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

1

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



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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



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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



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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



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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



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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


PILLAR: Infrastructure & Growth Leadership

7

2030 VISION2




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




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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



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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



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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



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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



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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



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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


Constant communication of goals and initiatives of Six Pillars strategy to decision makers

Integration of universities and workforce



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2030 VISION3




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




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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



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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



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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


PILLAR: Business Climate & Competitiveness

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2030 VISION4




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




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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



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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


PILLAR: Civic & Governance Systems

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2030 VISION5




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



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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



33

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



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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


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


PILLAR: Quality of Life & Quality Places

35

2030 VISION6




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




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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



37

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



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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



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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



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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



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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



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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’



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



44

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)



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



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



47

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



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


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

http://www.brookings.edu/papers/2011/0518_community_college_kazis.aspx

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

https://files.huddle.net/files/15362547/download/FSU,%20West%20Palm%20Beach%20push%20ahead%20with%20digital%20film%20production%20center%20-%20Sun%20Sentinel.mht

https://files.huddle.net/files/15362547/download/FSU,%20West%20Palm%20Beach%20push%20ahead%20with%20digital%20film%20production%20center%20-%20Sun%20Sentinel.mht

http://www.floridatrend.com/print_article.asp?aID=55108

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



https://files.huddle.net/files/15635092/download/Commentary%20The%20downward%20spiral%20of%20PBIA%20is%20accelerating.mht

https://files.huddle.net/files/15635092/download/Commentary%20The%20downward%20spiral%20of%20PBIA%20is%20accelerating.mht

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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

http://www.dailybusinessreview.com/PubArticleFriendlyDBR.jsp?id=1202509078871

http://www.floridataxwatch.org/resources/pdf/PalmBeachCountyStudy.pdf

https://files.huddle.net/files/15427027/download/Northwood%20University%20Economic%20Outlook%20-%20April%202011.htm

https://files.huddle.net/files/15427027/download/Northwood%20University%20Economic%20Outlook%20-%20April%202011.htm

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

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

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



http://www.digitalcommunities.com/library/papers/Capitalizing-on-Collaboration.html

https://files.huddle.net/files/15471642/download/Inefficient%20Government%20Rules%20and%20Regulations.mht

https://files.huddle.net/files/15471642/download/Inefficient%20Government%20Rules%20and%20Regulations.mht

http://www.governing.com/columns/mgmt-insights/overload-streamlining-governments.html

http://www.governing.com/columns/mgmt-insights/process-improvement-programs-government.html

http://www.governing.com/columns/mgmt-insights/process-improvement-programs-government.html

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

https://files.huddle.net/files/15218328/download/Long-term%20capitalism%20%20Long-term%20capitalism%20%20McKinsey%20&%20Company.mht

https://files.huddle.net/files/15218328/download/Long-term%20capitalism%20%20Long-term%20capitalism%20%20McKinsey%20&%20Company.mht

https://files.huddle.net/files/15471528/download/State%20of%20Alabama%20Office%20of%20Governor%20Robert%20Bentley.mht

https://files.huddle.net/files/15471528/download/State%20of%20Alabama%20Office%20of%20Governor%20Robert%20Bentley.mht

http://www.governing.com/columns/mgmt-insights/increase-transparency-efficiency-government.html

http://www.governing.com/columns/mgmt-insights/increase-transparency-efficiency-government.html

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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

http://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

[email protected]

(561) 366-9558

Kerry Diaz Quantum Foundation

[email protected] (561) 832-7497

Judy Goodman Judy Goodman, P.A.


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


Nat Roberts Callery-Judge Grove

[email protected] (561) 793-7676, ext.

211

Carl Domino Carl Domino, Inc.


Mike Jones Economic Council of PBC, Inc.

[email protected]

(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


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


mailto:[email protected]







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


Florida Chamber Foundation Liaison Dale Brill [email protected] (850) 521-1258 Stephanie Gibbons [email protected] (850) 521-1253

http://www.economiccouncilpbc.org/

http://www.flfoundation.org/




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