utilize technology to supply information to citizens (e.g., identify downtown
parking, travel route options, hurricane preparedness)
Tactics:
T51: Create mobile apps for personal communication devices
T52: Continually upgrade County and Municipal websites to provide critical information to
citizens and users
Metrics:
Number of local apps
Number of downloads per app Champions:
City/County Government, Metropolitan Planning Organization
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2030 VISION4
I. Prosperity and High Paying Jobs
II. Vibrant Communities
III. Global Competitiveness
GOAL 1: STREAMLINE REGULATION AND ENFORCEMENT, PARTICULARLY THOSE IMPACTING
TARGETED INDUSTRIES, PROVIDE BUSINESSES WITH A SET OF UNIFORM AND PREDICTABLE
REGULATORY POLICIES TO REDUCE PROCESSING TIME
Strategy 1: Provide businesses with a set of uniform regulatory policies
Tactics:
T1: Expand use of the Business Development Board of Palm Beach County's fast-track
permitting toolkit for all development projects
T2: Remove and prevent all unnecessary or burdensome regulatory barriers and ensure
regulatory consistency across all units of Palm Beach County government
T3: Use streamlined processing as a model for future projects (i.e. develop uniform
countywide standards, forms and simple filing to be utilized by all jurisdictions)
Metrics:
Number of jurisdictions with expedited and electronic permitting
Number of regulations per governmental entity
User perception feedback via survey
Champions: Regulatory Climate Task Force
4 See, Six Pillars™ Framework for a Strategic Directive for Florida’s Future dated September 2, 2011
Palm Beach County 2011 Six Pillars Community Strategic Plan
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Strategy 2: Increase flow of communication to ease process
Tactics:
T4: Utilize Regulatory Climate Task Force to convene periodic regulatory summits of top local
business, government and institutional representatives
T5: Identify national best practices related to permitting, awarding of incentives, and other
key practices
T6: Formalize a process through the Regulatory Climate Task Force for ongoing
communication between government and private/non-profit leadership to ensure that
new processes are pursued and re-worked (if necessary) to ensure long-term benefit;
present findings and suggestions at League of Cities, City Managers’ Association, Florida
Association of Counties, professional and trade groups
T7: Market new county and city processes to companies and corporate relocation
processionals as examples of the county's commitment to become a best-in-class
community; use testimonials about best practices in promotional materials
T8: Recognize excellence of jurisdictions who adopt strategies; use public forums to
recognize governments which adopt best practices
Metrics:
Champions: Building/planning associations, Business Forum of Palm Beach County, municipal/county staff, Regulatory Climate Task Force
GOAL 2: REDUCE COST OF DOING BUSINESS
Strategy 3: Continue tort reform
Tactics:
T9: Support Florida Chamber, Florida Justice Reform Institute and other organizations’ efforts
T10: Develop or adopt consistent measure for litigation as contributor to cost of doing
business
Palm Beach County 2011 Six Pillars Community Strategic Plan
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Metrics:
Annual number of law suits filed (subset: adverse rulings count)
Amount of median awards
Annual Florida ranking of litigiousness (indices to be identified)
Champions: Florida Chamber of Commerce, Florida Justice Reform
Strategy 4: Reduce taxes as a percentage of GDP to remain competitive with comparable
counties nationwide to keep cumulative tax rate low, predictable and competitive
Tactics:
T11: Utilize forecasting and comparative data to illustrate county tax burden(s)
T12: Increase transparency of tax issues (e.g., list ad valorem tax rates on Business
Development Board of Palm Beach County’s “shovel-ready” database)
T13: Create policies to reduce future costs and pension obligations
T14: Create comparison of the full tax environment (ad-v, utilities, comm, gas, sales, etc.)
between Palm Beach County municipalities as well as between counties and states
T15: Maintain “open” processes; county / muni transparency—clear apples to apples tax rate
publishing
T16: Create formula for “apples to apples” comparison of local governments
Metrics:
Various tax burden measures and rankings (e.g., Florida Chamber Foundation, Mercatus, Beacon Hill Institute)
Ad valorem rate from other Florida counties
The Tax Foundation’s State Business Tax Climate Index
Champions: Business Development Board of Palm Beach County, chambers of commerce, Economic Council of Palm Beach County, Economic Development Research Institute (EDRI), Realtors® Association, Florida Chamber Foundation, Municipalities, Palm Beach County Taxpayer Action Board, Tax Watch
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2030 VISION5
I. Prosperity and High Paying Jobs
II. Vibrant Communities
III. Global Competitiveness
GOAL 1: IMPROVE VOTER AND BUSINESS TRUST IN GOVERNMENT
Strategy 1: Make Palm Beach County a national leader in ethical governance
Tactics: T1: Fully implement ethics reform programs at all levels of county and municipal
government T2: Establish consistent benchmarks and systems for tracking fraud and waste for all units
of government T3: Centralize ethics and registration databases and opinions (e.g., lobbyist registration) T4: Implement standardized web-based ethics training for all government employees,
members of the business community and others dealing with government T5: Design and implement ethics and civics courses in Palm Beach County School System
Metrics:
Periodic surveys by Supervisor of Elections to measure voter trust
Adoption of Ethics Code and consistent lobbyist registration ordinances by all Palm Beach County units of government
Percentage of PBC units of government covered by role of Inspector General
Champions: Business Forum of Palm Beach County, citizen and watchdog groups, Ethics Commission, Inspector General and Supervisor of Elections, Internal Auditors, Leadership Palm Beach County, Palm Beach County, Palm Beach County League of Cities, Palm Beach County School Board, State’s Attorney’s Office
5 See, Six Pillars
TM Framework for a Strategic Directive for Florida’s Future dated September 2, 2011
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Strategy 2: Leverage and create programs to connect community leaders and government
officials
Tactics: T6: Facilitate periodic meetings and better communication between community leaders and
government officials T7: Increase attendance by government officials at local Chamber and other business group
meetings T8: Increase attendance by community leaders at local government meetings T9: Continuation of Six Pillars discussion with annual benchmarking and review process
Metrics:
Attendance at Chamber meetings by government officials
Attendance by community leaders at local government meetings
Number of public comments by community leaders at local government meetings
Champions: Business Forum of Palm Beach County, Florida Chamber Foundation, Leadership Palm Beach County, Palm Beach County, Palm Beach County League of Cities and local chambers of commerce
Strategy 3: Increase voter participation
Tactics: T10: Coordinate county and municipal elections with national or state-wide elections to
increase voter turn-out T11: Continue to improve methods of voting and enhance voter convenience T12: Adopt a non-partisan “Get the Vote Out” marketing campaign for local elections
Metrics:
Number of voter registration
Percentage of voter turnout for local elections
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Champions: Leadership Palm Beach County, League of Women Voters, Voters Coalition and Supervisor of Elections
GOAL 2: INCREASE POOL OF QUALITY CANDIDATES FOR ALL ELECTED OFFICES
Strategy 4: Encourage public service and consider election reforms
Tactics: T13: Develop candidate leadership training programs in partnership with Leadership Palm
Beach County T14: Provide business leaders with a work project for the day in government offices to share
“best practices” and create pathways for civic engagement leading to future public service
T15: Research, define, deliberate and champion specific election reforms designed to
encourage public service and increase pool of candidates.
Metrics:
Number of unopposed races
Percentage of voter turn-out for local elections
Report on specific election reforms designed to encourage public service within two years
Champions: Business Forum of Palm Beach County, grassroots organizations, Leadership Palm Beach County, League of Cities, local colleges and universities, Palm Beach State College, Voters Coalition, and additional groups to be identified
GOAL 3: INCREASE CIVIC PARTICIPATION
Strategy 5: Implement innovations to improve civic participation
Tactics: T16: Enhance voter convenience by consolidating local, state and national election dates T17: Enhance citizen involvement by increasing number of evening county and municipal
meetings
Palm Beach County 2011 Six Pillars Community Strategic Plan
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T18: Leverage traditional and social media as part of a civic awareness program T19: Develop and offer formal leadership, civic and ethics training to all Palm Beach County
units of government and members of the business community T20: Develop community forums for discussion of issues of importance by government,
business and civic leaders T21: Develop a Palm Beach County curriculum in civics, government and ethics classes at the
elementary, middle and high school levels, and encourage local colleges and universities to offer similar programs
T22: Consolidate and coordinate business and civic organizations to speak with a common
voice T23: Create and maintain a Palm Beach County web-based “Best Practices” library for civic
engagement T24: Secure a Knight Foundation grant to make Palm Beach County an “Informed and
Engaged Community” T25: Continuation of the Six Pillars discussion with annual benchmarking and review process
Metrics:
Number of voter registrations
Percentage of voter turn-out for local elections
Adoption of Palm Beach County civics and ethics curriculum
Creation of “best practices” library
Creation of web-based ethics training program
Obtaining a Knight Foundation “Informed and Engaged Community” Grant
Champions: Business Forum of Palm Beach County, Ethics Commission, Florida Chamber Foundation, local chambers of commerce, Palm Beach County, Palm Beach County League of Cities, Palm Beach County School Board, Supervisor of Elections, Voters Coalition
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Strategy 6: Create a single platform to identify, discuss and address emerging county-wide
issues
Tactics: T26: Increase coordination among existing groups to proactively identify and begin a broad-
based discussion of county-wide issues T27: Leverage existing media infrastructure and civic and business organizations (working as a
coalition) to encourage all citizens to “get involved” in Palm Beach County T28: Coordinate educational speaking opportunities on civic and ethics issues T29: Continuation of the Six Pillars discussion with annual benchmarking and review process
Metrics:
Adoption of a “Get involved in Palm Beach County” marketing campaign
Annual progress report on Six Pillars
Champions: All participants in Six Pillars Community process, Business Forum of Palm Beach County, Florida Chamber Foundation, Leadership Palm Beach County, local chambers of commerce, Palm Beach County League of Cities
GOAL 4: EVALUATE/RESTRUCTURE LOCAL GOVERNMENTS FOR MOST EFFICIENT SERVICE DELIVERY
Strategy 7: Reevaluate county/municipality/constitutional officer structure for most efficient
delivery model
Tactics: T30: Each unit of government to identify its own “Core Services” and “Discretionary Services”
and to prioritize services T31: Each unit of government to identify potential shared services, consolidation of services,
and other cost reduction measures
Metrics:
Completion of a county-wide study on Core Services and Discretionary Services for all units of Government, including a report on potential shared services, consolidation of services and other cost reduction measures
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Champions: Business Forum of Palm Beach County, City Manager’s Association, Palm Beach County Constitutional Officers, Palm Beach County League of Cities, Taxpayer Action Board
Strategy 8: Use information technology to improve services, promote efficiencies and
eliminate redundancies
Tactics: T32: Upgrade County and Municipal websites to provide comprehensive information on
government operations to all citizens
T33: Digitize government processes, records and systems and increase use of information
technology to make all Palm Beach County governmental units “paperless” and to
centralize services and information
Metrics:
Number of duplicative systems
Paperless environment throughout Palm Beach County
Number of hits on local government websites
Champions: Business Forum of Palm Beach County, City/County Government, League of Cities, local chambers of commerce, Metropolitan Planning Organization, Palm Beach Civic Association, Palm Beach County, Taxpayer Action Board, TaxWatch
Strategy 9: Review and adjust compensation systems for elected officials and public servants
to reflect current competitive realities and to adopt a merit pay component based upon
performance measures
Tactics: T34: Develop comparable compensation packages between public and private sectors T35: Establish a formal evaluation and assessment system to manage and promote
employees T36: Conduct and publish periodic third-party performance audits
Palm Beach County 2011 Six Pillars Community Strategic Plan
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T37: Benchmark performance against top 25% of comparably-sized governments based on
number of metrics (i.e., employees per capita, etc.) T38: Identify and mirror best-practices
Metrics:
Adoption of a merit pay system
Best Practices study across all units of government in Palm Beach County Champions: Business Forum of Palm Beach County, City Manager’s Association, local chambers of commerce, Palm Beach County League of Cities, Taxpayer Action Board
Additional Strategies and Tactics for Development and Refinement
Review and analyze Palm Beach County charter and municipal charters to help address the Six Pillars’ goals
Broaden inclusiveness in all civic endeavors to include diverse voices and interests
Further restrict the ability of the State of Florida to impose unfunded mandates on local governments
Review, analyze and update Palm Beach County charter via deliberate change process
Review and analyze impact of the sunshine laws on efficiencies in government and civic participation
Review and analyze county and municipal tax structure
Engage and fully leverage Palm Beach County’s retired executive talent pool
Review and analyze role and impact of committees of continuing existence and other influencers on outcomes of local elections
Palm Beach County 2011 Six Pillars Community Strategic Plan
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2030 VISION6
I. Prosperity and High Paying Jobs
II. Vibrant Communities
III. Global Competitiveness
GOAL 1: EXISTING RESIDENTS, BUSINESSES, AND ORGANIZATIONS TAKE PRIDE IN THEIR CONNECTION
TO PALM BEACH COUNTY AND DEMONSTRATE THEIR WILLINGNESS TO GROW AND PROSPER AS A
COMMUNITY
Strategy 1: Engage residents on an emotional level with unifying messages and themes about life in Palm Beach County Tactics:
T1: Complete a marketing survey or other tool that recognizes the vast diversity of local residents, and is able to identify unique community values & personal contributions across communities and groups and results in the identification of potential unifying symbols and tag lines to contribute to internal marketing initiative of the Innovation & Economic Development Pillar
T2: Form committee to evaluate Palm Beach County’s civic life (areas that lack involvement,
etc.) and pursue cross-sector and broad community adoption of unifying messages and products (county mascot, symbol, song, tag line, etc.) through participation in the internal marketing initiative of the Innovation & Economic Development Pillar
T3: Provide forum to tell personal stories of those who have gotten involved in civic life to
improve Palm Beach County and received great reward personally and professionally
Metrics
Subscriptions and web hits to local newspapers, periodicals and local online news sources
Obtain Knight Foundation “Informed and Engaged Community” Grant
Annual local philanthropic donations
Voter turnout rate
Annual volunteerism rates
6 See, Six Pillars™ Framework for a Strategic Directive for Florida’s Future dated September 2, 2011
Palm Beach County 2011 Six Pillars Community Strategic Plan
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Champions: Convention and Visitors Bureau, Cultural Council, Economic Council of Palm Beach County, Education Commission of Palm Beach County, Homeowners Associations, Human Resource Association of Palm Beach County, Leadership Palm Beach County, League of Cities, Palm Beach Post, Palm Beach State College Institute for Civic Engagement, Radio stations, regional publications, Sun Sentinel, TV stations
Strategy 2: Highlight the economic and qualitative benefit of the county’s diverse mix of
residents and communities
Tactics:
T4: Draft white paper on local economic impact of being an international gateway
community
T5: Focus some of the resources of the diversity programs and other efforts of Palm Beach
County’s major institutions into a major event (or an existing event or campaign) to
bring more public attention to the benefits of being part of a diverse South Florida
community.
Metrics:
Homestead
Home ownership and other real estate metrics
Foreign capital
Attendance at cultural events
National Civic League, “All-American City” Award Champions: Business Forum of Palm Beach County, Center for Applied Ethics, EDRI, Realtors® Association, government entities, media, non-profits, Palm Beach County League of Cities, School District, United Way, Urban League of Palm Beach County, World Trade Center
Palm Beach County 2011 Six Pillars Community Strategic Plan
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GOAL 2: PALM BEACH COUNTY ENJOYS A DIVERSE RANGE OF VIBRANT, QUALITY NEIGHBORHOODS
THAT ARE SAFE, AFFORDABLE AND ATTRACTIVE TO THE COUNTY’S EXISTING AND TARGETED
WORKFORCE
Strategy 3: Ensure appropriate mix of housing options for various income levels, abilities and
status
Tactics:
T6: Update existing studies that evaluate gaps in local housing supply and demand
(including housing for seniors, individuals with disabilities and corrections re-entry
populations) and identify tactics (new funding sources, Partnerships, financing options)
industry leaders and policy makers can take to ensure the right mix of housing options
T7: Lower county rate of renters and homeowners spending more than 30% of income on
rent by 5%
T8: Evaluate impact of once again using the documentary stamp surtax for housing issues
on local gaps in housing for the next five to ten years
Metrics:
County homeownership rate
Percentage of income spent by Palm Beach County residents on rent/mortgage
Housing payments by county income rate of homeowners and renters
Champions: Criminal Justice Commission, faith-based organizations, Financial Institutions, Gold Coast Builders Association, Homeless Coalition, Housing Leadership Council, Realtors® Association, South Florida Regional Planning Council, Treasure Coast Regional Planning Council
Strategy 4: Increase density of housing in specific target employment centers and housing
located near public transportation hubs in Palm Beach County
Tactics:
T9: Engage in an education and media campaign with an online discussion forum for key
stakeholders for a specific target area or land use designation
T10: Create a map of employment clusters and transportation hubs in Palm Beach County to
highlight potential target areas for development and redevelopment
Palm Beach County 2011 Six Pillars Community Strategic Plan
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Metrics:
County homeownership rate
Housing payments by county income rate of homeowners and renters
Density in targeted areas
Number of people who drive alone to work
Average commute time
Champions: Florida Community Loan Fund, Gold Coast Builders’ Association, Habitat for Humanity, Housing Championship, Housing Leadership Council of Palm Beach County, League of Cities, local redevelopment agencies, Palm Beach County and the various community land trusts in Palm Beach County, Realtors® Association, the Community Foundation for Palm Beach and Martin County, Urban Land Institute
Strategy 5: Improve collaboration and education with regard to neighborhood-based crime
prevention, intervention and reentry initiatives countywide
Tactics:
T11: Create an inventory of primary crime prevention, intervention and reentry programs
that include complete program parameters (e.g., eligibility requirements, cost, location,
capacity, funding, etc.) and send to condos/homeowners associations and other grass
roots groups
T12 Coordinate ways to build awareness of and links between early intervention services
available for youth prior to their interaction with the Department of Juvenile Justice
(DJJ)
Metrics:
Crime data
DJJ referrals and arrests
Champions: Criminal Justice Commission, Palm Beach County Youth Services, United Way, Palm Beach County School District, Palm Beach Sheriff’s Office, Municipal Law Enforcement, Palm Beach County Community Services, other funding sources
Palm Beach County 2011 Six Pillars Community Strategic Plan
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Strategy 6: Build public awareness that Palm Beach County has vibrant, stimulating and
creative communities that offer the kind of housing recently graduated knowledge workers
want
Tactics:
T13: Research available information on what young knowledge workers look for, outside
specific employment opportunities, when making their decision on where to live
T14: Add marketing pieces to the Business Development Board of Palm Beach County’s and the Palm Beach Post’s materials that are designed to highlight vibrant neighborhoods (especially those close to knowledge intensive work centers) Metrics:
Increase in home sales and decrease in vacancy in targeted areas
Palm Beach County’s average salaries
Champions: Banks, Business Development Board of Palm Beach County, Center of Independent Living, chambers of commerce, Community Food Alliance, Department of Transportation, faith-based organizations, Gold Coast Builders Association, grocery stores, Home Builders Association, Homeless Coalition, housing authorities, Housing Leadership Council, Housing Leadership Council, law enforcement, local government, Local Media Outlets, Neighborhood Associations, non-profits, Palm Beach County Association of Realtors, Palm Beach County Tourism Development Council, Palm Beach Post, Realtors® Association, South Florida Regional Planning Council, Treasure Coast Regional Planning Council, Workforce Alliance of Palm Beach County
GOAL 3: PALM BEACH COUNTY IS KNOWN FOR HIGH-QUALITY MEDICAL CARE AND EXCELLENCE IN
INDIVIDUAL HEALTH OUTCOMES AND LIFE SCIENCES RESEARCH
Strategy 7: Develop a collaborative of community stakeholders (tax-paying, tax-exempt and
governmental) with a clear leadership and evaluation role that will design and implement a
sustainable approach to a healthy community that serves all residents and ensures
involvement by all sectors in county health planning processes.
Tactics:
T15: Identify lead entity or initial partner group to coordinate collaborative effort
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Quality of Life & Quality Places
40
T16: Marshal existing community resources to analyze current healthcare workforce data,
identify key workforce needs and develop strategies to increase employment in top
three targeted health care professions
T17: Fund and publish a new comprehensive study that identifies the assets and
contributions of all local health care providers and evaluates these contributions against
local consumer needs. Research should include existing research efforts and new
sources of information and include information on charity/unfunded/bad debt care
from hospitals and other providers and Medicare, Medicaid, and Insurance revenues
T18: Increase in provider establishments that are needed to ensure local health care needs are met, decrease in unfunded care, 10% increase in number of people with access to primary care physician
T19: Develop a public awareness campaign to disseminate information about where and how
to obtain health education and prevention services
Metrics:
Use of services and number of patients at key delivery points
Health care provider employment positions over five-year period
Amount of unfunded care
NIH funding
Number of Ph.D. per capita
Number of peer-reviewed research papers published annually
Venture capital funding per capita
Number of people with access to primary care physicians
Non-emergency emergency room visits Champions: Extended Care organizations, Florida Center for Nursing, Health Department of Palm Beach Counties, healthcare clinics, Healthcare District, Home Health Organizations, Hospital Associations, Human Resource Association of Palm Beach County, insurers, large employers (e.g., school districts, FAU, government, FPL, Office Depot, Cemex and other self-insurers), Medical Associations, Palm Healthcare Foundation, Quantum Foundation, United Way of Palm Beach County, Workforce Alliance of Palm Beach County
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Quality of Life & Quality Places
41
Strategy 8: Establish an environment that supports health sciences discovery and innovation
(See also Innovation & Economic Development Goal 5)
Tactics:
T20: Host a new and/or promote an existing symposium to cultivate new relationships,
stimulate new collaborations and “spin-offs” among universities, hospitals, and research
organizations to gain an increase of 10% over baseline by 2015
T21: Build a database of key headhunters that specialize in high-level research employment recruitment and cultivate relationships with them and local employers to recruit young brains to Palm Beach County who are working in life sciences research
T22: Build a cross-sector campaign to encourage early seed funding of promising life sciences
research to increase number of bio firms in Palm Beach County by 10% over baseline by
2015
T23: Increase private sector involvement and job mentoring in science education in K-12 and
local college programs (See also Talent Supply & Education Pillar)
T24: Develop and promote a local/national/international internship program that results in a directory of local internship opportunities and information on how to develop a strong program designed to increase advance science degree retention rates by 3% annually
T25: Organize familiarization trips designed to entice very smart bio science students from
out of state (Similar to Duke TIP program)
T26: Establish a bank and realtors consortium that incentivizes international and domestic students to start new businesses with a 3-7 year lifecycle by offering a free home (take it off the banks hands) Operation SMARTY PANTS
T27: FCAT math and science scores increase by 10% by 2015, and number of science
programs at local higher education institutions increase by 10% by 2015 Metrics:
Number of new firms
Number of new products
Number of top bio-science students engaged in familiarization trips to bio facilities
Number of advanced science degrees earned
FCAT math and science scores
Number of bio firms in Palm Beach County
Number of homes converted
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Quality of Life & Quality Places
42
Champions: BioFlorida, Business Development Board of Palm Beach County, Economic Council of Palm Beach County, Enterprise Development Corporation's "Got Seed?" Campaign, Estate Officers, Financial Institutions, Florida Institute for the Commercialization of Public Research, Health Department, Hospitals, Human Resource Association of Palm Beach County, Max Planck and FAU, New Medical School, Realtors® Association, School Board, Scripps, Universities, Workforce Alliance of Palm Beach County
Strategy 9: Improve the health of Palm Beach County residents and employees through
integration of health and wellness activities throughout the worksites, schools, health care
organizations, faith based organizations, parks and neighborhoods.
Tactics:
T28: Evaluate and re-establish cooperative prevention programs that include physical fitness in schools.
T29: Promote physical recreational activities across communities by hosting an adult and
youth Fitness Festival
T30: Development of structural incentives for healthy living programs to be offered by
employers (e.g., smoking cessation)
T31: Develop a list of local policies and partnerships that will reduce household food
insecurities (as measured by the USDA) to below 6.7 percent
Metrics:
Number of people enrolled in fitness programs
Obesity rates for adults and children
Number of people affected by diabetes
Smoking rates
Physician census
Participation in wellness programs
Insurance rates (ranking comparison)
USDA food and security data
Distance from available grocery stores
Champions: Advocates for Senior Services, big box drug stores, business community (who pays for coverage of employees), Children’s Services Council, clinics, county/state farmers’
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Quality of Life & Quality Places
43
market, Department of Health, Florida Healthcare Coalition, foundations, grocery stores, Health Care District, health care providers, hospitals, insurance companies, Palm Beach County Medical Society, Palm Beach County School District, Palm Beach County Sports Commission, planning councils, Professional Retired Athletes, school districts, United Way
GOAL 4: PALM BEACH COUNTY HAS THE MOST PRODUCTIVE ARTS/CULTURAL COMMUNITY IN THE
COUNTRY PRODUCING THE HIGHEST ECONOMIC IMPACT
Strategy 10: Nurture and promote local artists and small emerging arts and cultural
organizations.
Tactics:
T32: Complete artists listening/conversation sessions and survey report by August 2012.
Encourage use of survey results to create municipal Artists’ districts, Art in Public Places
program initiatives, and artists’ events. Use results for 10 year strategic plans (Palm
Beach County Cultural Council C & Artists of Palm Beach County); increase number of
artist participants by 10% and make the survey available to the public
T33: Establish a cross sector committee to promote the arts integration in school teaching
and curriculum work that is being implemented in Palm Beach County and across South
Florida
T34: Design and begin a new program for business volunteers for the arts that focus on
promoting membership strategies or admissions for revenue generation in order to
increase endowments and reserve funds by 15%
T35: Partner with local nonprofit and corporate training agencies to develop and implement funding and educational opportunities that build business skills among artists, promote the sharing of resources and provide education and technical assistance to members of the Board of Directors of cultural organizations and their management staff
Metrics:
Number of jobs for artists
Arts/culture educator satisfaction level
Creation of new program for business volunteers
Amount of funding to build business skills in arts community
Cultural organization endowments
Palm Beach County 2011 Six Pillars Community Strategic Plan
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Champions: Artists of Palm Beach County (APBC) and other artists’ “umbrella” organizations, Business Development Board of Palm Beach County, chambers of commerce, Corporate Partners, Economic Council of Palm Beach County, Nonprofits First, Palm Beach County Cultural Council, Palm Beach County Cultural Council (PBCCC), School districts and arts councils from the five southern counties, South Florida Cultural Consortium
Strategy 11: Increase the growth and expansion of arts and cultural activities to be truly year-
round through collaboration among cultural organizations, local artists, arts businesses,
Tourism Development Council of Palm Beach County and Convention and Visitors Bureau.
Tactics:
T36: Encourage Palm Beach County, municipalities, community redevelopment agencies, and
private developers to include “Artists’ Districts” in their redevelopment plans
T37: Establish an “Empty Spaces Exhibition Program” that partners available commercial
space with short term juried art exhibitions
T38: Integrate the promotion of a year round “season” into all cultural organizations
materials and other community marketing campaigns
T39: Promote affordable art events, activities and competitions that focus on teenagers and
residents under 30
Metrics:
Number of programming in summer season
Number of exhibitions mounted
Number of artists’ districts established by 2015
Programming in the summer months
Champions: Artists of Palm Beach County, Business Development Board of Palm Beach County, chambers of commerce, Economic Council of Palm Beach County, League of Cities, Local CRE leaders, local galleries and artists, Palm Beach County Cultural Council, Palm Beach County Cultural Council (completed artists’ survey)
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Quality of Life & Quality Places
45
Strategy 12: Implement new approach to supporting local arts organizations that leverages
county funding, involvement by private donors and some of the largest municipalities in order
to increase community-wide commitment to arts and culture as an economic stimulator and
solution
Tactics:
T40: Research work of other communities to increase and tie public funding to outcomes
such as increased audiences, progress toward attracting younger participants, increased
tourism impact, increased organizational stability, and a high level of return on the
investment – and make recommendations for Palm Beach County
T41: Increase private sector contributions by 5% by 2016, and investment in arts and culture
by 10% in at least 5 of the largest municipalities by 2016
T42: Encourage consistent sources of “seed funding” for small and emerging arts/cultural
organizations that do not have access to other grant dollars
Metrics:
County investment in the arts
Private sector funding Champions: Business Development Board of Palm Beach County, chambers of commerce, convention center, CRA, Cultural Council, economic development entities, foundations, League of Cities, Municipalities, notes from former meetings, Palm Beach County Cultural Council and the business community, Palm Beach County Government, “Prime Time”, school district, South Florida Cultural Consortium, Tourism Development Council of Palm Beach County
GOAL 5: PALM BEACH COUNTY’S TOURISM AND RECREATION ASSETS, GENUINE HOSPITALITY AND
BREATHTAKING BEAUTY ARE NOTED AS “ONE OF A KIND” BY RESIDENTS AND VISITORS.
Strategy 13: Increase collaborative alliances and programs to strengthen current tourism
branding and promotional efforts by Convention and Visitors Bureau and other Tourism
Development Council of Palm Beach County-funded agencies.
Tactics:
T43: Encourage community support for adopting Convention and Visitors Bureau’s Vision for
Palm Beach County “to be the premier global destination for visitors” and show support
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Quality of Life & Quality Places
46
for Tourism Development Council of Palm Beach County-funded agencies, strategic and
marketing plans
T44: Align business and tourism marketing programs
Metrics:
Hotel occupancy rates
RevPAR rates
Room inventory levels
Number of airline passengers
Number of airlines served
Number of destinations served
Revenue per airline passenger
Number of new/repeat attendees at Palm Beach County events
Champions: Attractions Association, Business Development Board of Palm Beach County, chambers of commerce, Hotel Association, private sector and other marketing champions, Tourism Development Council of Palm Beach County funded-agencies
Strategy 14: Commission a comprehensive Destination Development Strategic Plan to come up
with a prioritized list of what the county can do to achieve long term growth in the
increasingly competitive tourism, convention and visitor industry
Tactics:
T45: Secure financial resources, issue an RFP
Metrics:
Creation of clear consensus blueprint for tourism development
Number of tourists to Palm Beach County Champions: 1000 Friends of Florida, Attractions Association, BCC, Business Development Board of Palm Beach County, CBB, diving associations, environmental resource management (ERM), executive airports, Fish and Wildlife Commission, Florida Department of Transportation, League of Cities, League of Cities, Loggerhead Marine Center, Marine Association, MPO, NGO’s focused on community and urban renewal, Palm Beach County Economic Development entities, Palm Beach International Airport, Parks & Recreation, Port of Palm Beach, Tourism Development
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Quality of Life & Quality Places
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Council of Palm Beach County, Tourism Development Council of Palm Beach County-funded agencies
Strategy 15: Establish physical and virtual “Visitor Information Centers” in conjunction with
municipalities, chambers of commerce and other environmental, culture & heritage
institutions that include a focus on engaging current residents
Tactics:
T46: Measure usage and other indicators of early adopters
Metrics:
Number of visitors
Number of booking referrals
Tourism development tax revenues
Champions: Chambers of commerce, cities and towns, Downtown Development Authorities, Palm Beach County Cultural Council, Palm Beach International Airport, Tourism Development Council of Palm Beach County and Convention and Visitors Bureau
Strategy 16: Bring together tourism professionals and transportation planners to plan and
implement a variety of affordable ways to bring more connectivity to signage and street
scapes as it relates to key visitors areas, attractions and routes
Tactics:
T47: Engage the Tourism Development Council and its funded agencies, issue RFP, conduct
way-finding study, secure funding, etc.
Metrics:
Implementation of before-and-after survey
Number of visitors to targeted attractions
Champions: Department of Transportation, Florida Restaurant and Lodging Association, League of Cities, Municipalities, Palm Beach Hotel Lodging Association, Tourism Development Council of Palm Beach County-funded agencies
Palm Beach County 2011 Six Pillars Community Strategic Plan
PILLAR: Quality of Life & Quality Places
48
Strategy 16: Increase non‐stop air service from key national and international markets.
Tactics:
T48: Identify sources of revenue for an incentive fund that can be used to encourage local air
travel providers to add flights
Metrics:
Number of new cities/markets serviced non-stop
Number of new seats
Number of passengers
Number of airlines
Number of destinations
Champions: Business Development Board of Palm Beach County, chambers of commerce, county economic development, Department of Transportation, Palm Beach International Airport, Tourism Development Council-funded agencies
Additional Strategies and Tactics for Development and Refinement
10% increase in NIH funding in the county by 2015
¹Business Forum of Palm Beach County includes: Economic Council of Palm Beach County, Business Development Board of Palm Beach County, Workforce Alliance of Palm Beach County, Education Commission of Palm Beach County, local chambers of commerce, Realtors® Association of Palm Beach County, Associated General Contractors, Associated Builders and Contractors Florida, Medical Society of Palm Beach County, South Florida Hospital and Healthcare Association, Marine Industries of Palm Beach County, American Institute of Architects ²Regulatory Climate Task Force of Palm Beach County Includes American Society of Landscape Architects, American Institute of Architects (AIA), Building Officials, Business Forum (including Business Development Board, Economic Council, Gold Coast Builders, AGC, ABC, Realtors Assn., local chambers, etc.), City Managers Association, Fire Marshals, Florida Engineers Society and other Professional Engineers, Intergovernmental Coordination Program Clearinghouse (IPARC), League of Cities, Planning Congress, Planning & Zoning Officials, Urban Land Institute (ULI)
49
References
1. Arts & Economic Prosperity: The Economic Impact of Nonprofit Arts and Culture Organizations and Their Audiences in PALM BEACH COUNTY, FL Americans for the Arts, published 2007
2. Live, Work, Grow: Palm Beach County Action Plan Market St., published July 2011
3. The Palm Beach County Urban Redevelopment Area: Planning Study and Corridor Master Plans Treasure Coast Regional Planning Council, published July 2007
4. Economic Development Summit Final Report Lake Okeechobee Regional Economic (LORE) Alliance of Palm Beach County, published 2007
5. Florida Life Sciences Roadmap Milken Institute, published June 2007
6. Transportation Improvement Program, Palm Beach Metropolitan Planning Organization, published July 2011
7. Palm Beach County Light Industrial Land Use Study Land Use Toolkit Swiger Consulting, CH Planning, published January 2008
8. No Visible Means of Support: Unemployment and Poverty in the Glades Region of Palm Beach County, Florida Palm Beach County Economic Development Office, published August 2009
9. Research & Economic Development Insight (REDI) Economic Snapshot Economic Development Research Institute, published Fall 2010
10. Blueprint Mississippi: Mississippi’s Strategic Economic and Education Development Plan Blueprint Mississippi, published 2004
11. Palm Beach County Light Industrial Land Use Study: White Paper Swiger Consulting, CH Planning, published January 2008
12. Phase 2 Draft Alternatives Analysis Report South Florida East Coast Corridor Transit Analysis, published August 2010
13. Aligning Workforce Development, Postsecondary Education and Economic Development: A National Perspective Rutgers University, published June 9, 2010
14. Asheville Area Chamber goal: create 5,000 jobs in five years Asheville Citizen Times, published August 14th, 2011
15. Building on Innovation: The Significance of Anchor Institutions in a New Era of City Building Urban Land Institute
16. Community Colleges and Regional Recovery: Strategies for State Action Brookings Institute, published May 18, 2011 http://www.brookings.edu/papers/2011/0518_community_college_kazis.aspx
17. Enterprising States: Recovery and Renewal for the 21st Century A project of the U.S. Chamber of Commerce and National Chamber Foundation Published June 2011
18. FAU’s first medical students start, joining surge in south Florida medical education Palm Beach Post, published August 6, 2011
19. FSU, West Palm Beach push ahead with digital film production center
50
Sun Sentinel, published April 18, 2011 https://files.huddle.net/files/15362547/download/FSU,%20West%20Palm%20Beach%20push%20ahead%20with%20digital%20film%20production%20center%20-%20Sun%20Sentinel.mht
20. Lawmakers Push Cooperation by Transportation Agencies Tampa Bay Online – Politics, published August 14, 2011 www2.tbo.com
21. Palm Beach County Leaders Seek Shared Vision for Florida Daily Business Review, published August 12, 2011
22. A Snapshot: The State of STEM in Florida Florida Center for Research in Science, Technology, Engineering Mathematics Published January 2010
23. University Moves Toward Powering Florida with the Gulf Stream Florida Trend, published May 24, 2011 http://www.floridatrend.com/print_article.asp?aID=55108
24. West Palm Beach Mayor’s Transition Team: Cut Salaries of Top 16 Workers, Make City Business Friendly The Palm Beach Post News, published August 12, 2011 https://files.huddle.net/files/16275169/download/West%20Palm%20Beach%20mayor's%20transition%20team%20Cut%20salaries%20of%20top%2016%20workers,%20make%20city%20business%20friendly.mht
25. New Collier economic development plan sets ‘big, bold, aggressive goals’ Naples News, published on September 9, 2011
26. HUD grants $100 million in new grants to promote smarter and sustainable planning for jobs and economic growth Southeast Florida Regional Partnership, published October 14, 2010
27. A new University of Miami research park hopes to jumpstart Miami’s science industry The Miami Herald, published August 28, 2011
28. Commentary: The downward Spiral of PBIA is accelerating The Palm Beach Post, published May 23, 2011 https://files.huddle.net/files/15635092/download/Commentary%20The%20downward%20spiral%20of%20PBIA%20is%20accelerating.mht
29. Fostering an Innovation Culture Governing, published April 20, 2011
30. Innovation’s Hurdles Governing, published April 11, 2011
31. Orlando pushes ahead of Miami in economic growth Orlando Sentinel, published April 26, 2011
32. The Southeast Florida Regional Vision and Blueprint for Economic Prosperity Southeast Florida Regional Partnership, published April 2011
33. New Growth Frontier: Midsize cities in emerging markets McKinsey Quarterly, published March 2011
34. What Florida Could Do With a Dime Citizens for Clean Energy, published 2010
35. Energy Efficiency and Renewable Energy in Florida Florida Energy Systems Consortium, published March 22, 2011
36. Fight Over SunRail Gaining Steam, Governor Rick Scott feeling heat Sunshine State News, published May 9, 2011
51
37. Foreign Investment: Beyond Miami-Dade, Smaller and Fewer Foreign Deals Daily Business Review, published August 1, 2011 http://www.dailybusinessreview.com/PubArticleFriendlyDBR.jsp?id=1202509078871
26. New Solutions to the Infrastructure Challenge U.S. Chamber Magazine, published April 5, 2011
27. HUD Press Release Announcing $425 million Sustainable Communities Grant Concerning Southeast Regional Partnership, published October 14, 2010
28. Analysis of Unreserved Funds, Debt, and Property Utilization in Palm Beach County Florida Tax Watch Research Institute, published September 2011 http://www.floridataxwatch.org/resources/pdf/PalmBeachCountyStudy.pdf.
29. Economic Outlook – April 2011 Published by Timothy Nash at Northwood University April 29, 2011 https://files.huddle.net/files/15427027/download/Northwood%20University%20Economic%20Outlook%20-%20April%202011.htm
30. Total State and Local Business Taxes Published by Ernst & Young; 2010
31. Florida Ranks #2 in Government Job Growth Orlando Business Journal, published May 27, 2011 http://www.bizjournals.com/orlando/news/2011/05/27/texas-florida-lead-in-government-job.html?ed=2011-05-27&s=article_du&ana=e_du_pub
32. Report and Recommendations of the Florida Tax Watch Government Cost Savings Task Force for Fiscal Year 2011-12 Florida TaxWatch, published December 2010
33. Governor Rick Scott Announces 2011 Governor’s Sterling Award & Sustained Excellence Award Recipients Released by the Office of the 45th Governor of Florida, published May 6, 2011 https://files.huddle.net/files/15497251/download/Florida%20Governor%20Rick%20Scott%20%20Governor%20Rick%20Scott%20Announces%202011%20Governor%e2%80%99s%20Sterling%20Award%20&%20Sustained%20Excellence%20Award%20Recipients.mht
34. How Shared Services are Saving Local Government Budgets “Capitalizing on Collaboration” published by DigitalCommunities.com http://www.digitalcommunities.com/library/papers/Capitalizing-on-Collaboration.html
35. Inefficient Government Rules and Regulations Governing, published October 6, 2010 https://files.huddle.net/files/15471642/download/Inefficient%20Government%20Rules%20and%20Regulations.mht
36. Overload: Streamlining Governments Governing, published August 25, 2010 http://www.governing.com/columns/mgmt-insights/overload-streamlining-governments.html
37. Pittsburgh Debuts its Web-Based Permitting System Governing, published February 28, 2011
38. Process Improvement Programs: Right for Government? Governing, published on September 15, 2010 http://www.governing.com/columns/mgmt-insights/process-improvement-programs-government.html
39. U.S. Department of Housing and Urban Development Sustainable Communities Planning Grant Program
52
Southeast Florida Regional Planning Council, published April 2011 40. Number of Florida Laws, Rules and Regulations is Excessive
South Florida Sun-Sentinel, published August 3, 2011 41. We’ve Become a Nation of Takers, not Makers
Wall Street Journal, published April 2011 42. State Competitiveness Indices & Rankings: What National Rankings Tell us about Florida’s
Competitiveness Florida Tax Watch, published March 2011
43. Long Term Capitalism: A long term investor weighs in McKinsey & Company https://files.huddle.net/files/15218328/download/Long-term%20capitalism%20%20Long-term%20capitalism%20%20McKinsey%20&%20Company.mht
44. Palm Beach County Tax Collector gearing up to fight County Commission’s consolidation push Sun Sentinel, published April 8, 2011
45. Governor Bentley signs Executive Order Creating Alabama Commission on Improving State Government Office of the Governor https://files.huddle.net/files/15471528/download/State%20of%20Alabama%20Office%20of%20Governor%20Robert%20Bentley.mht
46. Palm Beach County Board of County Commissioners: County Charter Review Published January 25, 2011
47. Palm Beach County Code of Ethics Ethics Commission, published April 2011
48. Letter to the President-Elect of the PBC League of Cities; concerning fiscal sustainability Written by Mike Jones, Economic Council, published April 19, 2011
49. Increase Transparency and Efficiency in Government Governing, published March 30, 2011 http://www.governing.com/columns/mgmt-insights/increase-transparency-efficiency-government.html
50. Palm Beach County Taxpayer Action Board: PBC Charter Review, Possible Charter Changes Published by Florida Association of Counties, April 2011
51. Palm Beach County charter changes could shift more power to County Commission Sun Sentinel, published April 2011
52. GAO and the Department of Redundancy Governing, published March 2011
53. Remedies for Capitalism McKinsey & Company
54. Transforming Louisiana into a National Model for Government Ethics LAethics1.com, published April 2007
55. Tough Choices Facing Florida’s Governments Leroy Collins Institute, published February 2011
56. The Arts and Civic Engagement: Strengthening the 21st Century Community Americans for the Arts National Arts Policy Roundtable Published September 2008
57. Giving in Florida: The State of Philanthropy in the Sunshine State Florida Philanthropic Network, published February 2010
58. GBTA Reveals Best and Worst Travel Taxes in Top 50 U.S. Destinations
53
GBTA Foundation, published July 21, 2011 59. Pension Reform and Implications for Palm Beach County Palm Beach County Taxpayer Action Board, published March 7, 2011 60. Town of Palm Beach County Budget Task Force Position Paper Town of Palm Beach, no date www.townofpalmbeach.com
In addition to all the volunteers who have dedicated their time and resources to making this plan a reality, the entire team wishes to acknowledge and thank Stephanie Gibbons of the Florida Chamber Foundation, and Karen Woodson and Maria Woodson of the Economic Council of Palm Beach County for their extraordinary efforts in organizing the numerous events, generating all the documents and otherwise supporting this project.
54
André Varona Andrew J. Baumann Anna Yeskey Brendan T. Lynch Brian Seymour Bryan W. Palmer Carey O'Donnell Carol Bowen Charles Gerardi Christina Morrison Pearce Christine Hanley Christopher G. Cothran Commissioner Shelley Vana Craig D. Grant David Goodlett David Lyons Dennis Grady Dionna Brahs Hall Donald L. Kiselewski Jr. Dr. Laura Tindal Ed Chase Eric Hartman Fred Scheibl Glenn Jergensen Harvey Oyer III Hugh William Perry James R. Williams James Weinand Jason Brown Jayne Stroshein-Rosseau Jeff Brophy Jonathan Low Jonathan R. Satter Josh Long Kelly Smallridge Kenneth Tuma Kilday, Kieran Linda Bozzuto Marc Cohn Mark J. Burger Martin Cass Michael Grimm Michael J. Busha Michael L. Kohner
Michael Malone Michael V. Mitrione Esq. Mo Thornton Nancy Cardone Nancy Hogan Nat Nason Nathaniel Roberts Pamela M. Rauch Paola luspa-Abbott Rex B. Kirby Robert Weisman Scott Wilson Sharon R. Bock Skeet Jernigan Stephanie Gibbons Steve Klingel Steve Templeton Steven E. Belous Tajiana Ancora-Brown Theresa LePore Thomas A. Dye Timothy J. Miller Tom Hogarth Troy McLellan Vic Beninate Morris G. (Skip) Miller Paul M. Walczak Pete Martinez E. Osborne III
Andrew Duffell Andrew J. Baumann Angelo Arcadipane Arthur J. Menor Ashley Tripp Barbara Perino Bruce Pelly Carlos Vidueira Claudia Hillinger Craig D. Grant Dale Kahle Dale M. Gregory Daniel E Martell David G. Bates Ed Chase
Edward G. Sabin Ethel Williams Fabiola Brumley Frank T. Compiani Fred Scheibl Gary Hines George Elmore Giselle Reid Glenn Jergensen Gregory E. Young Harry W Orf Jane E. Teague Jeff Brophy Jeff Perlman Jennifer C. Garrison Jennifer Morton John F. Flanigan John Textor Jonathan Low Joseph A. Cardenas Keith O'Donnell Keith Spitz Kelly Smallridge Kenneth F. Kahn Kieran J. Kilday Krista Springer Basore Laurie S. Silvers Lyn Cacella Manny Almira Mark A. Wyllie Mark Montgomery Marti LaTour Martin Cass Merry Lindberg Michael L. Friedland Michael Malone Michael Marshal Michelle Diffenderfer Mike Bornstein Nancy Hogan Oren S. Tassini Pamela M. Rauch Paul Licata
55
Randy Whitfield Richard Pinsky Rita Ullom Robert A. Bentz Robert J. Stilley Ronald A. Davis Russell Allen Sal Faso Scott Porten Shannon LaRoque Shaun Blogg Sherry Howard Steven C Gordon Steven E. Belous Tom Kennedy Veronica McLeod Will Corrente William Berger Mary T. Gearing Anthony K.G. Barbar Beth R. Kigel Bryan Rapp Christine Jax Chuck Shaw Danielle Hanson David Mann Dean J. Dennis Coates Dennis P. Gallon, Ph. D. Derek Cooper Douglas Saenz Dr. Ian Saltzman Dr. Kristin Stehouwer Edmund Capitano Edward F. Tancer Erin S. McColskey Gary B. Vonk Gary S. Lesser Gene Wheeler George E. Dungee Gerald F. Richman Ilene Silber Jody Gleason Joyanne Stephens Keith Oswald Ken Montgomery Kimberly Gramm Krista Springer Basore Marta Casa-Celayas
Mary Kay Murray Matt Mercer Maureen Wilt Melody I. Sanger z Michael J. Busha Michael L. Friedland Patrick J. Franklin Paul Hederman Robert J. Stilley Sean Alveshire Sherry Plymale Steve Craig Steven M. Parrish Ted Kramer Thomas Workman Jr. Tom Weber Wendy Sartory Link William M.B. Fleming Jr. B. Jack Sullivan Jr. Christopher Roog Connor Lynch Dale A. Brill, Ph.D. Dennis C. Lipp Dionna Brahs Hall Edward G. Sabin Elaine K. Beers Frank T. Compiani Greg Vaday James F. Murley Kevin J. Foley Kim Delaney Philip G. Blumel Wayne Poerio Aimee Craig Carlson Arthur J. Bernstein Bevin Beaudet Brian K. Waxman Carl Larsen Carla Coleman Carlos J. Berrocal Daniel E Martell David M. Bjellos Don Hearing F. Martin Perry Geoff Sluggett George Webb Humberto P. Alonso Jr. James E. Auld
Jeff Brophy Jennifer Morton Jeremy Susac John W. Temple K. Reid Hotaling Katherine Waldron Kathy Salvador Kevin Ratterree Manny Almira Marie Horenburger Maziar Keshavarz Michael Malone Michael Marshall Michelle Diffenderfer Mike Bornstein Monica Manolas Nader G.M. Salour Paul M. Twitty Rachel Brenner Randy Whitfield Rick Gonzalez Rick Murrell Rita Barreto Craig Robert P. Diffenderfer Suzanne Cabrera Thomas P. Hunt Tim Burke Tod Mowery Verdenia Baker Alison Pruitt Anne M. Gannon Bradley Hurlburt Carl Domino Clifford Hertz David Goodlett David H. Baker David Semadeni Derek Cooper J. Patterson Cooper James B. Hutchison James Beasley James Desousa James Watt Jonathan Low Joshua A. Escoto Ken Adams Kenneth G. Spillias Lisa Tropepe
56
Louis J. Zaccone Manuel Farach Marty Rogol Michael Bornstein Michael S. Weiner Ned Barnes Rachael Ondrus Richard Radcliffe Rick Asnani Shannon Ramsey Sharon J. Merchant Steve Templeton Thomas A. Bean Thomas E. Lynch Thomas E. Rossin Audrey Piedra Barbara Cheives Barbara L. Allan Barbara Perino Bob Currie Brian Waxman Carole Seigworth Charles W. Anderson Christine Koehn Ph. D. Christopher A. Noe Commissioner Paulette Burdick Dian Backoff Don Mathis Don W. Chester Edward G. Sabin Evelyn Parkes CPA Francisco Acosta Frank Newman Gabrielle Bargerstock George E. Dungee Greta Von Unruh Hector Gomez, MD, PhD Howard Bregman Isabel Cosio Carballo Jaime Caldwell Jerry Fedele John Couris Jorge Pesquera Joseph Pores Judy Goodman Karen Roberts Kerry Diaz Larry Miller
Laurel Baker Lee Waring Linda Quick Lucy Keshavarz Lynne Hernandez Mark Cook Mark Nosacka Mary Ann Goodman Michael Coady Michael Cowling Michael Dennis Michael Dyer Michael Rodriguez Pedro Del Sol Rena Blades Richard Rendina Robert Hill Robert Broadway Roger Amidon Dr. Ronald Wiewora Shawn T. Griffin Kelly Sobolewski Tana Ebbole Tenna Wiles Valerie Jackson Verdenia Baker Wes Lauer William Fleming
Quality of Life & Quality Places
Greta Von Unruh EDRI
(561) 366-9558
Kerry Diaz Quantum Foundation
[email protected] (561) 832-7497
Judy Goodman Judy Goodman, P.A.
[email protected] (561) 820-0232
Chris Roog Gold Coast Builders
Assoc. [email protected]
(561) 732-5959, ext. 100
Jorge Pesquera PBC Convention and
Visitors Bureau jpesquera@palmbeachfl.
com (561) 233-3012
Rena Blades PBC Cultural Council
[email protected] (561) 471-2901 x 302
Innovation & Economic
Development
Kelly Smallridge Business Development
Board of PBC, Inc. [email protected]
(561) 651-4121
Jeff Perlman Community Ventures, Inc. [email protected]
(561) 243-2551
John Flanigan Haile, Shaw & Pfaffenberger,
P.A. [email protected]
(561) 627-8100
Jonathan Satter WG Compass Realty
Companies [email protected]
(561) 721-7031
Infrastructure & Growth
Leadership
Kerry Kilday Urban Design Kilday
Studios [email protected] (561) 366-1100, ext. 140
Pam Rauch Florida Power & Light Co. [email protected]
m (561) 691-7114
Civic & Governance
Systems
Jonathan Low Predictiv Consulting
[email protected] (561) 543-7670
Nat Roberts Callery-Judge Grove
[email protected] (561) 793-7676, ext.
211
Carl Domino Carl Domino, Inc.
[email protected] (561) 833-2882
Mike Jones Economic Council of PBC, Inc.
(561) 684-1551, ext. 225
Business Climate &
Competitivenss
Dennis Grady Chamber of Commerce of
the Palm Beaches [email protected] (561) 833-9711, ext. 232
Dionna Hall Realtors Assoc. of the
Palm Beaches, Inc. [email protected]
(561) 585-4544, ext. 2766
Troy McLellan Greater Boca Raton
Chamber of Commerce [email protected]
m
(561) 395-4433, ext. 223
Ed Chase Northern Palm Beach
Chamber of Commerce [email protected]
(561) 748-3940
Talent Supply & Education
Jody Gleason Education Commission of
PBC, Inc. [email protected]
(561) 439-5414
Bill Perry Gunster
[email protected] (561) 650-0640
Maureen Wilt Florida Power & Light Co. [email protected]
(561) 694-3518
Steve Craig Workforce Alliance
[email protected] (561) 340-1061, ext.
2221
PNC Liaison Craig Grant [email protected] (561) 803-9863 Susie Dwinell [email protected] (561) 803-9709 Scott Wilson [email protected] (561) 803-9716
Florida Chamber Foundation Liaison Dale Brill [email protected] (850) 521-1258 Stephanie Gibbons [email protected] (850) 521-1253
Leadership PBC Liaison Marc Schneidermann [email protected]
(561) 358-2650 Tomas Boiton Transportation Consulting for Nonprofits
[email protected] (561) 249-4781
For more information:
Economic Council of Palm Beach County, Inc.
1555 Palm Beach Lakes Blvd., Suite 950
West Palm Beach, FL 33401-2375
Phone: 561.684.1551
Fax: 561-689-7346
http://www.economiccouncilpbc.org/
Florida Chamber Foundation
136 South Bronough Street
Tallahassee, FL 32301
Phone: 850.521.1253
Fax: 850.521.1239
www.FLFoundation.org
Bill Perry Gunster
[email protected] (561) 650-0640
Florida Chamber Foundation Liaison Dale Brill [email protected] (850) 521-1258 Stephanie Gibbons [email protected] (850) 521-1253