TDC Board Book February 8, 2024 by Tourist Development Council PBC

Palm Beach County Tourist Development Council Board Book February 8, 2024

Table of Contents 1. TDC Attendance 02.08.2024 2. TDC Board Meeting Agenda.02.08.2024 3. TDC Board Minutes 12.14.2023 4. CONSENT ITEMS 4.A. DTPB Activity Report 4.B. Cultural Council Activity Report 4.B. Cultural Council Art Basel 2023 Campaign Report 4.C. Sports Commission Activity Report 4.D. Convention Center Income Statement & Financial Operations Analysis Compared to Budget & Prior Year 4.E. Convention Center Marketing Update 4.F. Convention Center Pace Revenue Report 4.G. ERM Project Status Report 4.H. PBI Traffic Report 4.I. Contract Tracking Report 4.J. Film Video & Photography Year-end 09.30.2023 4.K. Agencies Year-end Quarterly Reports 09.30.2023 4.L. Agencies Year-End Performance Measures Reports 09.30.2023 4.M. Agencies Year End SBE Report 9-30-23 5. OLD BUSINESS 5.A. - 1. TDC Dashboard February FY24- December Activity 5.A. - 1.a. Bed Tax Collections 6. NEW BUSINESS 6.A. Contract No. 23-104-LAC Tourism Master Plan 6.E. - 2. Miracle League All-Star Weekend Memorandum

TDC BOARD MEETING ATTENDANCE SHEET February 08, 2024

(Seat) 11-Jan

8-Feb

14-Mar

11-Apr

9-May

13-Jun

11-Jul

8-Aug

(1)Mayor Maria Sachs, Chair (1/14/21)

N/A

(4) Jim Bronstien, Vice Chair(9/30/26) Appt(3/1/95) ReApp(9/18/18) Dis.3

N/A

(7)Don Dufresne (9/30/23) Apt(6/5/12) ReAp(5/3/16)&(8/20/19) Dis6

N/A

(8) Davicka N. Thompson (9/30/2024) Appt(12/6/16)RdAppt(8/25/20) [Dis.7]

N/A

(9) Commissioner Christina Lambert Appt (10/01/22)- (9/30/26) At-Large

N/A

Verdenia C. Baker, County Administrator

N/A

Liz Herman, Assistant County Attorney

N/A

Milton Segarra, Discover

N/A N/A N/A

Deborah Drum, ERM

N/A

N/A N/A N/A N/A N/A

(2)Joseph Fisher Appt(9/30/25)Dist. 1 (3) Jim Mostad (9/30/20) Appt (10/16/19), Dis. 2, St 3 (5)Daniel Hostettler(0930/23) Appt (05/18/21). Dis 4. (6)Commissioner Adam Frankel (9/30/24) Appt (03/08/22)[Dis.5]

12-Sep

10-Oct

14-Nov

12-Dec

STAFF

Dave Lawrence, Culture George Linley, Sports Michelle Hillery, Film & TV

Dave Anderson, PBCCC Kathy Griffin, PBCCC Emanuel Perry, TDC Joan Hutchinson, TDC Vannette Youyoute, TDC

O:\TDC MEETINGS\TDCMtgs2024\Board Book - 2. February\1. TDC Attendance 02.08.2024 NA- Does not count towards attendance. P/W - Workshop P/S - Special Meeting

TOURIST DEVELOPMENT COUNCIL Thursday, February 8, 2024 – 9:00 A.M. 2195 Southern Boulevard West Palm Beach, Florida 33406 AGENDA 1.

ROLL CALL*

MOTION TO APPROVE AGENDA ADDITIONS AND DELETIONS*

MOTION TO APPROVE DECEMBER 14TH TDC MEETING MINUTES*

MOTION TO RECEIVE AND FILE CONSENT ITEMS FOR JANUARY 2024 emailed to the Board and FEBRUARY 2024 included under this Agenda* MARKETING AGENCIES REPORTING A. DTPB ACTIVITY REPORT* B. CULTURAL COUNCIL ACTIVITY & ART BASEL 2023 CAMPAIGN REPORTS* C. SPORTS COMMISSION ACTIVITY REPORT* PBC CONVENTION CENTER OPERATING REPORTS D. CONVENTION CENTER INCOME STATEMENT & FINANCIAL OPERATIONS ANALYSIS COMPARED TO BUDGET & PRIOR YEAR* E. CONVENTION CENTER MARKETING UPDATE* F. CONVENTION CENTER “PACE” REVENUE REPORT* OTHER TDC-SUPPORTED AGENCY/DEPARTMENT REPORTS G. ERM PROJECT STATUS REPORT* H. PBI TRAFFIC REPORT* I. CONTRACT TRACKING REPORT* J. FILM VIDEO & PHOTOGRAPHY YEAR-END 09.30.23* K. AGENCIES YEAR-END QUARTERLY REPORTS 09.30.23* L. AGENCIES YEAR-END PERFORMANCE MEASURES REPORTS 09.30.23* M. AGENCIES YEAR-END SBE REPORTS 09.30.23*

OLD BUSINESS – DISCUSSION ITEMS A.

TDC TOURISM PERFORMANCE METRICS 1. TDC DASHBOARD CURRENT MONTH & FY2024* - Emanuel Perry a. Bed Tax Collections*

PBI UPDATE – Nichole Hughes

NEW BUSINESS – DISCUSSION ITEMS 2.

A. RECOMMENDATION FOR APPROVAL OF A CONSULTING AGREEMENT WITH CONVENTIONS, SPORTS, & LEISURE INTERNATIONAL LLC FOR $550,536 TO THE BOARD OF COUNTY COMMISSIONERS* - Emanuel Perry/CSL VP Richard Cutting-Miller B. ERM 1. Update – Deb Drum C. CULTURAL COUNCIL 1. Kravis Center Update – Dave Lawrence/Diane Quinn 2. Update - Dave Lawrence D. DISCOVER THE PALM BEACHES 1. Update – Milton Segarra E. SPORTS COMMISSION 1. Update – George Linley 2. Miracle League All-Star Weekend* - Video Presentation F. FILM & TV 1. Update – Michelle Hillery G. CONVENTION CENTER 1. OVG Venue Management a. Update - Dave Anderson 2. OVG Hospitality b. Update - Kathy Griffin 7.

BOARD COMMENTS

PUBLIC COMMENTS

ADJOURNMENT The next Meeting will be on March 14, 2024. *Attachment included.

TOURIST DEVELOPMENT COUNCIL Thursday, December 14, 2023 – 9:00 A.M. MINUTES 1.

ROLL CALL* Present Mayor Maria Sachs, Chair Jim Bronstien, Vice Chair Joseph Fisher Jim Mostad Daniel Hostettler Commissioner Adam Frankel Don Dufresne Davicka N. Thompson Commissioner Christina Lambert Staff Verdenia C. Baker, County Administrator Liz Herman, Assistant County Attorney Emanuel Perry, Tourist Development Council Joan Hutchinson, Tourist Development Council Vannette Youyoute, Tourist Development Council Dave Lawrence, Cultural Council Jennifer Sullivan, Cultural Council Lauren Perry, Cultural Council George Linley, Sports Commission Michael Zeff, Sports Commission James Taylor, Sports Commission David Fontanarosa, Sports Commission Michelle Hillery, Film & TV Commission Alberto Jordat, Film & TV Commission Milton Segarra, Discover The Palm Beaches Gustav Weibull, Discover The Palm Beaches Jorge Pesquera, Discover The Palm Beaches Erika Constantine, Discover The Palm Beaches Kelly Cavers, Discover The Palm Beaches Deborah Drum, ERM Matt Michell, ERM Katherine Griffin, Convention Center/Spectra Hospitality Laura Beebe, PBI Airport Joe P. Harrington, PBI Airport Other Randy Cohen, American for the Arts Ken Kennerly, K2 Sports Ventures 3.

Jared Rice, PGA Tour Leigh Bennett, Visit Palm Beach Angelo Scaccetti, PGA Tour 2.

MOTION TO APPROVE AGENDA ADDITIONS AND DELETIONS*

Motion to approve the TDC Board Agenda for December 14th was made by Commissioner Adam Frankel and seconded by Jim Bronstien. Motion carried 9-0. 3.

MOTION TO APPROVE NOVEMBER 9TH, TDC MEETING MINUTES*

Motion to approve the November 9th TDC Meeting Minutes was made by Davicka Thompson and seconded by Commissioner Adam Frankel. Motion carried 9-0. 4.

MOTION TO RECEIVE AND FILE CONSENT ITEMS FOR DECEMBER 2023* MARKETING AGENCIES REPORTING A. DTPB ACTIVITY REPORT* B. CULTURAL COUNCIL ACTIVITY REPORT* C. SPORTS COMMISSION ACTIVITY REPORT* D. FILM & TV MONTHLY NEWSLETTER* E. FILM & TV PRODUCTION REPORT* PBC CONVENTION CENTER OPERATING REPORTS F. CONVENTION CENTER MARKETING UPDATE* G. CONVENTION CENTER “PACE” REVENUE REPORT* OTHER TDC-SUPPORTED AGENCY/DEPARTMENT REPORTS H. ERM PROJECT STATUS REPORT* I. PBI TRAFFIC REPORT* J. CONTRACT TRACKING REPORT*

Motion to receive and file Consent Items for December 2023 was made by Jim Mostad and seconded by Commissioner Christina Lambert. Motion carried 9-0. 5.

OLD BUSINESS – DISCUSSION ITEMS A.

TDC TOURISM PERFORMANCE METRICS 1. TDC DASHBOARD CURRENT MONTH & FY2024* - Emanuel Perry a. Bed Tax Collections*

Perry Bed Tax Collection – October 2023 collected in November was $5M compared to the same month last year at $5.4M, a (7%) decrease. Actual October was (3%) below budget and 44% above the prior month at $3.5M. Actual October was 12% higher than in 2022. Revenue from non-hotels continues to support bed tax collection. FYTD 23 Collections at $8.6M, was lower than last fiscal year to date at $9.4M by (9%). FYT collections are (1%) below the Approved Budget and 15% higher than 2022 collections. 2

The Rooms sold for October were 372,715, (5.52) lower than last year. Rooms available for October at 590,674 are 3% higher than last year. Hotel Rooms Active today in the County, 19,054. Occupancy for October 2023 was 63.1%, (7.4%) lower than last year. Occupancy for October 2022 was 68.2%. October 2021 was 60.5%. The average daily rate for October was $198.36, (7.4%) lower than last year, and 9% above 2021. The Revenue/Available Room for October 2023 was $125.22 lower than the prior October (9%). Hotel room net sales FY24 year over year October decreased (7%) to $71M compared to $76M. Non-hotel room sales FY24 year over year October increased 1% at $13.7M compared to $13.6M. Hotel room net sales FYTD 2023 decreased (10%) at $120M compared to $133M. Non-hotel room sales FYTD 2023 increased 9% at $25M compared to $23M. FYTD 2023 Taxable Revenues Fiscal Year over FY2022 increased 9% at $1.4B compared to $1.3B. FYTD 2023 Taxable Revenues Fiscal Year over FY2019 decreased (8%) at $145M compared to $156M. Airport passengers for October 2023 were 570,818, 12% higher than in October 2022, and the Total Estimated Seat Capacity at 22% higher than last October 2022 with 691,112 seats. PBI Passenger 12-month rolling is a 15% increase at 7,580,156 over last year. Leisure & Hospitality Employment for October, 93,800, increased 5% over the same month last year. Accommodation employment went up 6% higher over last year at 11,200 employees. F&B was up 4% at 59,700 employees. Arts & Entertainment employment is 9% higher than last year at 22,900 employees. Mostad Overall, we are looking good. The emphasis is on the winter months. There is no question about that. We have in the last 60 days seen a little bit of a lull in the world pickup for October. Some political things have happened around the globe. We have to be realistic. Some things have brought down a lull. Some of the group people who meet with Discover saw in October a quick attrition level beyond what we typically have seen since the fall. But overall, it is about the winter months.

PBI UPDATE – Laura Beebe

Harrington The month of October 2023 was no exception. We had an increase in passengers of 12.4%. We hit a record of passengers for 12 months of 7.6M people traveling through the airport. Seat capacity increased by 22%. That means the airlines are using larger aircraft that can accommodate more seats, and more people coming in and out of our area. Air carrier operations were up 12%. We are hitting very hard, several routes from the marketing perspective, particularly our Canadian routes right now, and Los Angeles as well. Beebe 3

The Department of Airports is an enterprise fund responsible for the operation and maintenance of four airports, including PBI. We get no ad valorem tax for support. We contribute about $5B a year to the local economy. All of our operation maintenance costs are exclusively funded by user fees, which are the fees paid by airline tenants, concessionaires, and passengers. Our capital improvements are funded by grants, and passenger facility fees, which are about a $4.50 charge on each ticket. We are also funded through airport revenues for capital improvements. All of our local share is funded through airport revenues. The signatory airlines fund the cost of the airport system in the event of budget shortfalls. That means more nonairline revenue means lower costs to the airline. The good news for Palm Beach is we have the lowest cost per enplanement, probably lower than any airport in Florida of our size, and certainly lower than Fort Lauderdale and Miami. For 2022 was $3.06 per passenger, Fort Lauderdale is in the $10s and Miami is in the $20s. That means more airline service because we are keeping our rates low. We have 13 airlines, and 7.58M passengers annually, a record number for us. We have never hit 7.5M before and are on the road to 8M. We have 173,000 annual aircraft operations and 30,000 tons of cargo. And we are recognized as one of the top airports in the United States. The snapshot for December, we have almost 6,000 total monthly flights with more than 1M seats in the market. We expect that to continue through April. Total monthly flights mean flights in and out of PBI. The biggest carriers are JetBlue, Delta, American, United, and Southwest. Those are our signatory carriers. Frontier became a signatory carrier. They have agreed to fund the cost of the airport system. An airline will not become a signatory airline if they have a fear that its cost will be inflated, or something will change radically in the airport system. The Phase 1 Concourse B expansion has some construction. We closed the bathrooms next to the American counters, but we should be reopened by the fall of 2024. We are building additional restrooms and constructing the 3,000-square-foot sit-down restaurant. The next phase will be additional utility relocations around the boot of the concourse. Concourse B expansion is about 56,000 square feet. Expanded seating, restrooms, and elevated ceiling heights. We are doing glass turns shaded during the afternoon hours in key locations, because it gets hot with those elevated ceilings. New restaurant spaces, along with a new food, beverage, and retail concession. Which should be coming out in the first quarter of next year. The restaurants will have new concepts, probably in the first quarter of 2025. We are including an integrated nursing suite, infrastructure for two boarding bridges, and we are also including a sensory room. We are also working with Discover to refresh their visitor information area. Constantine 4

We have been working closely with the PBI team to activate visitor information. We are adding signage that will say, “Welcome to the Palm Beaches.” The teal screen next to the clock tower is visitor information. It is a touch screen, and it will link to our website, and look at all the current events that we have going on, to be able to plan their trip and look at what is going on in the area as soon as they get here. And the two screens to the left and right are playing the Palm Beaches TV. Beebe This space used to be an ambassador desk. We phased out the ambassador program during the COVID period. Bronstien I have talked about the idea of having a kind of promotion when you leave that gives a calendar on what is coming up, since people are departing, they see upcoming events, which triggers them to book a return trip. Beebe We have to be careful. We are not doing traditional advertising if it is a paid event, that would conflict with our advertising agreement. We make almost one million dollars a year from advertising alone, which lowers our airline rates. We need to make sure what we are advertising is an experience. We know that we get heavy traffic on our free WiFi. That is a great place to capture a lot of people, rather than having additional pictures on the wall. We captured the audience because they have to go through to get to our free Wi-Fi. We can look for other areas of just having a general events calendar. Would you get a lot of bang for your buck out of that? To be honest, probably not. When people are in our concourses, they want to sit by their gate, and they are just scrolling their phones. Constantine Other signage that we utilize when they are in the areas where they are leaving, says, “follow us on social,” hopefully they engage with us there, and they will see all the great events we are promoting on our social channels. Beebe And we certainly could engage things like QR codes. Things that are a little more interactive grab people's attention a little bit more than just static signage. If you wanted to do an LCD then it also requires ongoing maintenance for somebody to continue to update it. Cavers And during certain key times and events, we bring ambassadors in to be able to spread that word. Beebe

We are engaged with Discover on all of our marketing efforts and destinations, and from a financial standpoint, we are allowed to do airport advertising and route advertising. Sometimes we partner with them on the destination advertising to include route service. We have a meeting every single month. We are in lockstep on making sure that everybody knows more information about our destination. Commissioner Frankel I brought up the faded signs outside for the cell phone parking lot. I've been back and it seems like the signage has been replaced. Beebe We have an entire project coming up to replace the signage on the roadways maybe toward the end of this year. You have probably heard about our parking garages. The short-term garage and the work that is going on in the older long-term garage should be done by the summer of next year. For the short-term garage, we are doing roof replacement on the terminal. And they are storing some of the materials in parking spots, which is creating a little bit of frustration. That project should be wrapping up next year. Commissioner Frankel In your first slide, you said the price, the airport charges, and the airlines, are cheaper than in Fort Lauderdale and Miami. Why are the flights expensive? Beebe We do not determine airline rates pricing, the airlines do, and they know that our customers are willing to pay a little bit more for the convenience of flying out of PBI. They pay less, and they charge more, which makes PBI popular for certain airlines and certain services. We have a lot of ultra-low-cost carriers right now, and that is solely because our rates are low. We get an unfair test. They will give us a route and they will charge more here than they do in Fort Lauderdale. I will give you an example, JetBlue, which started the extra routes in Fort Lauderdale to San Juan and charged less. Then our route went away because people were flying out of Fort Lauderdale. Baker It is also the volume that comes in and out of Fort Lauderdale and Miami. Because they have a lot of cruise lines. We do not have that here. Therefore, they can lower the rates because their planes are going to be filled. Beebe They are also looking in the middle of South Florida. They are starting to realize that our catchment area is growing. Our catchment goes from Palm Beach to the Indian River. We have about 2.2M people. The airlines are starting to pay attention to that. They are 6

also watching what is going on with the growing business community in Palm Beach County. We are primed for growth. The other thing is if you buy your tickets earlier at Palm Beach, the prices are generally lower until the flights start to get filled up, and then the price will start to go up. We have 1M seats in the market for the next several months. Last year we had about 850, 000 seats in the market. We are also seeing incremental ads by the airlines. Even now that they have filled out their schedules for July. Southwest has added a St. Louis service. They will be doing it almost daily in March. We have some additional Chicago ads in March from United. They will be doing almost daily service starting in March except for our slow days, Tuesdays and Wednesdays. Bronstien How our metrics are on the FBO? Beebe We are a giant and very busy with private aviation. However, it is causing slowdowns at Palm Beach General for commercial service, which is not great. They are so popular that on the taxiways we have to park private planes for them to wait to get on the apron. The FBOs are doing some expansion projects at PBI. Eventually, we are going to be talking again about runway expansion. It is primarily being driven by private aviation because about 70% of our traffic is private aviation. The problem with that is it impacts our commercial service because you are sitting longer, it takes a little longer to get in. You may be receiving delays in New York, in part because private aircraft are coming here all at once. We are getting ready to do an expansion project at the North County Airport that should give us a little bit of relief for private aviation. The runway will be extended to about 6,000 feet. Dufresne Are there plans in the works for the expansion of the hangars? Beebe We are falling behind on some of our projects due to staffing issues. But we are getting ready to issue a solicitation as soon as we get the environmental approval for the runway project for two fixed-based operators, which will include development opportunities for the building of the different hangars. There is not a vacant hangar in Palm Beach County. It is not just us; it is every airport in South Florida. Mayor Sachs I saw that parking gave us a great amount of our inflow of money. But we still do not have a valet service. Beebe 7

I am going to be coming back to the board to talk about some price adjustments for parking. I've been having some conversations with our existing parking contractor about additional services that we can provide, including reservations, premium reservations, and potentially valet or valet assistance. I am pricing out everything with them to find out how that would work. Valet parking at Palm Beach is complicated because you have to hire all those drivers to get in. You have to drive around the airport to come and park at the facilities. It is a long drive. It is very labor intensive. We are looking at other alternatives like valet assistance on the fourth level of the shortterm garage, which is a short drive, you just take the elevator down into the terminal. I will be coming back to the board for a workshop to talk about all of those items. The other thing is we are having a lot of issues with SunPass. They had a statewide outage recently. Miami has stopped using SunPass. Fort Lauderdale is likely to stop using SunPass as well. They are not responsive. It causes delays with our customers. We have had to have PBSO out there actually help direct traffic, and it is all due to SunPass. The solution to that is going to be reservations. You will get your reservation using a QR code. You are guaranteed a spot somewhere in the parking facility. There will be a dedicated amount of space for reservations. Mayor Sachs It seems like we have more business than we can handle. And if there is a 70% delay on commercial airlines getting in and out because of private airlines, it is good that you are focusing on being able to expand for the private airlines. 6.

NEW BUSINESS – DISCUSSION ITEMS A. MOTION TO APPROVE THE APPOINTMENT OF COMMISSIONER CHRISTINA LAMBERT TO FILM & TELEVISION COMMISSION BOARD OF DIRECTORS – Emanuel Perry

Motion to approve the appointment of Commissioner Christina Lambert to the Film & TV Commission Board of Directors was made by Don Dufresne and seconded by Jim Bronstien. Motion carried 9-0. B. MOTION TO APPROVE THE APPOINTMENT OF COMMISSIONER ADAM FRANKEL TO THE TDC FINANCE COMMITTEE – Emanuel Perry Motion to approve the appointment of Commissioner Adam Frankel to the TDC Finance Committee was made by Jim Bronstien and seconded by Jim Mostad. Motion carried 9-0. C. FY2025 FINANCE COMMITTEE SCHEDULE* – Emanuel Perry Perry 8

I have a couple of dates that we will look to convene as a finance committee in February, and April. We will discuss the FY25 Budget and the Tourism Master Plan. Dufresne I would like to have a finance committee maybe in January to follow up on the amount of increased revenue we received over the few last years and discuss how we are spending that money. I believe we are losing opportunities for maybe $300M for the bonding of infrastructure. I am afraid we are losing that money to general marketing dollars and I would like to have that conversation before we start the budgeting process. Perry I will coordinate that. D. TOURISM MASTER PLAN UPDATE* - Emanuel Perry Perry April 18th, 2018, this board had the vision to create a Tourism Master Plan, a 20-year strategic plan that would guide, and provide a roadmap to our industry to help bring different attractions and assets to set us apart from other markets. We started the RFP on October 20th. We received three proposals, Resonance, Convention, sports, and leisure, MMG Next Factor. Residents came in at $457,000; Conventions, Sports, and Leisure (CSL), and NNGY NextFactor. The selection committee met on October 20, to review all three proposals and came back on November 27th, to hear presentations. We felt that one group was best suited to lead this TMP, and that would be Convention Sports and Leisure (CSL) for a price of $550,000. We will be inviting them to our February meeting. Bronstien What did we originally budget? Perry Originally budgeted $225,000, that would be a topic we would have to discuss at the Finance Committee as far as upping that threshold to be able to meet the actual price proposal. Hostettler What is the timeline for this? Perry The project timeline will be between 16 and 18 months. It will feature various workshops because we have to get collective input from various stakeholders within this county. They will also provide us with the tourism master plan and an implementation plan, how we can meet with our local officials, and kind of get everyone on the same page to move towards one common goal. 9

Bronstien There was a big separation on the proposals, but it was consensus. Thompson There was not a big separation. We had three agencies. The lowest one was $474,000. The highest was $612,000. We went with CSL which was $550,000. I think the selling point with us, all three agencies were very impressive and knowledgeable about the work that they had done. CSL brought a component about the outreach that they will be performing with our stakeholders and utilizing a local business here to help conduct that outreach and make sure that we are touching all points of the county and getting feedback on how to improve our product. Segarra We were able to engage in specific details with the three proponents, and we had a faceto-face interaction with them. The three companies are established worldwide in this master planning exercise, but the fact is CSL knows us. Lawrence I just want to echo Ms. Thompson’s comments about outreach. We were all really focused on making sure that we were hearing from as many residents as we could. The other piece that I think is important is the implementation. CSL presented a great way for us to make sure that this does not sit on a shelf. It is going to be an active plan that is used by all of the agencies. I am confident in what CSL put forward in terms of that implementation plan. Bronstien Is this coming out of special projects? Perry It will come out of special projects. We have those dollars set aside to be able to fund this initiative. The original threshold of $225,000 was approved. I have to go before the finance committee to increase that threshold. We are going to do a presentation to the TDC Board in February, and we will move forward and present the contract to the Board of County Commissioners standpoint and keep you up to date. E. MOTION TO RECOMMEND FOR APPROVAL TO BOCC PRESENTING SPONSORSHIP OPPORTUNITY WITH THE PGA TOUR FOR $1,250,000 – Emanuel Perry FUND/AGENCY DISCOVER THE PALM BEACHES

AMOUNT $500,000 10

PALM BEACH COUNTY SPORTS COMMISSION SPECIAL PROJECTS FUND Total:

$500,000 $250,000 $1,250,000

Perry We will have the opportunity to be a presenting sponsor for the tour and it will read XYZ Classic in the Palm Beaches and we will also have marketing and viewership. It will be elevated sponsorship as far as what we traditionally used to fund. Our current funding level collectively between Sports and Discover is $225,000 today before the board we are coming and asking for $1.2M. I will let the group talk and you will be able to see what the deliverables that we have outlined as far as the proposal are and what we can expect to receive from this type of event. I will let Angelo Scaccetti kick it off. Scaccetti We are here to present a sponsorship opportunity for the Classic of the Palm Beaches, or XYZ tournament in the Palm Beaches. I want to focus on the opportunity around the naming of the event and the magnitude that offers through a variety of different mediums, primarily broadcast, but tremendous local connectivity and visibility on site. Hosting assets to be able to utilize for business development and hosting within the county during that week. What we are looking at in terms of global rights and exclusivity as the presenting sponsorship, the domestic and international media, a robust advertising package offering ad units during the actual television broadcast on Golf Channel and NBC, and linear television and streaming through partners, and also includes integrations across tournament and digital. Several local marketing mediums also provide great exposure to the Palm Beaches. You can see the value of those media rights and assets as well as more detail on the distribution across the US television broadcast, the digital distribution across golf channels, the PGA Tour, and live, and both social and local tournament social media channels. We will work very closely to ensure that communication is positioned properly and delivering on the objectives that we need to deem this a successful partnership. The PGA Tour touches billions of households throughout the season, and this will be out of the premier regular-season tour events on the schedule. Additional benefits include year-round exposure and branding on Tour.com, our local tournament website, tournament social, and a 20% share of voice of the ad inventory within tournament hub pages on Tour.com. Additional digital and social integration, the editorial coverage and promotion of PGA tour events, and then specifically the Classic in the Palm Beaches continuing to the tournament footprint and on-site visibility for the county, the TDC, and the Palm Beaches. The tournament logo, which would feature the Palm Beaches prominently within will be applied to a number of our collateral items, such as, the mesh you see wrapping the 11

structures, the pin flags, the caddy bibs, and merchandise rotated on digital leaderboards, and on fixed signage that we produce annually and, in no shortage of placements across the event grounds. Dufresne Including the 18th hole? Scaccetti Yes. We have had tremendous support from the county in years past and the assets and opportunities that have been afforded within those years of partnership will continue to be offered within this new package and within this programming and partnership and in a bigger way. Kennerly This is a unique opportunity for the Palm Beaches, and as a resident of Palm Beach County, at a much-reduced cost than it would be in some of the other examples that I referenced. They are going to roll out the new title sponsor here sometime this week, or early next week. The XYZ Classic in the Palm Beaches will be the brand. What will that logo look like, it is going to be your font and palm tree. Scaccetti As we develop the logo, we want to retain the brand identity of the Palm Beaches as well and not just utilize the name. We want to incorporate the typography, and we want to incorporate creative elements into the logo as we go through that development process and make sure that the county is well representative, and that the logo will be globally featured across all of these. This conversation started back in the early stages of this year as an opportunity to retain this tournament in Palm Beach County. Just the visibility was an opportunity to keep this event here and cement it for the future. Hostettler Is this $1.2M for six years or $1.2 every year? Perry For the current tournament coming up in 2024. We can reconvene as the finance committee kicks off in January and see about future years. When the tour concludes we will have certain metrics. performance measures that they have to hit to ensure that we are getting the best bang for our buck. Lambert Should we be concerned that …In the Palm Beaches will be dropped from the name when newscasts and other shows talk about XYZ Classic and leave off “in the Palm Beaches”. I just do not want that to be this little tagline that gets lost. Maybe you can just elaborate on that a little bit more. 12

Kennerly I know the official name of the tournament is going to be the XYZ Classic in the Palm Beaches. That will be on all the branding, in and out of broadcasts. Rice It is part of how we build out these programs and entitlements. We have a relationship with NBC and Golf Channel, and this is the proper name of the tournament. When Dan Hicks welcomes everyone when it is on our international feed, it is said in its entirety, it is not an option. They are well-trained to say that. Linley We met with the CEO, of the title sponsor. It is worth noting that the ability to connect with The Palm Beaches seemed to be a very big selling point for the title sponsor. Hostettler What is the retail value of all the ad units we get, particularly if we were just to buy the ads? Rice It would be $800,000 if we were in retail and just buy advertising. But it is also the alignment with the brand and the mockup logo and you are not just getting 2024. You get the history of the tournament. If Pádraig Harrington was to come and win his third tournament. He is winning his third XYZ Classic in The Palm Beaches. Commissioner Frankel It is also important to look at the big picture. For our tennis tournament, we spent over a million dollars. And this year our winner was Taylor Fritz. He is in the top ten in the world. Every time he was in a tournament, they said Delray Beach Open winner. New York Times, International Media, and we are not talking about just during the tournament, we are talking about throughout the year. Thompson Emmanuel, you touched on incorporating the other agencies and some of their assets to showcase their products. Do we have any idea what those activations might look like with the Cultural Council? Perry With the ad units, we put together a video that captures the infrastructure we currently have in Palm Beach County. Highlighting the Kravitz Center down to Boca, Western, and highlighting the Everglades as well. As soon as you walk into the tournament, you will still have the banners of Palm Beach County Sports Commission as a sponsor, as well as Discover the Palm Beaches, they will have their activation between the 11th and the 17th hole, inviting people. It will be a post-event that not only will people be able to come and enjoy the tournament itself, but also be able to go to cultural events and sports events, and also have that filming component, because when you look at it from a filming 13

component to be able to capture that this amount of footage was filmed here in the Palm Beaches. Bronstien Does this replace the collective $250,000? Perry Yes. Motion to recommend for approval to BOCC presenting Sponsorship opportunity with the PGA Tour was made by Don Dufresne and seconded by Jim Mostad. Motion carried 9-0. F. ERM 1. Update – Deb Drum Drum We have been experiencing for the last month and a half some extreme conditions related to high northeastern winds. We have had some significant erosion in the past few weeks as a result of those consistent northeast winds and seasonally high tides, especially in the northern part of the county. The National Weather Service has issued a high surf advisory, surf heights will exceed 7 feet. We have northeast winds gusting at about 35 miles per hour. We also have a wind advisory issued from the National Weather Service, as well as a coastal flooding statement. The coast is experiencing some conditions right now. ERM has started emergency dune restoration on Singer Island and we expect it to be completed in January. We expect these conditions intermittently over the next few weeks, and we will continue to monitor all of the conditions on the beach. Providing additional emergency response as needed to protect our coastal system. We have been addressing those as the situation has unfolded. Please mark your calendars we will be having the Natural Areas Festival coming up on February 17th. I will send a flyer with all of the details. We can use that as a great thing to market on all of our social media accounts and as a way to attract visitors. We have people come from out of state to attend that festival. It is going to have a 5K trail run, kayaking, guided hikes, and wildflower planting, it is interactive. We are going to have a live prescribed fire that people can observe. Animal presentation, very family friendly. And then I know that Michelle will mention this, but we have some great partnerships going on with the Film Commission. G. CULTURAL COUNCIL 1. Arts & Economic Prosperity Study – Randy Cohen Lawrence 14

As part of the regular work of the Cultural Council, every other year we conduct audience intercept surveys to collect important data about visitor spending, heads in beds, etc. Every five years we partner with our parent organization, which is Americans for the Arts, on a much broader economic impact study. We are thrilled today to introduce to you the Vice President for Research for Americans for the Arts, who is here to walk us through the most recent results of this study. Cohen 4M attendees, people across the county attending arts and culture events. That is $146.3M of economic activity. Arts and culture organizations and their events support 4,360 jobs here in the county. Arts organizations employ musicians, curators, also accountants, auditors, plumbers, electricians, marketing people, and security. There is also hospitality spending, hotels, and restaurants. Arts, not just food for the soul, putting food on the table for 4,360 households. The typical attendee to an Arts and Culture event spends $34.56 per person per event, not including the cost of admission, dinner, parking, and maybe some retail. 70.31% of attendees live in the county. They spend differently $53.30 per person per event, not including the cost of admission. And 58% came specifically for this arts event. 31% of attendees were from outside the county, 16% of them had a lodging cost, and they averaged $193 per person per event, not including the cost of admission. 2. Update - Dave Lawrence L. Perry Following the airport conversation, the Cultural Council is in the baggage claim and is showing events on those screens. There are a lot of events being shown in the baggage claim, and we are also exploring updating a static ad panel in those waiting areas when you come back off the different concourses with our new Art Basel campaign as a sub-campaign. We were down during the Art Basel Fair, Miami Art Week, targeting all the tourists that come into the area. Our objectives for this sub-campaign were to drive awareness about the art and culture that you can experience in the Palm Beaches. The goal was to increase website traffic, encourage email sign-ups to engage with us actively convert any website visitors to click on our partner referrals, and send people to get more information about our partners. These are all preliminary results that we pulled together just as the campaign was ending. From Meta, we had 326,000 impressions.

Three panels of animated ads on the website for the Go Beyond Basel, Find More Arts and Culture Just Two Stops Away on Brightline. We incorporated our new cultural tourism imagery into this campaign. In our digital results, we had 1.7M impressions. A click-through rate of 23%. We also had signage up in the Miami International Airport in Comcast D with 2M impressions. We had four billboards in the Miami market on I-95, and the airport expressway. We also wrapped two of the circuit cars that service the area around South Beach and Brickell. A big thank you to Discover for allowing us to partner with them for placements in their Brightline advertising package in Miami station. We have some print advertising, including in our magazine Cultured. We did a couple of co-op packages with Discover for some print advertising in the Miami market. We ended up spending about $118,000 on this sub-campaign, plus all the placements we did with Discover. We are happy to have achieved 8.5M impressions this year. We were up in New York for our annual media reception. We had over 20 freelance, travel journalists and influencers join us at the Japan Society on December 4th in partnership with Mounts Botanical Garden and the Morikami Museum. Our theme this year was the Palm Beaches Journey to Japanese Culture. Our goal was to help Mounds Botanical Garden promote its Origami in the Garden Exhibition, which is opening on January 7th. We had Japanese flower arrangements and origami around the room. We brought in traditional Japanese food for people to enjoy and nibble on while we worked to network with them. We are currently working on bringing some of our guests down into the county for family tours. We distributed some swag with some origami sculptures, a preview of what you might see at Mounts Botanical Garden, and some of our decorations. Finally, in New York, starting on December 18th through January 14th, we have secured this digital, which is on Broadway and 48th, facing Times Square. A cool wraparound video screen that sits above the Krispy Kreme Donut Shop. Commissioner Frankel How much does that cost? L. Perry Probably $30 to $40,000 range. Bronstien Does it rotate with other sponsors? 16

L. Perry Yes, it is going to rotate. It is going to show four different videos, and I think in total we will get two minutes or something an hour. Dufresne How often is this running? L. Perry December 18th and January 14th. You are going to see it during the holiday season in Times Square. And we get about two minutes, I believe, every hour with our four different messages. Dufresne Can you give us a number? Lawrence The total cost is $34,467 for that digital billboard experience for four weeks. H. DISCOVER THE PALM BEACHES 1. Update – Milton Segarra Segarra I would like to thank all of you who participated in our State of the Industry event last Friday. We had close to 300 industry members and community leaders. We were able to share our plan for the next fiscal year and we shared our 2023 accomplishments. We had certain challenges like the economic uncertainty and the social pressure that came because of diversity, equity, and inclusion and how that was affecting your business. I want Kelly to give you an update on part of our efforts. A video Summary was presented. Cavers This is a destination that welcomes all, especially with travel advisories saying not to travel to Florida. How do we overcome that by just saying it? At the National Coalition of Black Meeting Planners up in Atlanta, in partnership with the Cultural Council, we were able to announce the keynote speaker. We wanted to show that we are a welcoming destination with the culture that we have here. And so here's a 30-second video. We had 20 new lead opportunities, and another 30 requests to see how we can take these activations into other local events. With the importance of having group business to fulfill our needs, we are seeing a lot of short-term opportunities come in. This is a new trend. In the past, we would never see this.

I. SPORTS COMMISSION 1. Update – George Linley Linley One week from today is the tenth anniversary of the Boca Raton Bowl. And so, it is the first time that the bowl game will feature a Power 5 conference, Syracuse. They are going to be joined by the University of South Florida. Hopefully, we will have a larger attendance than we typically see. There is a big New York presence in our county. We will be attracting the driving market from South Florida. And it is exciting to see an Atlantic Coast Conference team, and a Power 5 team in the bowl game for the first time. Our Lou Groza Award took place last week. Was presented live at the ESPN College Football Awards Show, which used to be on a Thursday night, it was this past Friday. It was presented with all of the awards except for the Heisman Trophy, which was presented on Saturday night. From December 4th to the 10th, we hosted for the second straight year in its full capacity, an event called Battle Youth National Championships in the Village of Wellington, and nearly 100 youth tackle football teams came to Palm Beach County, from 14U to 16U. It should be over 10,000 room nights. And finally, Kaiser University is playing this weekend in Durham for a national championship. Maybe Kaiser University could be an NAIA national champion in football. J. FILM & TV 1. Update – Michelle Hillery Hillery We were up 5%. We facilitated 50 projects here in Palm Beach County, film, television, and still photography related. 33 of them were permitted through our office, and the other 17 were shot on private property that did not need a permit to film. We are going to be screening the pet-friendly show of On the Town of the Palm Beaches with Frank Licari, which is the first episode in Season 7. It is at 6 o'clock tonight, and you can bring your pets because the venue is also pet-friendly as well. Plans for the South Florida Fair continue. We are ramping things up for the 40 by 40 projection room and the Palm Beaches TV Theater that is going to be there. We are working with about 17 of our show hosts who are going to make celebrity appearances throughout the three weeks of the South Florida Fair, showcasing Palm Beaches TV with our collaboration with the South Florida Daily Show. 18

We have trademarked our name, the Palm Beach Film and Television Commission, and the Palm Beach's Student Showcase of Films. Believe it or not, all of these years it was not trademarked. We are nearing 100 episodes of the South Florida Daily Show and we are coming up to the 200th episode of our weekly watch parties. Coming up in January, we are going to be showcasing health and wellness. We are going to be doing The Breakers Luxury in the Palm Beaches. We are going to be horsing around in the Palm Beaches, highlighting our equestrian community. K. CONVENTION CENTER 1. OVG Venue Management a. Update - Dave Anderson 2. OVG Hospitality b. Update - Kathy Griffin Griffin We have been very busy with back-to-back events. We had Robbins in for a total of 14 days I want to highlight something that I am particularly proud of, which is our collaboration with four Palm Beach County SBEs over those days and they did $152,000 worth of sales. Two of them were brand-new SBEs. We are continuing and are excited about the Boca Ball. From there, we have got a little break over Christmas and then we come in strong after the New Year with Trends moving in on January 3rd. A thousand-person gala for medical specialists on January 6th. 7.

BOARD COMMENTS No comments from the board members.

PUBLIC COMMENTS No comments from the public.

ADJOURNMENT The meeting adjourned at 11:20 A.M. There is no meeting in January 2024. The next Meeting will be on FEBRUARY 8, 2023. *Attachment included.

Tdc/tdcmtgs2023/Agenda 11.9.2023

4. CONSENT ITEMS

TO:

Tourist Development Council

FROM:

Milton Segarra, President/CEO

DATE:

January 31, 2024

RE:

Discover The Palm Beaches Monthly Activity Report January 2024

The following overview summarizes the noteworthy initiatives undertaken by DTPB in bolstering TDC Performance measures throughout the month of January 2024. This report serves as a thorough depiction of DTPB's achievements during this period, specifically in relation to TDC Performance Measures. It highlights our performance across key areas, including advertising impressions, the impact of website users, a newly implemented performance metric, engagement levels on social media platforms, the total number of room nights contracted in the future as well as those room nights actualized in the month of December. December 2023 Lodging Performance Key Lodging Performance Trends for December • Total lodging demand decreased by 3.8%, totaling 544,000 room nights. This decline was primarily driven by a 10.4% decrease in alternative lodging and a 0.4% decline in hotel room nights. Hotel room nights specifically in the state of Florida experienced a 1.3% decline. •

Average Daily Rate (ADR) saw a 0.9% decrease, reaching $283, marking the third-highest rate in the state. Statewide, ADR was down by 0.3% to $198.

•

Downtown WPB/PBC Airport demonstrated positive performance, with a 9.7% increase in occupancy, maintaining ADR at last year's rate, resulting in a 9.7% growth in Revenue Per Available Room (RevPAR).

•

Beach properties grew RevPAR 1% through a 10% increase in ADR resulting in a 7.9% decline in occupancy.

•

Transient demand experienced a slight dip, selling 3,000 fewer room nights, reflecting a 0.8% decrease.

•

Group demand also decreased, showing a 6% decline in the specified period.

Occupancy and Demand Hotel occupancy for December decreased by 1.0%, reaching 68.1%, with a 0.4% reduction in hotel rooms sold  compared to the previous year. 

Alternative lodging faced a significant decrease, selling 10.4% fewer room nights, resulting in an 8.3% decline in occupancy to 54.7%.



Overall, the total room nights sold from hotels and shared lodging experienced a 3.8% decline, selling 544,000 room nights.

ADR and Revenue • Hotel rates experienced a 0.9% decrease, reaching $283. •

Alternative lodging rates saw a more significant decline, down by 11.9% to $323.

•

The overall lodging revenue showed a year-over-year decrease of 5.6%, totaling $133.3 million.

•

Bed taxes are anticipated to be around $8 million.

4-A

Discover The Palm Beaches Monthly Executive Dashboard DEMAND Hotel Rooms Available Hotel RNs Sold Alternative Lodging Rooms Available Alternative Lodging RNs Sold Total RNs Sold RNs market share

REVENUE Hotel RevPAR Alternative Lodging RevPAR Total RevPAR Total Lodging Revenue GROUP SALES Hotel Definite Groups Hotel Definite RNs PBCCC Definite Groups PBCCC Definite RNs

Dec-22 $197 $219 $201 $141.2M

Dec-22 59 38,689 1 1,475

MARKETING Website visitors Paid Impressions Earned Media Impressions Social Media Engagement

Dec-22 18,930 407,282 12,056 158,184 565,466 4.0%

Dec-23 $193 $177 $190 $133.3M

Dec-23 47 21,817 7 12,017

Dec-22 777,179 400M 20.8M 2.05M

Dec-23 19,051 402,275 12,365 141,731 544,006 4.0%

% Chg -1.9% -19.2% 0.4% -5.6%

% Chg 0.6% -0.4% 2.5% -10.4% -3.8% 0%

Room Rankings Inventory Growth 8th RNs Sold Growth Market Share

6th 7th

Revenue Rankings RevPAR 4th RevPAR Growth 5th Revenue Growth 6th

% Chg -20.3% -43.6% 600% 7,147%

Dec-23 562,581 167M 7.7M 2.17M

% Chg -28% -58% -63% 5.9%

For more details click the following links: Lodging Performance and DTPB Performance Measures

Discover The Palm Beaches Monthly Executive Dashboard

Research compiled and published by Discover The Palm Beaches (DTPB), can only be reproduced through expressed written approval from the DTPB Research Department. The underlining methodologies, algorithms, formulas and data used are considered a TRADE SECRET. For questions please contact research@thepalmbeaches.com. Research compiled and published by Discover The Palm Beaches (DTPB), can only be reproduced through expressed written approval from the DTPB Research Department. The underlining methodologies, algorithms, formulas and data used are considered a TRADE SECRET. For questions please contact research@thepalmbeaches.com.

Discover The Palm Beaches Monthly Executive Dashboard Definitions: Hotel Rooms—The number of hotel rooms that are available on any day of the week. This number increases as new properties open. Hotel Room Nights Available—The number of hotel rooms multiplied by the number of nights in a given period a room is available to sell, such as a month or week. This number represents the total available hotel lodging capacity for The Palm Beaches. Hotel Room Nights Sold—The number of rooms sold over a given period. This is the total demand for hotel rooms in The Palm Beaches. Alternative Lodging— is described as any accommodation other than typical hotels and resorts without front office staffing Alternative Lodging Rooms—The number of shared lodging properties multiplied by the number of rooms per property. This number represents all the alternative lodging options competing with hotel rooms. Alternative Lodging Room Nights (RNs) Sold— The number of shared lodging listings booked multiplied by the number of nights and number rooms. This is the total demand for alternative lodging options in The Palm Beaches. Total Room Nights (RNs) Sold– The sum of Hotel Room Nights Sold and Shared Lodging Room Nights Sold. This is the total demand for overnight lodging in The Palm Beaches. Room Nights (RNs) Market Share-The percentage of hotel room nights sold within the state of Florida. This indicates the size of The Palm Beaches hotel market and relative performance. Revenue Per Available Room (RevPAR) - Total room revenue divided by the total number of available rooms. See Room Revenue, Rooms Available. Room Revenue/Rooms Available = RevPAR. Total Lodging Revenue—The number of room nights sold multiplied by the average daily rate (ADR) 12 Month Moving Average (12MMA) - The value of any given month is computed by averaging the value of that month and the 11 preceding months. This is used to eliminate seasonality Rolling 12 Months—The sum of the current month and 11 preceding months. This is used to eliminate seasonality

Average Daily Rate (ADR) - A measure of the average rate paid for rooms sold, calculated by dividing room revenue by rooms sold. ADR = Room Revenue/Rooms Sold. This indicates a travelers willingness to pay for lodging in The Palm Beaches Occupancy—Percentage of available rooms sold during a specified time period. Occupancy is calculated by dividing the number of rooms sold by rooms available. Occupancy = Rooms Sold / Rooms Available. This indicates the health of the lodging market in The Palm Beaches Rank—The placement of The Palm Beaches versus 14 Florida markets (Palm Beach, Monroe, Miami-Dade, Broward, Collier, Lee, Sarasota, Pinellas, Hillsborough, Brevard, Volusia, Orlando (Orange/Osceola), Jacksonville (Duval, St. Johns), Panhandle) Website User—The total number of unique individuals accessing ThePalmBeaches.com in a given month. This is a leading indicator of interest and intent to visit The Palm Beaches as a result of DTPB promotional efforts Research compiled and published by Discover The Palm Beaches (DTPB), can only be reproduced through expressed written approval from the DTPB Research Department. The underlining methodologies, algorithms, formulas and data used are considered a TRADE SECRET. For questions please contact research@thepalmbeaches.com.

Performance Measures – TDC FISCAL YEAR 2022 - 2023 PERFORMANCE MEASURES

Advertising Impressions

Target

Actual

FISCAL YEAR 2023 - 2024 Year End Target

Current Month JANUARY

700,000,000 3,817,886,608 1,000,000,000 223,947,967

YTD

% of Annual Target

727,870,256

72.8%

14,000,000

19,488,910

4,000,000

709,597

2,148,655

53.7%

410,000

506,934

420,000

2,381

441,808

105.2%

250,000,000

323,713,683

255,000,000

8,863,767

81,737,592

32.1%

7,000,000

26,960,967

10,000,000

891,728

3,973,400

39.7%

Booked Room Nights - Hotel lead Program

110,000

197,157

121,000

20,576

70,490

58.3%

Group Level Booked Room Nights (CC Shared)

50,000

50,161

50,000

1,317

14,594

29.2%

Group Level Actual FY Room Nights for CC Shared

40,000

35,591

40,000

529

9,467

23.7%

Destination Reviews

76.7%

Destination Site Participation

110

129

100

56.0%

Consumer & Travel Industry Database increase Earned Media Impressions

Social Engagement

DTPB OBJECTIVES 2023 – 2024 Leisure/Consumer     

Generate 1,000,000,000 Advertising Impressions Generate 4,000,000 in Website Users (New Metric) Increase Consumer and Travel Industry database to 420,000 Generate 255,000,000 Earned Media Impressions Generate 10,000,000 Social Engagements

Meetings & Conventions     

Book 121,000 DTPB only room nights (Hotel Meetings Leads) Generate 50,000 Group Level Booked Room Nights Convention Center Shared Generate 40,000 Group Level Actual FY Room Night for Convention Center Shared Generate 90 participants in Destination Reviews Generate 100 Destination Site Participants 2

Advertising/Paid Media Impressions Month



January



Multiple selections



Power BI Desktop

Month / Month

Percentage of Target Achieved - FY2024

FYTD 1,500,000,000

100,000,000

72.8%

500,000,000

0.0%

100.0%

2023

2024

Digital and Traditional Impressions - Month/Month 422,090,814 400,000,000 300,000,000

Year End Target

(Blank)

1bn

Website Users

2024

1,500,000,000

1,363,412,972 239,540,081

1,000,000,000

1,123,872,891 727,870,256

223,947,967 305,802,866

% of Annual Target Achieved

2023

Digital and Traditional Impressions - FYTD

116,287,948

200,000,000 100,000,000

1,363,412,972

200,000,000

1,000,000,000

223,947,967

422,090,814

300,000,000

641,869,261

500,000,000

197,437,001

2024

Digital Impressions

2023

Traditional Impressions

2023

YTD Digital Impressions



January



Multiple selections



Percentage of Target Achieved - FY2024

Month / Month

FYTD

2,000,000

0.0%

100.0%

% of Goal Achieved YTD

Year End Target

53.7%

This metric is newly introduced, and currently, there are no prior figures available for comparison. We will monitor its performance and assess trends over time as data becomes available.

2,148,655

1,500,000

53.7%

1,000,000

500,000

2024

YTD Traditional Impressions

Power BI Desktop

Month

727,870,256

400,000,000

2024

Consumer & Travel Industry Database Month January





Multiple selections



Power BI Desktop

Percentage of Target Achieved - FY2024

Sum of Target and YTD by Month

105.2%

100.0%

0.0%

Month

Sum of Target

YTD

420,000

January

441,808

100.0%

Percentage of Target Achieved

Year End Target

105.2%

420K

0.0M

Earned Media Impressions - Public Relations Month



January



Multiple selections 

0.1M

0.2M

0.3M

0.4M

Sum of Target and YTD

Power BI Desktop



Month/Month

Percentage of Target Achieved - FY2023

FYTD

80,000,000 15,000,000

100.0%

5,000,000

Percentage of Target Achieved

Year End Target

30.8%

255M

40,000,000

8,863,767

100.0%

81,737,592

16,762,654

0.0%

30.8%

10,000,000

77,044,729

60,000,000

20,000,000

2023

2024

2023

2024

0.5M

Social Media Engagement Month



January



Multiple selections 

Power BI Desktop



Month/Month

FYTD

2,500,000

6,000,000

5,000,000

2,000,000

100.0% 1,000,000

6,389,521

4,000,000

1,500,000

100.0%

2,556,803

0.0%

39.7%

3,000,000

891,728

2,000,000

500,000

Percentage of Target Achieved

Year End Target

39.7%

10M

1,000,000

Marketing Overview by Month FY 2022 - 2023

2023

2024

Current Month

0.1bn

0.0bn

0.45bn

November

December

0.2bn

0.14bn

October

January

December

January

2,171K

61M 2,000K

Current Month

November

Social Engagement

Earned Media Impressions 60M

0.44bn

0.0bn

Month October

0.42bn

0.4bn

169M

153M

2024

Advertising/Paid Media Impressions 224M

181M

2023

Power BI Desktop

Advertising/Paid Media Impressions

0.2bn

3,973,400

Percentage of Target Achieved - FY2024

40M

20M

0M October

November

1,500K 1,000K 500K

892K

605K

306K

0K December

January

October

November

December

January

Booked Room Nights - Hotel Lead Program Month



January



Multiple selecti… 

Power BI Desktop



Percentage of Target Achieved - FY2024

Month/Month

FYTD 80,000

20,000

10,000

5,000

Percentage of Target Achieved

70.4%

Year End Target

121K

40,000

70,490

100.0%

20,576

0.0%

100.0%

11,234

58.3%

77,417

60,000

15,000

20,000

2023

2024

2023

2024

Group Level Booked Room Nights (CC Shared) Month



January



Multiple selections 

Power BI Desktop



Month/Month

Percentage of Target Achieved - FY2024

FYTD 15,000

4,000

3,000

5,000

Percentage of Target Achieved

Year End Target

20.8%

50K

1,317

1,000

14,594

2,000

100.0%

10,384

100.0%

4,373

0.0%

29.2%

10,000

2023

2024

2023

2024

Citywide Actualized FY Room Nights (CC Shared) Month



January



Multiple selections



Power BI Desktop

Percentage of Target Achieved - FY2024

FYTD

Month/Month

6,000

15,000

5,000

100.0%

2,000

Year End Target

39.8%

40K

5,000

1,000

529

Percentage of Target Achieved

9,467

3,000

100.0%

15,917

10,000

6,127

0.0%

23.7%

4,000

Destination Reviews

2023

2024

2023

2024

Power BI Desktop

Month



January



Multiple selections 



Percentage of Target Achieved - FY2024

Month/Month

FYTD

1.0 70

0.5

100.0%

0.0%

76.7%

Percentage of Target Achieved

Year End Target

76.7%

0.0

2023

2024

2023

2024

Site Participation

Power BI Desktop

Month



January



Multi… 



Percentage of Target Achieved - FY2024

Month/Month

FYTD 60

0.0%

56.0%

100.0%

4 10

Percentage of Target Achieved

Year End Target

56.0%

100

2023

2024

2023

2024

Power BI Desktop Group Sales & Destination Services Overview by Month FY 2022 - 2023

Booked Room Nights - Hotel lead Program 22,593

14,287

12,017

20,576

Current Month

20K

Group Level Booked Room Nights (CC Shared)

13,034

10K

0K October

November

December

January

October

Group Level Actual FY Room Nights for CC Shared 7,188

4K 1,750 0

0K October

November

December

January

44 40

November

Destination Site Participation

Current Month

1,317

1,260

December

January

529

0 October

November

December

January

January 2024 PERFORMANCE DASHBOARD FY 2023 Performance Indicator

FY 2024

Goal

Actual

FY Goal

Current Month

FYTD

% to Goal

Website Sessions

900,000

1,128,719

950,000

146,786

365,070

38%

Tourism Email Growth1

50,000

61,804

55,000

62,984

114%

Partner Referrals

75,000

92,547

80,000

9,015

27,426

34%

Earned PR Impressions2

85,310,000

45,720

48,850,153

57%

Social Media Impressions (Organic)

500,000

681,901

550,000

75,792

262,007

48%

Co-op Packages

118%

Visitors to the Cultural Council

8,000

5,878

6,000

1,008

2,474

41%

The Cultural Council starts FY24 above goal on these aggregate performance measures (which were conservatively estimated mid-fiscal FY23) due to effective tactics and additional stimulus funds employed before FY23 closed. 2 New performance indicators as of 10/1/23. Previous year totals were not measured. 1

Item 4B - Page 1

HIGHLIGHTS ADVERTISING

In January, the Council’s cultural tourism campaign included placements across a wide range of digital, print, broadcast radio, OOH, and social media platforms, targeting Gen Z, Millennials, Boomers, and families in our fly markets as well as drive markets, as noted in the Council’s FY24 Marketing Plan. Notable print placements included AFAR, Fine Arts Connoisseur, and the Official Florida Vacation Guide (Visit Florida). Our New York City-area OOH placements in January included a digital wall in a busy New York City Subway-PATH station at 34th Street and the NYC Spectacular in Times Square (pictured on the left at Broadway and 48th). Radio spots aired on Legends Radio and WLRN, and co-op ads in Palm Beach International Airport and local publications such as the Council’s own art&culture magazine reached visitors in the drive market and in the county as “Season” went into full swing.

Also in January, the Council inked a Memorandum of Understanding with Discover the Palm Beaches to promote tourism in The Palm Beaches via Brightline. The MOU will allow the Council to place our cultural tourism advertising campaign on Brightline’s digital screen network on trains and in stations in Miami, Ft. Lauderdale, West Palm Beach, Boca Raton, and Orlando in exchange for a financial investment. There is also an opportunity for a train wrap co-branded with Discover that will feature artwork created by a Palm Beach County-based creative professional. The agreement is for the calendar year 2024, and the Council will be given the opportunity to participate in 2025 and 2026 as well. The Council’s ad agency of record, Push, began developing artwork and video with a goal to launch the ads the last week of January/first week of February. Push also honed the advertising campaign creatives for MOSAIC (Month of Shows, Arts, Ideas and Culture) and Palm Beach County Open Studios in January, working with the Council team to approve designs, copy points and CTAs. North Palm Beach-based artist Allan Creary (shown here at right with the MOSAIC artwork) will be featured front and center to brand MOSAIC 2024 and will support some aspects of the Open Studios campaign. For 2024, an Open Studios logo was developed so that the 2-day event in May can be marketed on its own as well as within the MOSAIC campaign, with the Council’s sunglasses icon doing double duty.

Item 4B - Page 2

HIGHLIGHTS A final report on the Council’s “Go Beyond Basel” sub-campaign was completed in January by Push and is included within. The campaign’s final results show the campaign achieved more than 9.3 million impressions, a high click-through rate from digital ad placements (beating benchmarks), affinity with high indexing brands such as L’Occitane, Ritz-Carlton and Loews Hotels, plus more than 60 referrals to our cultural partners and over 280 email signups.

OTHER PARTNER COLLABORATIONS

The giant Shades of Culture made its FY2024 debut at the Cornell Museum in downtown Delray Beach on January 11. The highly visible location in the Old School Square district on Atlantic Avenue benefits from strong pedestrian and vehicular traffic. The Shades will be part of an activation during Delray’s First Friday Art Walk on the evening of February 2nd during which a local artist will be live painting nearby. The Shades will move to Palm Beach Gardens on February 14, where it will be a featured installation in the Emerging Artists section of the ArtiGras festival (February 17-18). To support the upcoming Ultimate Week of Sports (UWOS) campaign as well as other sporting events year-round, the Council developed a new brochure called “An Arts Guide for Sports Fans” in January. Taking cues from its previous UWOSthemed brochure, the new folding rack brochure will feature cultural activities and attractions that are near sports venues throughout the county. Discover and Sports were asked to provide an ad for the new brochure to promote their UWOS campaign. The Council plans to send the brochure to print in early February and distribute it at key locations during UWOS as well as to Visitor Information Centers, sports venues and cultural organizations that feature sports, such as FAU’s Fogelman Sports Museum in Boca Raton. The Council and Palm Beach International Airport continued to collaborate in January on a potential partnership for an in-flight WiFi campaign on JetBlue that would feature the Council’s cultural tourism ads with a call-to-action to “Fly PBI”. Also in January: The Council’s marketing team participated in Discover’s information gathering session for its new Certified Tourism Ambassador program and in an FY25 budget planning session with marketing and communications teams from Discover, Sports, and Film.

PUBLIC RELATIONS

Highlighted Placements - January 18, Palm Beach Illustrated (UVM: 37,627): “Cultural Council to Unveil She. Her. Hers.” Item 4B - Page 3

HIGHLIGHTS -

January 29, South Florida Caribbean News (UVM: 8,093): “Explore Upcycled and Repurposed Art at Vibrant New Exhibition from Trinidadian Sonya Sanchez Arias”

National Media Outreach As a result of the media event in New York City held in early December, the Council and its PR agency, Sharp, facilitated a January 16-19 FAM trip for Global Traveler Magazine contributor Ron Bernthal. His visit focused on Japanese culture and Palm Beach County history, as well as Florida wildlife and conservation. Sharp created a detailed itinerary which included the Flagler Museum, Morikami Museum & Japanese Gardens, Mounts Botanical Garden, Norton Museum of Art, The Schmidt Boca Raton History Museum, and Loggerhead Marinelife Center. Sharp also arranged for travel writer Kelli Acciardo (Hotels Above Par) to visit Mounts Botanical Garden on January 22, which was secured as a result of its December press release and ongoing outreach surrounding the December media reception. Also in January, Sharp and the Council began gathering information for future media outreach, including family-friendly activities for spring break as well as wellness-themed programs and events at cultural organizations in the county. Sharp sent tailored pitches to drive market and national publications including Flamingo, Food & Wine, and Garden & Gun magazines. The PR agency worked with photographer and social media influencer, Nick Mele, to capture Spring Break content at Busch Wildlife Sanctuary, Cox Science Center & Aquarium, and Mounts Botanical Garden, which will be used as part of his agreement to act as the Council’s Arts & Cultural Insider this year. The agency also created a presentation for the Council’s Institute for Cultural Advancement (ICA) session being held on February 6th. The ICA session, titled “Social Media Marketing: Gearing up for MOSAIC and Open Studios”, will be a free professional development program targeting cultural organizations and Palm Beach County-based creative professionals. Local Media Outreach In January, the Council’s local PR consultant, Linnea Bailey, secured coverage for art exhibitions in its main and solo galleries at its Lake Worth Beach headquarters, including a feature in the South Florida Caribbean News on Palm Beach Countybased creative professional Sonya Sanchez Arias.

ADVOCACY

The Cultural Council attended Palm Beach County Days in Tallahassee on January 910 to advocate for arts and tourism. The Council had 12 scheduled meetings with House and Senate leadership over two days, including several with Discover The Palm Beaches. The Council was a sponsor of the event, hosted a small reception on January Item 4B - Page 4

HIGHLIGHTS 10 near The Capitol to promote arts and culture in The Palm Beaches, and co-hosted a dinner with the Palm Beach North Chamber with county leaders. The Council also supported Arts & Culture Day at The Capitol on January 24 and Tourism Day on January 31. The Council attended a meeting of the Florida Museum of Black History Task Force on January 12. Since that time, the organization has been working with the County, City of West Palm Beach, and the Palm Beach County School District to coordinate a proposal for Palm Beach County as a possible location for the future state museum.

SECTOR SUPPORT

In support of the sector, members of the Council team attended exhibitions, performances, and special events in January at Mounts Botanical Garden, Kravis Center for the Performing Arts, Palm Beach Dramaworks, Cornell Museum, Norton Museum of Art, Society of the Four Arts, Ann Norton Sculpture Gardens, Chamber Music Society of the Palm Beaches, Morikami Museum & Japanese Gardens, and Palm Beach Zoo, to name a few.

Item 4B - Page 5

Art Basel 2023 November 27 - December 10, 2023

1/17/24

©Push Inc.

Objectives and Targeting Geo location: • Miami/Broward County (ran for the full campaign flight) • Drive Markets: Miami-Ft. Lauderdale, Orlando, Tampa, Ft. Pierce (DMA), Jacksonville Ft. Myers, Naples (ran from launch -12/1) Demo: • Adults, 18+ Audience: • Arts &Culture and Travel Enthusiasts • Interests & behaviors: Art Basel (visual art), Art museums, contemporary art, culture, Miami (place), art, modern art, art exhibition, Art Basel or Museum of Contemporary Art (Basel), events, etc. Objectives • Bring awareness to art and culture tourism within The Palm Beaches to audiences in town for Art Basel. • Increase website traffic to featured landing pages. • Encourage and email sign ups to get exclusive insights into events, different cultural organizations and more. • Convert website visitors to click on Partner Referrals for cultural organizations. Flight Dates: 11/27-12/10 2

©Push Inc.

A R T B A S E L L A N D I N G PA G E

©Push Inc.

MIAMI AIRPORT

In-market - Concourse D Total Est. Impressions: 2,086,119

©Push Inc.

MIAMI OOH

In-market impressions: 4,132,338 Board locations: - I-95 WS 100ft S/O SW 8th St (facing N) - 836 Expwy NS 180ft E/O NW 22 Ave (facing W) - 836 Expwy SS 0.66mi W/O I- 95 (facing W) - 95 WS 100ft S/O NW 32 St (facing N)

RIDE CIRCUIT

Coverage with two wrapped Gems in Miami (one in South Beach and one in Brickell) for Art Basel. Destination Guide handouts were also passed out to passengers.

©Push Inc.

B R I G H T L I N E M I A M I S TAT I O N

Digital screens in Brightline Miami station: - LED Column - Lobby Media Wall - Media Wall - Ticketing Kiosks - Banner - Smart Lounge - Premium Lounge - Digital Website Banner

Readership: 225,000 Avg. age: 38 Distribution: Miami at galleries, museums, newsstands, hotels

Go beyond Basel

PALM BEACHES PALM BEACHES PALM BEACHES PALM BEACHES PALM BEACHES PALM BEACHES 6

©Push Inc.

MORE ART AWAITS IN THE PALM BEACHES JUST TWO STOPS AWAY FROM MIAMI ON BRIGHTLINE 23PCC140_ART_BASEL_CULTURED_MAGAZINE.indd 1

PALMBEACHCULTURE.COM/BEYOND

10/17/23 10:14 AM

M E TA P E R F O R M A N C E

Feed Results

Art Basel fans, there are more murals, galleries and shows to enjoy nearby in The Palm Beaches, Florida’s Cultural Capital®.

Impressions

274,245

Clicks

2,731

CTR

1.00%

Cultural Referrals

Email Signups

226

Stories & Reels Results

PALMBEACHESCULTURE.COM More art awaits Just a short trip away

STO RY

FEED

Impressions

326,063

Clicks

1,516

CTR

0.5%

Cultural Referrals

Email Signups

G R O U N DT R U T H

300 x 250 - Set A

300 x 250 - Set B

Recap Summary GroundTruth Display - We achieved a fantastic CTR (0.23%), which comes in above the standard CTR benchmarks of 0.15-0.20%. - Throughout the campaign, we were able to determine High Indexing Brands and High Indexing Audience behaviors that had a high affinity with your campaign and brand. These are noted to the right. - Consider utilizing this GroundTruth 1st party audience data for future campaigns. - Both 300x250 versions drove a CTR (0.29%), and by no surprise the smallest mobile size (320x50) reached the most users and had the overall highest number of interactions (clicks). Meta: - Ads drove 69,587 video views and 10,723 landing page views. - Top performing creative was the Still 1 (viewable to the right), with 64 cultural referrals and 202 email signups. - Feed ads saw more results from Facebook, whereas Stories & Reels saw more from Instagram.

©Push Inc.

TDC Board Monthly Activity Report February 2024

PALM BEACH COUNTY SPORTS COMMISSON Fiscal Year 24, Quarter 1, Sports Tourism Report The Palm Beach County Sports Commission’s event portfolio for FY 24, Quarter 1 (October 1 – December 31, 2023) consists of 60 events, creating 89,586 room nights. This equates to a projection of $19,977,678 in hotel revenue generated ($223 average daily rate for same months in calendar year 2022). The tourism production for Q1 shows another record setting performance for sports related room nights in The Palm Beaches. The Palm Beach County Sports Commission’s event portfolio for October – December created an estimated $1,198,661 in bed tax revenue. During this timeframe last year, our Sports Commission was responsible for 88,164 room nights. The year over year sports-related room night production for Q1 increased by 2%. The Sports Commission’s 60 events represent 20 different types of sports. The top room night generators were amateur baseball, equestrian sports showjumping, racquet sports (tennis & pickleball), football, golf, and the TEAMS Conference & Expo.

Sports Commission FY24, Q1 Event Production • 60 events • 89,586 room nights • 2% increase over FY 23, Q1 room nights • Projected hotel revenue = $19,977,678 • Projected bed tax = $1,198,661 Versus Sports Commission FY23, Q1 Event Production • 51 events • 88,164 room nights

Palm Beach County Sports Commission Sports Tourism Production Report (FY 24) Quarter 1 (October 1 , 2023 - September 30, 2024) Event Name

Sport

Event Dates

Venue

Actual Room Nights

Perfect Game World Wood Bat Association (WWBA) 15U-18U Fall Invitational

Baseball

October 1-2, 2023

Roger Dean Chevrolet Stadium

676

US Soccer Federation U16 Team Training

Soccer

October 1-3, 2023

The Gardens North County District Park

194

Hardball 360 Fall Classic

Baseball

September 27-October 1, 2023

Ballpark of the Palm Beaches

290

TEAMS Conference & Expo

Conference

October 2-5, 2023

Palm Beach County Convention Center

4,105

Minority Baseball Prospects All-American Game

Baseball

October 4-5, 2023

The Ballpark of The Palm Beaches

403

Blue Line Hockey - Columbus Day Discovery Showdown

Ice Hockey

October 5-8, 2023

Palm Beach Ice Works & Palm Beach Skate Zone

653

Perfect Game World Wood Bat Association (WWBA) Freshman World Series

Baseball

October 5-9, 2023

Perfect Game World Wood Bat Association (WWBA) World Championship

Baseball

October 5-9, 2023

USA Track & Field Masters 5K Cross Country Championships

Track & Field

October 6-7, 2023

South County Regional Park

343

High School Football - National Series

Football

October 6 - November 4, 2023

Cardinal Newman High School

205

United States Tennis Association (USTA) Columbus Day Open

Tennis

October 7-9, 2023

Delray Beach Tennis Center, Delray Swim and Tennis Club, & Boca Lago Country Club

332

USTA Men's 50 Clay Court Championships

Tennis

October 9-15, 2023

Coral Lakes Tennis Center

USTA National Men's 70, 85, 90, Clay Court Championships

Tennis

October 11-16, 2023

Palm Beach Gardens Tennis Center

341

World Pickleball Classic

Pickleball

October 12-15, 2023

Palm Beach Gardens Tennis Center

The Classic in The Palm Beaches High School Invitational

Golf

October 13-14, 2023

PGA National Resort

TBD

NPC Florida Grand Prix

Bodybuilding

October 13-14, 2023

Embassy Suites

154

Florida Youth Soccer Association (FYSA) Palm Beach Gardens Classic

Soccer

October 18-20, 2023

The Gardens North County District Park, PGA National Park, The Ballpark of The Palm Beaches, Mirasol Park, Lake Lytal Park, & Lake Catherine Park, & Dyer Park

338

Hurricane Junior Golf Tour South Florida Fall Junior Open

Golf

October 21-22, 2023

Wellington National Golf Course

Gameday USA Junior All-American Games

Baseball

October 21-22, 2023

The Ballpark of The Palm Beaches & Jupiter Community Park

201

Perfect Game World Wood Bat Association (WWBA) 13U & 14U World

Baseball

October 13-16, 2023

Ballpark of the Palm Beaches, Roger Dean Chevrolet Stadium, & Santaluces Athletic Complex

2,772

Okeeheelee Halloween Slam

Baseball

October 24-29, 2023

Lake Lytal Park & Okeeheelee Park

TBD

World Comes to the Palm Beaches

Baseball

October 25-29, 2023

The The Ballpark of The Palm Beaches & Santaluces Athletic Complex.

1,801

Monster Mash Lax Clash

Lacrosse

October 28-29, 2023

Ballpark of the Palm Beaches

TimberTech Championship (PGA Tour Champions)

Golf

October 30- November 5, 2023

The Old Course at Broken Sound

2,426

The Ballpark of The Palm Beaches, Roger Dean Chevrolet Stadium, & Santaluces Athletic Complex The Ballpark of The Palm Beaches, Roger Dean Chevrolet Stadium, & Santaluces Athletic Complex

6,262

10,558

Palm Beach County Sports Commission Sports Tourism Production Report (FY 24) Quarter 1 (October 1 , 2023 - September 30, 2024) Event Name

Sport

Event Dates

Venue

Actual Room Nights

International Tennis Federation (ITF) Regional Championships

Tennis

October 30- November 5, 2023

Gardens Tennis Center

584

2023 FCSAA Division II/NJCAA South Atlantic District Volleyball Championship

Volleyball

November 3 -4, 2023

Palm Beach State college

184

USTA National Family Clay Court Championships

Tennis

November 3-5, 2023

Wellington Tennis Center

277

Southern States Athletic Conference (SSAC) / Sun Men's Basketball Challenge

Basketball

November 3-4 & November 10-11

Keiser University

251

Miracle League All-Star Weekend

Baseball

November 3-5, 2023

Gardens Park

1,347

Men's Senior Baseball League (MSBL) Fall Classic

Baseball

November 5-18, 2023

The Ballpark of The Palm Beaches & Roger Dean Chevrolet Stadium

8,295

Invited Champions Classic

Golf

November 8-12, 2023

PGA National Resort

780

I Do Beach Tennis International Tennis Federation (ITF) Open

Beach Tennis

November 8-12, 2023

Singer Island Municipal Beach in the City of Riviera Beach

2,166

Weekend Hockey Veteran's Day on the Beach

Ice Hockey

November 10-12, 2023

Palm Beach Skate Zone & Palm Beach Ice Works

727

SoFlo Turkey Shootout

Lacrosse

November 11-12, 2023

Ballpark of the Palm Beaches

World Pickleball Open

Pickleball

November 16-19, 2023

Palm Beach Gardens Tennis and Pickleball Center

Florida Women's Hockey League Fall Series

Ice Hockey

November 17-19, 2023

Palm Beach Skate Zone

404

5 v 5 Warrrior Soccer National Championship

Soccer

November 18-19, 2023

The Gardens North County District Park

1,373

Panther Holiday Classic

Basketball

November 18-19, 2023

Palm Beach State College

146

Hurricane Junior Golf Tour Southeast Florida Winter Junior Open

Golf

Novemeber 18-19, 2023

Indian Springs Country Club- East Golf Course

Hurricane Junior Golf Tour Palm Beach Holiday Junior Open

Golf

November 25-26, 2023

Palm Beach National Golf and Country Club

124

Delray Riptide Fall Classic

Lacrosse

November 25-26, 2023

Seacrest Complex and Hilltopper Stadium

912

Delray Beach Pickleball Classic

Pickleball

November 30 - December 3, 2023

Delray Beach Tennis Center

413

The Elite Prospects Cup Series AA Premium Tournament

Hockey

December 1-3, 2023

Palm Beach Skate Zone & Palm Beach Ice Works

422

"Little Mo" Internationals in Florida

Tennis

December 1-6, 2023

Palm Beach Gardens Tennis Center & PGA National Resort

1,819

Equestrian Sports Productions (ESP) Holiday & Horses Circuit

Equestrian Sports

December 2-30. 2023

Wellington International

13,584

USSSA Santa Slam

Softball

December 2-3, 2023

John Prince Park, Lake Charleston Park, & Seminole Palms Park

108

K365 West Palm

Kickball

December 2-3, 2023

Caloosa Park

458

National Pickleball Expo & Tournament

Pickleball

December 2-3, 2023

Palm Beach County Convention Center

519

Palm Beach County Sports Commission Sports Tourism Production Report (FY 24) Quarter 1 (October 1 , 2023 - September 30, 2024) Event Name

Sport

Event Dates

Venue

Actual Room Nights

Lou Groza Award Celebration

Football

December 4, 2023

West Palm Marriott

TBD

Battle Youth National Championship

Football

December 4-16, 2023

Village Park

13,547

Delray Riptide Winter Blast

Lacrosse

December 8-10, 2023 & December 16-17, 2023

Seacrest Complex and Hilltopper Stadium

947

Garden of Life Palm Beaches Marathon

Running

December 9-10, 2023

Meyer Park Amphitheatre / City of West Palm Beach

2,043

Basketball

December 16-19, 2023

Keiser University

954

Burkie Golf Invitational

Golf

December 18-19, 2023

The Breakers Ocean Course

133

US Kids Golf Foundation Holiday Classic

Golf

December 20-21, 2023

PGA National Resort

330

RoofClaim Boca Raton Bowl

Football

December 21, 2023

FAU Football Stadium

1,801

College Swim Training

Swimming

December 24, 2023 January 13, 2024

Multiple Aquatic Venues throughout Palm Beach County

2,457

Holiday Basketball Classic of the Palm Beaches

Basketball

December 26-29, 2023

The Benjamin School

546

Hurricane Junior Golf Tournament (HJGT) PGA National Holiday Open

Golf

December 27-28, 2023

PGA National Resort

230

Basketball

December 29-30, 2023

Keiser University

152

West Palm Beach Classic

(NCAA Division I Women's Basketball Showcase)

New Year's Classic

(NAIA Men's Basketball Showcase)

Total Room Nights

89,586

First Quarter Update Fiscal Year 2024

Sports Commission FY 24, Quarter 1 October 1 – December 31, 2023

• 60 sporting events attracting visitors from across the state/nation/globe • 20 different sports represented • 89,598 room nights

Sports Commission FY 24, Quarter 1 October 1 – December 31, 2023

•

FY 24, Q1 Sports Commission events shows slightly greater room night performance compared to FY 23 Q1 (increase of 2%)

•

Sports tourism leaders for Q1 include amateur baseball, equestrian sports showjumping, racquet sports (tennis & pickleball), football, golf, and the TEAMS Conference & Expo.

Our Sports Commission hosted 4 Perfect Game Championships, attracting 18,000+ attendees while creating 20,268 room nights

Men’s Senior Baseball League is an incredible win, creating 8,295 room nights during it’s Fall Classic, from November 5 -18 (age groups 18+ to 65+)

The Palm Beaches was home to the TEAMS Conference & Expo, which is the world’s leading conference for the sports event industry.

Our Sports Commission brought the USA Track & Field Masters 5K Cross Country Championships to Florida for only the second time in the long history of this event.

The TimberTech Championship (PGA TOUR Champions) took place at Broken Sound Club, signifying the 2nd of 3 three events in the Charles Schwab Cup Playoffs.

The Miracle League All-Star Weekend is a big win for us and represents one of the most inspirational events in America, removing barriers that keep children with mental & physical disabilities from enjoying America’s favorite pastime.

5v5 Soccer awarded its National Championship to our Sports Commission, which brought over 100 girls & boys teams competing on highest stage for this style of soccer.

The ITF Beach Tennis Open and the Little Mo Internationals attracted 700+ athletes (all ages) from 58 nations and 30 states, representing 1 of 11 racquet sports events taking place during Q1

Battle Youth National Championships, hosted in Wellington over 7-days, is the only youth tackle football event crowning true national titles for the 6U -14U age groups, while drawing 9,000+ attendees from 27 states.

The Boca Raton Bowl’s 10th anniversary occurred at FAU Stadium and made history by hosting a team from a Power 5 conference for the first time while realizing an attendance of 20,711 – making The Palm Beaches 1 of only 37 counties hosting a post season a college football bowl

Our Sports Commission partnered with Keiser University in hosting a NCAA D1 Women’s Basketball Tournament & NAIA Men’s Basketball Tournament

Sports Commission FY 24, Quarter 1 October 1 – December 31, 2023

• Projected hotel revenue = $19,977,678 • Projected bed tax = $1,198,661 • Estimated Economic Impact (DI Event Impact Calculator) = $62.7 million

The Cognizant Classic announces The Palm Beaches as presenting sponsor for South Florida’s premier PGA TOUR event. Tournament to be rebranded as the Cognizant Classic in The Palm Beaches PALM BEACH GARDENS, Florida – Tournament officials announced today that The Palm Beaches have joined the Cognizant Classic as presenting sponsor, with the tournament being rebranded as the Cognizant Classic in The Palm Beaches. The longstanding PGA TOUR event returns to PGA National Resort’s Champion Course, February 26 – March 3, 2024. “We are thrilled to welcome the Palm Beach County Tourist Developmental Council, Palm Beach County Sports Commission and Discover The Palm Beaches as the presenting sponsors for what will now be known as the Cognizant Classic in The Palm Beaches,” said Executive Director Joie Chitwood. “The support from this community and all of its constituents has played an incredible role in the longtime success of the tournament, and we are excited to work closely with everyone to deliver a tremendous experience for our fans in 2024.”

The partnership consists of the Palm Beach County Tourist Developmental Council (TDC), Palm Beach County Sports Commission, and Discover The Palm Beaches. The Palm Beaches are comprised of the 39 cities and towns that make up Palm Beach County stretching from Boca Raton to Tequesta. The southeast Florida destination boasts 47 miles of Atlantic coastline and is known for its top-designed courses and year-round temperate climate, making it ideal for playing golf and being home to numerous professional golfers. “Palm Beach County lives up to its reputation in every way possible as Florida’s premier travel destination and every golfer’s dream destination,” said Mayor Maria Sachs. “We are pleased to be a presenting sponsor for such an important event and economic driver for our county. The announcement comes two weeks after the PGA TOUR and Children’s Healthcare Charity, Inc., announced an agreement for Cognizant (Nasdaq: CTSH) to become the title sponsor for the TOUR’s premier event in South Florida. The Cognizant Classic in The Palm Beaches made its PGA TOUR debut in 1972 as Jackie Gleason's Inverrary Classic in Lauderhill, Florida. Since 2007, the tournament has been played on The Champion Course at PGA National Resort.

“I would like to give a warm welcome to Cognizant as the new title sponsor of this historic golf tournament,” said Vice Mayor Maria Marino. “PGA National has hosted this fan favorite and family friendly event for almost 17 years and has seen some fabulous finishes. As a resident and member of PGA National and the District 1 County Commissioner, I invite everyone to the new Cognizant Classic in the Palm Beaches. After all, Palm Beach County is the golf capital of the world.” “This is a significant and well-aligned partnership for us with the PGA TOUR as The Palm Beaches are recognized as Florida’s Golf Capital and a world-renowned golf destination,” said Milton Segarra, President & CEO of Discover The Palm Beaches. “This tournament is

a part of the history and DNA of PGA National Resort and of The Palm Beaches and we want to ensure that this legacy endures.” “The Cognizant Classic in The Palm Beaches is more than just a premier PGA TOUR event; it's a celebration of Palm Beach County’s rich golf history and vibrant community, showcasing the best of The Palm Beaches to a global audience” said George Linley, Executive Director of the Palm Beach County Sports Commission. “We look forward to the 2024 Cognizant Classic in The Palm Beaches continuing to create unforgettable experiences for our visitors and residents.” The newly rebranded Cognizant Classic in The Palm Beaches, has been a cornerstone of the PGA TOUR for over four decades. One of the largest sporting events in Palm Beach County, the tournament has a significant impact on the local economy. In 2023, the tournament attracted over 200,000 attendees to the area and generated over $40 million in economic impact. Since 2007, the event has found its home on The Champion Course at PGA National Resort, contributing significantly to the region's exposure and economic growth. The annual televised coverage on NBC and the Golf Channel draws over 16 million viewers annually, firmly establishing it as a key event in Palm Beach County's event portfolio and a fixture in the world of professional golf. With its rich history, star-studded champions, and tremendous impact on children's charities, the Cognizant Classic in The Palm Beaches will continue to showcase our region as Florida’s Golf Capital. For more information on the Cognizant Classic in The Palm Beaches, please visit CognizantClassic.com. ### About the Cognizant Classic in The Palm Beaches The Cognizant Classic in The Palm Beaches, formerly The Honda Classic, has been a mainstay on the PGA TOUR for more than four decades. The tournament has a starstudded list of former champions and has made a massive impact on South Florida children's charities, with a record $7.2 million distribution to more than 100 philanthropic organizations in 2023 and 68.9 million over the past 42 years, including more than $53 million in the 17 years since the tournament moved to PGA National Resort. The money impacts the lives of more than 100,000 children annually. About Cognizant Cognizant (Nasdaq: CTSH) engineers modern businesses. We help our clients modernize technology, reimagine processes and transform experiences so they can stay ahead in our fast-changing

world.

Together,

at www.cognizant.com or @cognizant.

we're

improving

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life.

See

how

About Palm Beach County Tourist Development Council The Tourist Development Council (TDC) is an administrative and oversight organization providing support to the Tourist Development Council Board. The TDC oversees the marketing of Palm Beach County as a tourism destination and serves as an advisory group to the Board of County Commissioners in the area of tourism. The TDC works with four nonprofit organizations, Discover The Palm Beaches, the Cultural Council of Palm Beach County, the Palm Beach County Sports Commission, and the Palm Beach County Film & Television Commission along Palm Beach County Convention Center and Palm Beach County Environmental Resources Management Beaches and Shores program. Each of the agencies market Palm Beach County as a tourist destination in their area of specialty to increase visitation and attract events, attractions, as well as meetings and conventions to the area. About Palm Beach County Sports Commission The Palm Beach County Sports Commission is a private, not-for-profit organization contracted by Palm Beach County to promote and market the County as a sports and sports tourism destination. The Commission brings sporting events and activities to the County, enhances economic impact, stimulates bed tax revenues (primarily in the off-season), and maximizes utilization of County facilities. The Commission offers a full range of event service support, corporate partnerships, sponsorships, and a local membership program that supports its goals. Local, regional, national, and international marketing efforts are ongoing by the Commission with sports organizations and event owners. The Commission also produces sports-related programs for the residents of Palm Beach County including the annual Lou Groza Award program, the Palm Beach County Sports Hall of Fame, and the Kids Fitness Festival of the Palm Beaches. For more information on the Palm Beach County Sports Commission, go to www.palmbeachsports.com. About Discover The Palm Beaches Discover The Palm Beaches is the official 501(c)(6) not-for-profit, accredited tourism marketing organization that promotes the collection of 39 cities and towns commonly referred to as The Palm Beaches, which spans more than 2,300 square miles and boasts 47 miles of pristine beaches from Jupiter to Boca Raton . Tasked with growing visitation and the local tourism economy, the organization works year-round to bring travelers from around the state, country, and globe to visit Palm Beach County. The Palm Beaches have a rich history in hospitality as America’s First Resort Destination® and tourism is among Palm Beach County’s major industries, generating over $10 billion in economic impact during 2023.

Memorandum

Date:

1/29/24

To:

Board of Directors

From: George Linley

Subject: Major League Soccer Training Camps _________________________________________________________________________________ The Palm Beach County Sports Commission has been garnering a relationship with Major League Soccer (MLS) teams over the last several years, which has resulted in The Palm Beaches becoming a training site for the leading professional soccer league in America. Major League Soccer is the topflight professional soccer league in the United States and Canada and was founded in 1996 after the USA hosted the 1994 FIFA World Cup. Major League Soccer is a men's professional soccer league sanctioned by the United States Soccer Federation, which represents the sport's highest level in the United States. The league comprises 29 teams—26 in the United States and 3 in Canada. The Palm Beach County Sports Commission relocated the two (2) MLS teams to The Palm Beaches for training camps, which took place from January 15th to February 2nd. Nashville SC and Toronto FC conducted their two-week training camps at The Gardens North County District Park. Each team brings 30 soccer players, in addition to coaches, trainers, team representatives, and family members. Over 250 attendees take part in the MLS training camps. Nashville SC and Toronto FC secured over 1,700 room nights to accommodate these 17-day training camps. The Palm Beach County Sports Commission is striving to build Palm Beach County into a robust training site for MLS teams. The pursuit of bringing more MLS teams to The Palm Beaches is a major goal for 2025. Last year, multiple international teams were utilizing Palm Beach County as a training site in preparation for the CONCACAF (Confederation of North, Central America and Caribbean Association Football) Gold Cup, which occurred at DRV PNK Stadium in Fort Lauderdale. This year, several

Just Bring Your Game

Palm Beach County Sports Commission

1555 Palm Beach Lakes Blvd., Suite 930, West Palm Beach, FL 33401 – (561) 233-3180 Fax: (561) 233-3125

www.PalmBeachSports.com

international teams competing in Copa America at Hard Rock Stadium in Miami, will also be training at The Gardens North County District Park. The Palm Beach County Sports Commission has a chance to develop The Palm Beaches into a frequent training site for MLS teams.

Just Bring Your Game

Palm Beach County Sports Commission

1555 Palm Beach Lakes Blvd., Suite 930, West Palm Beach, FL 33401 – (561) 233-3180 Fax: (561) 233-3125

www.PalmBeachSports.com

Memorandum Date: To:

Subject:

1/19/2024 Board of Directors

From:

IELD CYouth ALIBRINational 11 PT. BOLD 2023FBattle Championships

Gillian Constable

FIELD CALIBRI 11 PT. BOLD

The Palm Beach County Sports Commission partnered with Youth National Championships, LLC for the second straight year, to host the Battle Youth National Championships, at the Village Park Athletic Complex and Greenview Shores Park in Wellington, FL. The Battle Youth National Championships delivered a week of youth tackle football to The Palm Beaches, attracting visitors from across 27 states. The Battle Youth National Championships is an elite playoff series that was created to provide a platform for non-all-star youth football teams to compete at a national level in a well-organized and professional manner. The Youth National Championships crowns a true “National Champion” at every age level from 6U-14U. The 2023 Battle Youth National Championships was a 7-day event, which took place from December 410. This invitation-only event had two (2) separate divisions of competition. The first division represents the most talented teams throughout the nation and the second division represents the second tier of competitiveness. Teams were guaranteed four (4) games, with the top two (2) teams in each division playing for a championship. Each team in every age group played the “round-robin” format to determine the teams that qualify for the championships. Between Division 1 and Division 2, there were 2,650 youth playing tackle football. Including spectators, more than 9,000 attendees were at this event. Most of the attendees traveled from outside the area. The Battle Youth National Championships Games were played at Wellington Community High School’s football stadium, located within Greenview Shores Park.

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Palm Beach County Sports Commission

2195 Southern Blvd., Suite 550, West Palm Beach, FL 33406 – (561) 233-3180 Fax: (561) 233-3125

www.PalmBeachSports.com

Tourism Impacts: Battle Youth National Championships attracted 7,756 overnight visitors (athletes and spectators). The 7,756 visitors stayed an average of seven (7) days and created 13,547 room nights. The event also generated a projected $10,558,312 in direct business sales and $16,034,029 in total economic impact. This one-of-a-kind youth football championship provided a tourism boost to The Palm Beaches in December (pre-Christmas), which is a need time for the hospitality industry. Development of the Youth Football National Championships: Youth football teams could not compete on a national stage until 2017. There was no way for a youth football team to contend for an undisputed National Championship, prior to 2017. League champions were determined, but never a true National Champion.

However, in 2017, the youth football

landscaped changed. The Youth Football Championships (YNC) was formed by coaches, parents, and industry leaders to provide the best teams a legitimate platform to compete for a coveted YNC National Championship title.

Just Bring Your Game

Palm Beach County Sports Commission

2195 Southern Blvd., Suite 550, West Palm Beach, FL 33406 – (561) 233-3180 Fax: (561) 233-3125

www.PalmBeachSports.com

Pop Warner is the leading youth football organization, which was founded in 1929, and continues to grow and serve the sport. However, only all-star teams, which are formed after the season, compete on a statewide or national level. The Youth Football Championships (YNC) provides the only platform for youth football teams to compete for a national title. History of the Battle Youth National Championships This was the seventh year of the Battle Youth National Championships, and the second to be held exclusively in Palm Beach County. The inaugural Battle Youth National Championships took place in Broward County in 2017. The event occurred at Miramar Regional Park and Pembrooke Pines High School each year until 2020, when it moved to the IMG Academy in Bradenton, due to Covid-19. Two years ago, the event was scheduled to take place in Miramar Regional Park and Traz Powell Stadium in Dade County. Due to Covid-19, Broward County declined access to the field three-weeks before the beginning of the games. At that time, the Palm Beach County Sports Commission partnered with the Village of Wellington in pursuing the nation’s largest youth tackle football event. The Village Park Athletic Complex is home to 16 lighted multi-purpose fields with four (4) dedicated football fields. Greenview Shores Park maintains four (4) synthetic turf fields in addition to Wellington Community High School’s stadium (5,000 seats) and turf field.

Just Bring Your Game

Palm Beach County Sports Commission

2195 Southern Blvd., Suite 550, West Palm Beach, FL 33406 – (561) 233-3180 Fax: (561) 233-3125

www.PalmBeachSports.com

Just Bring Your Game

Palm Beach County Sports Commission

2195 Southern Blvd., Suite 550, West Palm Beach, FL 33406 – (561) 233-3180 Fax: (561) 233-3125

www.PalmBeachSports.com

Just Bring Your Game

Palm Beach County Sports Commission

2195 Southern Blvd., Suite 550, West Palm Beach, FL 33406 – (561) 233-3180 Fax: (561) 233-3125

www.PalmBeachSports.com

Just Bring Your Game

Palm Beach County Sports Commission

2195 Southern Blvd., Suite 550, West Palm Beach, FL 33406 – (561) 233-3180 Fax: (561) 233-3125

www.PalmBeachSports.com

Events & Operations Event Support Glades Football Family Funfest  Work with community partners to host Football Funfest in Belle Glade  Coordinate with Boca Raton Bowl on event support  Secure NFL alumni for autograph signing and photo opportunities US Soccer Nation Team Trainings  Work with US Soccer to host Youth National Teams at The Gardens North County District Park  Work with Palm Beach Gardens hotel properties to secure necessary hotel and meeting space African American Golf Expo and Forum  Finalizing Golf Clinic site

Finalizing Contract Obligations • • • • • • • • • • • • • • • • • • • • •

Columbus Day Discovery Showdown World Comes to the Palm Beaches Perfect Game WWBA World Championship USTA Columbus Day Open TimberTech Championship Men’s Senior Baseball League I Do Beach Tennis ITF Open Singer Island Battle Youth National Championship “Little Mo” Internationals in Florida 5v5 Soccer Tour National Championship Garden of Life Palm Beaches Marathon World Pickleball Classic World Pickleball Open Delray Beach Pickleball Classic National Pickleball Expo and Tournament Equestrian Holiday and Horses Winter Equestrian Festival Florida RUSH Hockey Boca Raton International Masters CPI Horse Show AYSO Florida Nationals

• • • • • • • • • • • • • •

FYSA Palm Beach Gardens Classic Invited Champions Classic Hardball 360 Fall Classic EDP Soccer Wellington Soccer Shootout Paradise Puck Florida Exposure Cup Delray Beach Open Gauntlet of Polo Florida State Golf Association amateur tournaments East Coast SoFlo Championships Little Mo East Regionals Think Pink Invite Palm Beach Challenge College Baseball and International Festival

Palm Beach County Sports Commission Fam Tours with Event Rights Holders October 1 - December 31, 2023 Organization

Event / Project

Location

Northstar Meetings Group

TEAMS Conference + Expo

Palm Beach County Convention Center

COPABE (Pan American Baseball Confederation)

Pan American Baseball Championships

The Ballpark of The Palm Beaches & Roger Dean Cheverolet Stadium

USA Judo

US Open Judo Championships

Palm Beach County Convention Center

USA Field Hockey

National Hockey Festival

National Polo Center, Village Park, & Jupiter Community Park

USA Water Ski & Wake Sports

GOODE Water Ski National Championships

Okeeheelee Park

Perfect Game USA

Perfect Game WWBA World Championships & variety of summer tournaments

The Ballpark of The Palm Beaches & Roger Dean Cheverolet Stadium

USA Baseball

USA Baseball Junior Training Camps

The Ballpark of The Palm Beaches & Roger Dean Cheverolet Stadium

Florida Sports Foundation

Sunshine State Games

Variety of venues in The Palm Beaches

5v5 Warrior Soccer

5v5 Warrior Soccer Nationals

The Gardens North County District Park

World Wake Association

Nautique World Wake Association World Championships

Shark Wake Park 561

Sports ETA (Events & Tourism Association)

Sports ETA CEO Summit

Palm Beach County Convention Center

Palm Beach County Sports Commission Fam Tours with Event Rights Holders October 1 - December 31, 2023 Organization

Event / Project

Location

USA Gymnastics

USA Gymnastics Artistic Rythmic Championships

Palm Beach County Convention Center

United States Olympic & Paralympic Committee (USOPC)

NGB related events

Palm Beach County Convention Center

Dominican Republic Soccer Club

Winter Team Training Event

The Gardens North County District Park

United Soccer League

USL Team Training & Season Games

Ballpark of the Palm Beaches

United States Tennis Association & International Tennis Federation

ITF Senior World Championship

Palm Beach Gardens Tennis Center

Toronto FC

Toronto FC Winter Training Camp

The Gardens North County District Park

US Virgin Island Lacrosse

US Virgin Island Lacrosee Training Camp

Caloosa Park - Boynton Beach, FL

Elite Tournaments

IWLCA Presidents Cup

National Polo Center

Elite Dutch Soccer

Elite Three Week Summer Camp Hosting 400 International Players ages 12 - 19

Gardens Park

PGA TOUR

PGA TOUR Event (Classic in The Palm Beaches)

PGA National Resort

DS Sports Ventures

Collegiate Baseball Invitational

Santaluces Athletic Complex

Palm Beach Convention Center FINANCIAL OPERATIONS ANALYSIS REPORT-BUDGET COMPARISON For the Three Months Ending December 2023 Period To Date Actual

Curr Budget

Year To Date Budget Var

Actual

OPERATING REVENUE SPACE RENTAL ADVERTISING INCOME NET BUILDING SERVICES REVENUE NET F&B REVENUE NET PARKING NET EXHIBITOR SERVICES NET AUDIO VISUAL NET MISC INCOME(EXPENSE)

193,115 0 85,884 269,925 42,886 2,640 8,540 (5,715)

183,000 0 49,560 251,050 72,900 0 23,200 (6,400)

10,115 0 36,324 18,875 (30,014) 2,640 (14,660) 685

TOTAL OPERATING REVENUE

597,275

573,310

OPERATING EXPENSES EXECUTIVE MARKETING FINANCE EVENT PRODUCTION OPERATIONS - ADMIN/OVRHEAD OPERATIONS - SECURITY OPERATIONS - IT OPERATIONS - PARKING OVERHEAD

44,341 56,181 16,313 43,797 217,363 34,769 15,049 23,093 30,816

TOTAL OPERATING EXPENSES

NET OPERATING INCOME (LOSS)

Curr Budget

Actual

Annual Annual Budget

Budget Var

202,689 416,506 125,698 63,490 142,549 (28,979)

587,000 12,000 120,700 503,300 136,800 13,000 91,400 (18,400)

100,841 (12,000) 81,989 (86,794) (11,102) 50,490 51,149 (10,579)

687,841 0 202,689 416,506 125,698 63,490 142,549 (28,979)

2,350,000 12,000 390,000 2,030,000 478,000 110,000 546,000 (76,000)

(1,662,159) (12,000) (187,311) (1,613,494) (352,302) (46,510) (403,451) 47,021

23,965

1,609,794

1,445,800

163,994

1,609,794

5,840,000

(4,230,206)

46,830 57,970 33,050 48,150 253,570 50,660 18,150 28,500 31,230

2,489 1,789 16,737 4,353 36,207 15,891 3,101 5,407 414

103,703 129,178 39,303 97,554 618,022 102,234 41,301 80,618 93,856

111,810 144,640 69,320 120,840 706,050 129,110 60,890 83,030 94,040

8,107 15,462 30,017 23,286 88,028 26,876 19,589 2,412 184

103,703 129,178 39,303 97,554 618,022 102,234 41,301 80,618 93,856

485,000 580,000 266,000 465,000 2,691,000 497,000 213,000 340,000 453,000

381,297 450,822 226,697 367,446 2,072,978 394,766 171,699 259,382 359,144

481,722

568,110

86,388

1,305,769

1,519,730

213,961

1,305,769

5,990,000

4,684,231

115,553

5,200

110,353

304,025

(73,930)

377,955

304,025

(150,000)

454,025

28,495

5,500

22,995

28,495

50,000

(21,505)

NET OPERATING INCOME (LOSS) AFTER CAP-X

115,553

5,200

110,353

275,530

(79,430)

354,960

275,530

(200,000)

475,530

Balance Brought Forward Transfers In 1st Cent Fund Statutory Holdback Pool Investment Interest Income City of WPB Contributions Statutory Holdback Return PYF Total Direct County Revenue*

15,751 15,751

529,220 375,000 (26,646) 6,331 20,833 904,739

(529,220) (375,000) 26,646 9,420 (20,833) (888,988)

63,269 63,269

1,587,661 1,125,000 (79,937) 18,992 62,500 2,714,216

(1,587,661) (1,125,000) 79,937 44,277 (62,500) (2,650,947)

63,269 63,269

6,350,645 4,500,000 (319,749) 75,969 250,000 10,856,865

(6,350,645) (4,500,000) 319,749 (12,700) (250,000) (10,793,596)

Direct County Expenses Legal Services Insurance & Surety Bonds Inspector General Fee Materials/Supplies Operating/Other Operating Expenses Indirect PBCCC Incentive Funding Total Direct County Expenses*

451 64,504 1,433 554 18,992 25,000 110,934

1,352 193,513 4,300 1,663 56,976 75,000 332,802

5,408 774,050 17,199 6,650 227,902 300,000 1,331,209

131,304

799,005

(667,700)

338,799

2,301,984

(1,963,185)

338,799

9,325,656

(8,986,857)

OPERATIONAL CAPITAL EXPENSES

Net Income (Loss)

687,841

Annual Budget Budget Var

4.D.

Palm Beach Convention Center FINANCIAL OPERATIONS ANALYSIS REPORT-PRIOR YEAR COMPARISON For the Three Months Ending December 2023 Period To Date Actual MTD Current Year

OPERATING REVENUE SPACE RENTAL ADVERTISING INCOME NET BUILDING SERVICES REVENUE NET F&B REVENUE NET PARKING

Actual MTD Prior Year

Year To Date MTD Variance

Actual YTD Current Year

Actual YTD Prior Year

Variance

193,115 0 85,884 269,925 42,886

87,613 0 38,694 48,010 43,818

105,503 0 47,191 221,915 (932)

687,841 0 202,689 416,506 125,698

704,047 10,000 232,998 455,915 234,782

(16,207) (10,000) (30,308) (39,409) (109,085)

NET EXHIBITOR SERVICES NET AUDIO VISUAL NET MISC INCOME(EXPENSE)

2,640 8,540 (5,715)

0 40,362 4,531

2,640 (31,822) (10,246)

63,490 142,549 (28,979)

35,860 88,279 (5,863)

27,630 54,270 (23,116)

TOTAL OPERATING REVENUE

597,275

263,028

334,249

1,609,794

1,756,018

(146,225)

OPERATING EXPENSES EXECUTIVE MARKETING FINANCE EVENT PRODUCTION OPERATIONS - ADMIN/OVRHEAD OPERATIONS - SECURITY OPERATIONS - IT OPERATIONS - PARKING OVERHEAD

44,341 56,181 16,313 43,797 217,363 34,769 15,049 23,093 30,816

43,567 45,492 22,338 37,283 170,863 33,320 21,747 23,336 31,134

(774) (10,690) 6,025 (6,514) (46,500) (1,449) 6,698 243 319

103,703 129,178 39,303 97,554 618,022 102,234 41,301 80,618 93,856

96,812 102,990 41,156 84,157 562,849 89,239 43,196 66,591 93,389

(6,891) (26,188) 1,853 (13,397) (55,174) (12,996) 1,894 (14,027) (466)

TOTAL OPERATING EXPENSES

481,722

429,080

(52,642)

1,305,769

1,180,379

(125,392)

NET OPERATING INCOME (LOSS)

115,553

(166,052)

281,605

304,025

575,639

(271,614)

28,495

NET OPERATING INCOME (LOSS) AFTER CAP-X

115,553

(166,052)

281,605

275,530

575,639

(300,109)

COUNTY FUNDING ACTIVITY FUNDING RECEIVED FROM COUNTY FUNDING PAID TO COUNTY

584,744 0

419,659 (760,603)

165,085 760,603

303,446 0

622,425 (760,603)

(318,979) 760,603

TOTAL NET COUNTY FUNDING ACTIVITY

584,744

(340,944)

925,688

303,446

(138,178)

(441,624)

NET F&B OPERATING INCOME (LOSS) AFTER COUNTY FUNDING

700,297

(506,996)

1,207,293

578,976

437,461

141,515

OPERATIONAL CAPITAL EXPENSES

TDC Marketing Report – February 2024 Description

School Counselor Breakfast UFA Gathering CNXN Live 2024 Black Chamber of Commerce Condo and HOA Expo The Palm Beach Show PB Fine Craft Show Miracle World East Coast Championship ACTRIMS Forum

Type

Status

Start

Banquet

Definite

Meeting

Definite

Conference

Definite

02/02/24 02/03/24 02/07/24 02/10/24 02/13/24 02/15/24 02/15/24 02/18/24 02/23/24 02/26/24

Banquet

Definite

Consumer

Definite

Consumer

Definite

Consumer

Definite

Meeting

Definite

Consumer

Definite

Conference

Definite

Exp

Peak

Total

02/02/24 575 02/03/24 200 02/09/24 400 02/10/24 350 02/13/24 550 02/20/24 15,000 02/19/24 2,000 02/25/24 400 02/25/24 2,500 03/02/24 750

End

0.00 0.00 350 0.00 0.00 80 0.00 0.00 0.00 790

0.00 0.00 1,469 0.00 0.00 580 0.00 0.00 0.00 3,110

Social Media Social Media Followers Facebook – 8,829 (December) to 8,840 (January) Instagram - 3,144 (December) to 3,224 (January) LinkedIn - 786 (December) to 801 (January) Instagram Monthly Total Interactions – 182 (December) to 264 (January) Impressions - 4,341 (December) to 5,168 (January) Reach – 855 (December) to 1,164 (January) Generate Profile Visits - 377 (December) to 557 (January) Facebook Monthly Total People Reached – 1,404 (December) to 1,079 (January) Post Engagements – 9,585 (December) to 11,117 (January) Page Likes – 10 (December) to 15 (January) LinkedIn Profile Views - 55 (December) to 59 (January) Engagements - 105 (December) to 114 (January) Impressions – 4,573 (December) to 4,404 (January) Connections - 544 (December) to 554 (January)

4.E.

Google Analytics

WIFI Analytics - Purple

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Palm Beach Post Announces Giveaway for 2024 MLK Scholarship Breakfast [google.com] BNN Breaking ... Palm Beach County Convention Center. The breakfast program promises a blend of intellectual discourse, keynote speeches, and the presentation of

Win tickets to the 2024 MLK Scholarship Breakfast in West Palm Beach [google.com] The Palm Beach Post ... Palm Beach County Convention Center. This annual event serves as a poignant tribute to the life and achievements of Dr. King while fostering a

West Palm mayor: City's economic boom paves way for new, expanded convention center hotel [google.com] The Palm Beach Post ... Palm Beach County Convention Center. "Ladies and gentlemen, this morning, let me assure you the state of our city is strong and robust," James ...

Art Palm Beach and LA Art Show Return With Back-to-Back Presentations of Blue-Chip Art ... [google.com] Artnet News Taking place at the Palm Beach County Convention Center ... Art Palm Beach will take place January 24–28, 2024, at the Palm Beach County Convention ...

Florida mayor delivers State of the City address [google.com] WPBF West Palm Beach Mayor Keith James delivers State of the City Address at the Palm Beach County Convention Center.

TOP LONGEVITY EXPERTS AT THE LIVELONG SUMMIT IN PALM BEACH - EIN News [google.com] EIN News ... Palm Beach Convention Center and requires advance tickets. Guests range from the curious looking to learn about the latest research to health ..

DEFINITE Room Rental by Month - FY 2024

Booked Date Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 Mar-24 Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 ACTUAL $ BUDGET $ Variance $ Prospects

Oct-23 275,400 275,400 275,400 275,400 275,400

Nov-23 84,245 84,245 84,245 84,245 84,245

275,400 238,100

$ $

37,300

84,245 166,300

Dec-23 223,700 257,875 245,613 245,613 245,613

Jan-24 274,600 282,175 282,175 282,175 282,175

$ $

245,613 188,200

$ $

(82,055) $

57,413

282,175 295,400

Feb-24 386,737 388,612 388,612 405,387 405,387

Mar-24 231,883 247,483 247,483 296,458 296,458

$ $

405,387 327,400

$ $

(13,225) $

77,987

2,100

296,458 355,900

Apr-24 228,893 229,743 230,468 238,668 251,153

$ $

1/29/2024

updated:

May-24 268,150 268,150 268,150 268,150 270,025

Jun-24 230,925 236,725 300,150 300,150 302,025

Jul-24 215,135 220,635 220,635 220,635 220,635

Aug-24 165,475 170,635 165,775 159,275 165,425

Sep-24 24,600 69,600 155,600 167,375 167,375

251,153 167,700

$ $

270,025 382,800

$ $

302,025 241,700

$ $

220,635 79,600

$ $

165,425 46,300

$ $

167,375 120,900

(59,442) $

83,453

(112,775) $

60,325

141,035

119,125

46,475

159,000

3,350

4,100

Cancels

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

4.F,

TOTALS 2,609,743 2,731,278 2,864,306 2,943,531 2,965,916 2,965,916 2,610,300 355,616 168,550 -

January 2024 Project Status Report Department of Environmental Resources Management Florida Inland Navigation District Waterway Tour: ERM staff recently hosted the Florida Inland Navigation District (FIND) on a boat tour of the Lake Worth Lagoon. FIND Assistant Executive Director Janet Zimmerman, Deputy Director Chris Kelley and Commissioner Charlie Isiminger were taken to multiple ERM project sites where FIND was a grant funding partner through their Waterways Assistance Program. Topics discussed included lessons learned in regards to constructing restoration islands, the success of our bird nesting islands, necessary ongoing maintenance, oyster recruitment, and water quality issues. Projects visited included Bryant Park, Snook Islands Natural Area, Grassy Flats, Tarpon Cove, Palm Beach Resilient Island, South Cove Natural Area, Old Bridge Park/Jewell Cove, and the future location of Bonefish Cove.

FIND WATERWAY TOUR

Bonefish Cove Restoration: Habitat restoration efforts are underway for the newest project within the Lake Worth Lagoon. Bonefish Cove will be a chain of 3 intertidal mangrove islands and oyster reefs about ½ mile in length, located in central Lake Worth Lagoon, south of Lake Avenue Bridge. The intertidal islands will be formed using 320,000 cubic yards of sand transported from Peanut Island’s dredged material management area. This restoration project is a partnership between Palm Beach County and the U.S. Army Corps of Engineers. The project will create valuable habitat for numerous species of flora and fauna that had otherwise been lost or degraded due to past dredge and fill activities, stormwater discharges and shoreline hardening. When completed, the islands will provide critical habitat for threatened shorebirds and protected native mangroves, while below water seagrass and oysters will colonize, improving water quality for fisheries and wildlife. Construction activities will start late February 2024, with completion expected in summer 2025. Work hours will be 7am to 6pm, Monday through Saturday, as approved by the Town of Palm Beach. Questions, please contact the Palm Beach County Department of Environmental Resources Management at (561) 233-2400.

Palm Beach County Board of County Commissioners Maria Sachs, Mayor, Maria G. Marino, Vice Mayor, Gregg K. Weiss, Michael A. Barnett, Marci Woodward, Sara Baxter, Mack Bernard

4.G.

FDEP Coral Restoration Grant: Thanks to funding from the Florida Department of Environmental Protection’s (FDEP) Coral Protection and Restoration Program, ERM staff have spent the last few chilly weeks surveying local reef sites for restoration potential. The purpose of these surveys, which only take place after sites are identified through a vigorous desktop analysis, is to identify reefs that should yield high success rates for coral outplanting efforts (e.g., sites with low predation or sedimentation rates and high coral diversity). Once a handful of potential outplant sites are chosen and the proper licenses are acquired, staff will get to work outplanting and monitoring juvenile corals that have been raised by The Reef Institute, a local coral conservation organization from West Palm Beach. The goal of this project is to enhance Palm Beach County’s natural reef habitat by increasing stony coral populations and diversity.

SANDSPUR ULTRA

Jupiter Ridge Natural Area Hosts Sandspur Ultra: The 7th annual Sandspur Ultra was held December 29th-31st at Jupiter Ridge Natural Area. This three day running event featured four different races and brought registrants from six different states, as well as Ontario, Canada. Weather was ideal, facilitating several course records. The Sandspur group’s next event will be at Hungryland Slough Natural Area March 23rd-24th and will feature three different races.

CORAL SURVEY

Water Quality Field Day: ERM staff participated in a water quality field day with the South Florida Water Management District (SFWMD). Palm Beach County and SFWMD are part of a long-term cooperative agreement to collect and analyze water quality samples throughout Lake Worth Lagoon once per month as part of a routine water quality monitoring program. On this day, staff were able to review the proper protocols and procedures to ensure consistent water quality sample collection between both agencies. It was a great day for both agencies to cross train while on the water. JILONA Fire Management: During the month of January, ERM staff conducted fuel reduction and firebreak maintenance work at Jupiter Inlet Lighthouse Outstanding Natural Area (JILONA). Work expanded upon a previous fuel reduction project in 2023 that targeted seven acres of overgrown scrub habitat. This project prepares the Natural Area for a planned prescribed fire in the spring of 2024. Fire and fuel reduction are essential tools to maintain healthy scrub habitat in Florida.

Adventure Awaits: Register NOW for a FREE event at PBCERM.EVENTBRITE.COM!

UPCOMING ERM EVENTS • • • • • •

February 10: WEEDING AND TRASH CLEANUP FOR THE BIRDS at Snook Islands February 15: MEDITATION UNDER THE OAKS at Delray Oaks February 16: SUNSET HIKE at Pine Glades February 17: NATURAL AREAS FESTIVAL at Winding Waters February 20: WANDERING THROUGH THE WILDFLOWERS at Hypoluxo Scrub February 27: WEED WRANGLE at High Ridge Scrub

Palm Beach County Board of County Commissioners Maria Sachs, Mayor, Maria G. Marino, Vice Mayor, Gregg K. Weiss, Michael A. Barnett, Marci Woodward, Sara Baxter, Mack Bernard

PALM BEACH INTERNATIONAL AIRPORT TRAFFIC REPORT for the period ended December 2023

Percent Change

12 Months 12 Months ended Dec ended Dec 2023 2022

Percent Change

Dec 2023

Dec 2022

771,420

679,545

13.5%

7,766,225

6,640,043

17.0%

1,014,243

791,906

28.1%

9,215,296

7,782,402

18.4%

Estimated Load Factor (2)

76.1%

85.8%

-9.8%

84.3%

85.3%

-1.0%

Total Cargo Tons (3)

3,419

3,636

-6.0%

29,898

30,630

-2.4%

471,926

389,395

21.2%

4,459,035

3,843,730

16.0%

Air Carrier Operations (4)

6,150

5,306

15.9%

58,778

51,922

13.2%

GA & Other Operations (5)

10,611

11,925

-11.0%

114,482

119,933

-4.5%

Total Operations (5)

16,761

17,231

-2.7%

173,260

171,855

0.8%

Total Passengers Total Estimated Seat Capacity (1)

Landed Weight (thousands of lbs)

(1) Estimated Seat Capacity; Adjusted Innovata/OAG Scheduled seats, actual capacity may vary (2) Percentage Change in load factor is stated in absolute difference (3) Freight plus mail in US Tons (4) Landings plus Takeoffs, includes cargo carriers (5) Per FAA Tower Palm Beach County Department of Airports 846 PBIA, West Palm Beach , FL 33406-1470 www.pbia.org

4.H.

PALM BEACH INTERNATIONAL AIRPORT ENPLANEMENT TRAFFIC REPORT for the period ended December 2023 Airline Percentage of Market

Dec 2023

Enplaned Passengers Total Enplaned Passengers JetBlue Airways Delta Air Lines American Airlines United Southwest Airlines Frontier Airlines Spirit Airlines Avelo Airlines Inc Allegiant Air, LLC Air Canada Breeze Aviation Group, Inc. Sun Country, Inc. a Minnesota Bahamasair

362,612 90,884 85,970 64,488 45,497 25,657 23,425 6,802 6,340 5,166 4,510 1,928 1,028 917

12 Months ended Dec 2023

Market Share

Enplaned Passengers

Market Share

100.00% 25.06% 23.71% 17.78% 12.55% 7.08% 6.46% 1.88% 1.75% 1.42% 1.24% 0.53% 0.28% 0.25%

3,890,402 1,051,335 999,815 728,149 428,924 292,859 146,526 50,265 68,400 54,868 28,688 19,161 10,855 10,557

100.00% 27.02% 25.70% 18.72% 11.03% 7.53% 3.77% 1.29% 1.76% 1.41% 0.74% 0.49% 0.28% 0.27%

PALM BEACH INTERNATIONAL AIRPORT TRAFFIC REPORT for the period ended December 2023 Change in Enplanements by Airline

Dec 2023

Total Enplaned Passengers JetBlue Airways Delta Air Lines American Airlines United Southwest Airlines Frontier Airlines Spirit Airlines Avelo Airlines Inc Allegiant Air, LLC Air Canada Breeze Aviation Group, Inc. Sun Country, Inc. a Minnesota Bahamasair

Dec 2022

Enplaned Passengers

362,612 90,884 85,970 64,488 45,497 25,657 23,425 6,802 6,340 5,166 4,510 1,928 1,028 917

319,519 90,964 70,112 59,725 38,498 21,648 17,290 1,988 4,501 6,220 4,542 2,108 1,005 918

Change in Month to Month enplanements Change 43,093 (80) 15,858 4,763 6,999 4,009 6,135 4,814 1,839 (1,054) (32) (180) 23 (1)

Percentage Change 13.5% -0.1% 22.6% 8.0% 18.2% 18.5% 35.5% 242.2% 40.9% -16.9% -0.7% -8.5% 2.3% -0.1%

AIRPORTS COUNCIL INTERNATIONAL Monthly Airport Traffic Statistics West Palm Beach, Florida, United States of America Palm Beach International Airport for the period ended December 2023

Dec 2023

Dec 2022

6,000

5,100

150

206

Total Air Transport Movements

6,150

5,306

General Aviation and Other Aircraft Movements

10,611

11,925

Total Aircraft Movements*

16,761

17,231

International Passengers (enplaned + deplaned)

11,518

12,077

Domestic Passengers (enplaned + deplaned)

759,902

667,468

Total Terminal Passengers

771,420

679,545

International Cargo (loaded + unloaded)**

Domestic Cargo (loaded + unloaded)**

3,108

3,305

Total Cargo (loaded + unloaded)**

3,108

3,305

Passenger Aircraft Cargo Aircraft

* Per FAA Tower ** In metric tons as required by ACI reporting standards includes Mail plus Freight

February 2023

FY2023 CONTRACT TRACKING REPORT CONTRACT/VENDOR

CONTRACTURAL EXPENSES

EFF DATE

EXP DATE

RENEWAL (and/or) STATUS

SPORTS COMMISSION

$7,529,171

10/1/22

9/30/27

(2022-1019)

CULTURAL COUNCIL

$14,454,719

10/1/22

9/30/27

(R2022-1017)

FILM & TV COMMISSION

$3,173,063

10/1/22

9/30/27

(2022-1018)

DPBC

$31,327,073

10/1/22

9/30/27

(2022-1024)

SUBCONTRACTS OVER $100,000 PBCFTC Olympusat

$590,000, 118,000 annually Pd in monthly installments

8/1/22

7/30/27

initial five yr. agreement

DPBC-Simpleview, LLC Web Based Services R2022-0636

$106,012 annually, pd monthly at $8,834.33.

10/1/22

9/30/23

4-1 yr renewals

10/1/23

9/30/24

2nd renewal

DPBC-Zimmerman, LLC R2018-1121 -Creative Design

$840,000 annually pd mo. $70,000

10/1/22

9/30/27

1- 5yr. agreement

DPBC-Madden Preprint Media, LLC Website Design

$146,650 phase 1 $98,760 phase 2 Pd monthly at $8,230

10/1/22

9/30/24

initial 2yr agreement with 2 additional 2yr. renewals

DPBC-Zimmerman Agency LLC R2018-1120 Public Relations

$192,000 @ $16,000 mo. optional services not to

10/1/18

9/30/23

one (1) 2-yr renewal one (1) 1-yr renewal with ext. for COVID

4.I.

February 2023 exceed $58,000 for a total of $250,000 Contract Extension

9/30/21 4/1/21

3/31/21 3/31/22

1st Amendment Covid Extension 2nd Amendment one (1) 1-yr extension

4/1/22 4/1/24

9/30/23 9/30/24

3RD Amendment Extended for 6 months

$201,000 annual fee not to 10/1/21 exceed $300,000 including travel 10/1/22 and other out-of-pocket

9/30/22

Initial 1 yr. with 2, 2yr. renewals

9/30/2024

2nd renewal of 2yrs

DPBC-Professional Convention Management Association (PCMA) (sole Source)

$188,080

10/1/22

9/30/23

DPBC-Brand USA

$300,000

May 2023

2024

R2021-0160 R2021-0866 R2022-0637 Culture-Push, Inc. Marketing Services (R2021-0401) (R2022-0788)

CONVENTION CENTER CC-Management Global Spectrum

$225,000 annually Plus up to $90,000 Incentive fee

CC-F&B Oakview Group (OVG) (2022-0948)

7/1/17

9/30/28

10/1/22

9/30/27

DPBC - FOREIGN MARKETING DPBC-Vox International, Inc.

$30,000 annually

(Canada)

DPBC-LMG Management (Germany)

$30,000 annually

2/18/19

2/17/20

initial term, 4-1yr renewals

2/18/20 2/18/21 10/1/21 10/1/22

2/17/21 9/30/21 2/1/23 9/30/24

1st of 4-1yr. renewals

2/18/19

2/17/20

2/18/20

2/17/21

initial term, 4-1yr renewals 1st of 4-1yr. renewals

2nd of 4-1yr renewals 3rd of 4-1yr renewals

February 2023

DPBC-AviaReps

$30,000 annually, each

(Mexico)

Colombia

$30,000 annually

2/18/21 10/1/21 10/1/22

9/30/21 2/1/23 9/30/24

2nd of 4-1yr renewals 3rd of 4-1yr renewals

2/18/19

2/17/20

initial term, 4 – 1yr renewals

2/18/20 2/18/21 10/1/21 10/1/22

2/17/21 9/30/21 2/1/23 9/30/24

1st of 4-1yr. renewals

10/1/21

2/1/23

2nd of 4-1yr. renewals

10/1/22

9/30/24

3rd pf 4-1yr renewals

2nd of 4-1yr. renewals 3rd of 4-1yr renewals

PALM BEACH COUNTY Tourist Development Council

Discover The Palm Beaches Film, Video, Photography and Talent Agency Report Total Expenditure FY2023

$ 736,960.61

Film, Video Photography and TA

List All Vendors SEP Banyan HW Indiehouse Zimmerman Outfront Skyline Swag Color Reflections Tucan

Total

Goal Achieved

All PBC Palm Beach Contracts Contract County Business Expenses Expenses Yes Yes Yes Yes No No No Yes No Yes

$ 82,837.00 $ 45,074.67 $ 12,000.00 $ 10,425.00 $ 79,578.35 $ 20,743.00 $ 4,604.36 $ 44,077.06 $ 18,570.00 $ 419,051.17

$ 82,837.00 $ 45,074.67 $ 12,000.00 $ 10,425.00 $ $ $ $ 44,077.06 $ $ 419,051.17

$ 736,960.61 $ 613,464.90

83.24%

Goal Established 50% section 27 of contract

4.J.

PALM BEACH COUNTY Tourist Development Council

Cultural Council Film, Video, Photography and Talent Agency Report

Total Expenditure FY2023

$100,877

Film, Video Photography and TA

List All Vendors Jetty Productions Jacek Gancarz Push Nick Mele KVL Media

All PBC Palm Beach Contracts Contract County Business Expenses Expenses Yes (SBE) Yes No* Yes Yes (SBE, MBE)

$ $ $ $ $

16,500.00 5,922.00 72,330.00 2,000.00 4,125.00

$ 16,500.00 $ 5,922.00 $ 36,165.00 $ 2,000.00 $ 4,125.00

Push *Note: This expense was billed to stimulus; the Agency used West Palm Beach-based photographer Ian Jacob as part of this project Nicke *Note: This expense was billed through the Council's PR AOR, Sharp Think KVL *Reimbursed by Film & Television Commission as part of The Arts & Tourism Summit

Total

Goal Achieved

$ 100,877.00 $ 64,712.00

64.15%

Goal Established 50% section 46 of contract

1/8/202410:01 AM O:\Finance\BudgetBook Ledger\Budgetbook FY24\Film, Video, & Photography\FY23\Culture FY23 FVP Report-FINALCulture FY23 FVP Report-FINAL

PALM BEACH COUNTY Tourist Development Council

Sports Commission Film, Video, Photography and Talent Agency Report Total Expenditure FY2023

$70,655

Film, Video Photography and TA

List All Vendors Jetty Productions - Video Kambria Istvan - Photography Paul Tourno-Photography Good Karma - Video Baral Inc. - Video

All PBC Palm Beach Contracts Contract County Business Expenses Expenses Yes Yes Yes Yes Yes

6,500.00 250.00 2,150.00 12,200.00 12,650.00

Total

Goal Achieved

100.00%

6,500.00 250.00 2,150.00 12,200.00 12,650.00

33,750.00 $ 33,750.00

Goal Established 50% section 27 of contract

1/8/20249:53 AM O:\Finance\BudgetBook Ledger\Budgetbook FY24\Film, Video, & Photography\FY23\Sports FY23 FVP Report-FinalSports FY23 FVP Report-Final

PALM BEACH COUNTY Tourist Development Council

Film Television Commission Film, Video, Photography and Talent Agency Report Total Expenditure FY2023

$ 700,489.96

Film, Video Photography and TA

List All Vendors AA Video, LLC Apex Productions, Inc. Brandon Theo Dorsey Driven Media IWFLX Rick Netzel Olympusat Pop Star Productions Scuba Nation, Inc. South Florida PBS, Inc. WFLX

Total

Goal Achieved

All PBC Palm Beach Contracts Contract County Business Expenses Expenses Yes Yes Yes Yes Yes Yes Yes Yes No Yes Yes

$ 209,990.00 $ 110,000.00 $ 4,800.00 $ 27,000.00 $ 1,220.00 $ 4,800.00 $ 120,999.96 $ 69,990.00 $ 9,990.00 $ 137,500.00 $ 4,200.00

$ 209,990.00 $ 110,000.00 $ 4,800.00 $ 27,000.00 $ 1,220.00 $ 4,800.00 $ 120,999.96 $ 69,990.00 $ 137,500.00 $ 4,200.00

$ 700,489.96 $ 690,499.96

98.57%

Goal Established 50% section 27 of contract

1/8/20249:56 AM O:\Finance\BudgetBook Ledger\Budgetbook FY24\Film, Video, & Photography\FY23\FTC FY23 FVP Report-Final

PALM BEACH COUNTY Tourist Development Council Discover Palm Beach County Quarterly Report

Department 1 Personnel & Benefits 2 Wages & Salaries 3 Payroll Taxes 4 Employee Benefits 5 Total Personnel & Benefits 6 7 Marketing & Promotion 8 Travel & Entertainment 9 Trade Show Participation 10 Destination Reviews 11 Sales Missions/Media Missions 12 Sales Industry Partnerships 13 Event Hosting, within PBC 14 Advertising, Traditional/Online Media 15 Contracted Marketing Services 16 Tourism Sponsorships/Grants Program 17 Advertising, Website (CVB) 18 Advertising, Printed marketing Collateral 19 Promotional Items 20 Research 21 Fulfillment 22 Other Promotional Activities 23 Total Marketing & Promotion 24 25 Administrative & General Operations 26 Dues & Subscriptions 27 Data Processing / Computer 28 Office Equipment & Fixtures, Computer Hardware 29 Professional Seminars & Conferences 30 Insurance 31 Professional Services 32 Office Supplies 33 Non- Collateral Printing/Photocopying 34 Rent/Utilities 35 Telecommunications 36 Postage 37 Bank Fees 38 Miscellaneous 39 Total Administrative & General Operations 40 41 Total Discover Palm Beach Contract 42 43 Marketing Stimulus 44 Marketing/Stimulus-ERM Beaches Payback 45 Marketing/Stimulus-Special Projects Payback 46 Marketing/Stimulus-Reserves 47 Total Marketing/Stimulus 48 49 County Direct Cost 50 Network Services 51 BOCC - Indirct Costs 52 Local Co-op Adv/Prom Exp 53 Special Events Marketing - Boca Bowl 54 Inspector General Fee 55 Total County Direct Cost 56 57 Total Discover Palm Beach Expense 58 59 Reserves 60 61 Total Discover Palm Beach Available Funds

Adopted Budget FY 2023

Current Modified Budget FY 2023

Expenses Quarter Ending 09.30.23

4,253,530 327,251 1,187,025 5,767,806

4,424,599 338,630 1,265,250 6,028,480

(171,069) (11,379) (78,225) (260,674)

104.02% 103.48% 106.59% 104.52%

40,000 707,193 350,000 250,000 333,600 250,000 4,000,000 747,091 200,000 571,000 200,000 15,000 195,000 65,000 10,000 7,933,884

35,612 704,837 322,543 244,765 327,540 253,807 3,911,024 749,259 208,187 541,700 191,950 7,679 163,787 60,670 100 7,723,461

4,388 2,356 27,457 5,235 6,060 (3,807) 88,976 (2,168) (8,187) 29,300 8,050 7,321 31,213 4,330 9,900 210,423

89.03% 99.67% 92.16% 97.91% 98.18% 101.52% 97.78% 100.29% 104.09% 94.87% 95.98% 51.20% 83.99% 93.34% 1.00% 97.35%

125,000 60,000 30,000 55,400 75,000 55,000 25,000 20,000 25,000 10,000 15,000 10,000 10,000 515,400

128,221 66,182 26,090 67,016 44,913 50,577 16,875 19,228 13,911 7,830 11,365 10,574 1,777 464,562

(3,221) (6,182) 3,910 (11,616) 30,087 4,423 8,125 772 11,089 2,170 3,635 (574) 8,223 50,838

102.58% 110.30% 86.97% 120.97% 59.88% 91.96% 67.50% 96.14% 55.64% 78.30% 75.77% 105.74% 17.77% 90.14%

14,217,090

14,216,503

587

100.00%

241,600 7,000,000 7,241,600

966,400 966,400 12,000,000 13,932,800

966,400 966,400 11,999,000 13,931,800

1,000 1,000

100.00% 100.00% 99.99% 99.99%

20,137 153,021 82,688 70,000 40,793 366,639

15,225 145,735 43,793 19,477 224,230

4,912 7,286 38,895 70,000 21,316 142,409

75.61% 95.24% 52.96% 0.00% 47.75% 61.16%

21,825,329

28,516,529

28,372,533

143,996

99.50%

9,501,748

5,923,902

0.00%

31,327,077

34,440,431

28,372,533

6,067,898

82.38%

1/17/20242:54 PMO:\Finance\Agencies Quartley Reports\Discover\FY23\Discover-Quarterly 09.30.23

Budget Balance 09.30.23

Percent Expense 09.30.23

4.K.

PALM BEACH COUNTY Tourist Development Council Cultural Council Quarterly Report Current Modified Budget FY 2023

Total Expenses 09.30.23

Budget Balance 09.30.23

Percent Expended 09.30.23

1,185,832

941,643 244,189 1,185,832

867,886 188,924 0 1,056,810

73,757 55,265 0 129,022

92.17% 77.37% 89.12%

Marketing and Related Advertising Agency Services/Web Design Events, Meetings & Conferences Postage Printing Surveys & Studies Travel Public Relations Cultural Conicierge Program Total Marketing & Related

763,261 62,174 64,000 5,000 10,500 31,374 21,500 94,100 5,500 1,057,409

797,034 119,705 56,773 609 7,947 30,974 20,277 89,675 2,304 1,125,298

-33,773 -57,531 7,227 4,391 2,553 400 1,223 4,425 3,196 -67,889

104.42% 192.53% 88.71% 12.18% 75.69% 98.73% 94.31% 95.30% 41.89% 106.42%

General & Administrative Equipment Rental Membership & Subscriptions Outside Professional Services Repairs & Maintenance Supplies Equipment IT Service Telephone/Internet Insurance Other Office Expense Office Rent Total General & Administrative

4,635 40,685 90,000 8,394 10,000 10,000 15,450 8,755 23,220 5,408 75,000 291,547

3,948 34,827 97,984 6,791 13,457 7,739 11,676 6,890 24,138 5,056 75,000 287,506

687 5,858 -7,984 1,603 -3,457 2,261 3,774 1,865 -918 352 0 4,041

85.17% 85.60% 108.87% 80.90% 134.57% 77.39% 75.58% 78.70% 103.95% 93.50% 100.00% 98.61%

2,534,788

2,469,614

65,174

97.43%

103,600

414,400 414,400 1,957,673 2,786,473

0 0 42,327 42,327

100.00% 100.00% 97.88% 98.50%

Department Salaries & Related Salary and Wages PR Taxes & Benefits Credit for PPP Loan Total Staffing

Total TDC Contract Expense

Apdopted Budget FY 2023 941,643 244,189

Marketing Stimulus Marketing/Stimulus- ERM/Beaches Payback Marketing/Stimulus- Special Projects Payback Marketing/Stimulus- Culture Reserves Total Marketing Stimulus

2,000,000 2,103,600

414,400 414,400 2,000,000 2,828,800

County Direct Category B Grants Category C II Grants TDC Chargeoff Inspector General fees Tax Collector Fees Total County Direct

4,115,286 1,084,675 229,813 18,825 146,601 5,595,200

4,046,224 1,008,504 107,641 8,807 172,784 5,343,960

69,062 76,171 122,172 10,018 -26,183 251,240

98.32% 92.98% 46.84% 46.78% 117.86% 95.51%

Total Expenses

10,233,588

10,958,788 10,600,047

358,741

96.73%

Reserves

4,221,131

4,904,429

0.00%

Total Cultural Council

14,454,719

15,863,217 10,600,047

5,263,170

66.82%

Culture 09-30-23 Qtly report

Page 1

PALM BEACH COUNTY SPORTS COMMISSION, INC. County Contract Budget vs. Actual Unaudited through September 30, 2023

Adopted Budget FY 2023

Current Modified Budget FY 2023

Actual Unexpended Expenses Budget Year to Date Balance 09.30.2023 09.30.2023

910,582 243,958 70,411 1,224,951

879,527 238,942 60,610 1,179,079

31,055 5,016 9,801 45,872

96.59% 97.94% 86.08% 96.26%

40,000 256,936 74,452 44,000 5,000 12,661 60,000 6,000 4,180 2,500 8,960 40,000 12,500 15,000 582,189

73,743 305,673 56,474 55,655 12,487 14,718 79,359 7,757 5,833 8,301 6,719 18,199 17,461

-33,743 -48,737 17,978 -11,655 -7,487 -2,057 -19,359 -1,757 -1,653 -5,801 2,241 21,801 -4,961 15,000 -80,190

184.36% 118.97% 75.85% 126.49% 249.74% 116.25% 132.27% 129.29% 139.54% 332.04% 74.99% 45.50% 139.69% 0.00% 113.77%

15,000 1,500 15,000 18,000 1,200 1,200 2,400 22,000 4,200 600 600 42,416 1,800 5,600 7,500 13,800 600 4,644 5,400 4,000 2,100 7,080 176,640

15,640 1,183 23,052 2,950 1,150 4,286 1,482 18,193 3,554

Total General & Administrative

15,000 1,500 15,000 18,000 1,200 1,200 2,400 22,000 4,200 600 600 42,416 1,800 5,600 7,500 13,800 600 4,644 5,400 4,000 2,100 7,080 176,640

14,600 15,413 798 8,634 2,500 6,481 2,153 5,543 141,631

-640 317 -8,052 15,050 50 -3,086 918 3,807 646 600 419 29,545 833 5,600 -7,100 -1,613 -198 -3,990 2,900 -2,481 -53 1,537 35,009

104.27% 78.87% 153.68% 16.39% 95.85% 357.15% 61.74% 82.70% 84.63% 0.00% 30.14% 30.34% 53.74% 0.00% 194.66% 111.69% 133.00% 185.91% 46.30% 162.02% 102.54% 78.29% 80.18%

Total Contract

1,983,780

1,983,090

690

99.97%

40,800 500,000

163,200 500,000 163,200 826,400

163,200 493,509 163,200 819,909

966,597 230,000 72,050 3,759 5,563 59,770 68,046 1,405,785

251,022 20,000 0 3,070 1,794 67,463 89,689 433,038

79.38% 92.00% 100.00% 55.04% 75.62% 46.98% 43.14% 0.00% 76.45%

Percent Expended 09.30.2023

Personnel Wages & Salaries Employee Benefits Payroll Taxes Total Personnel

Marketing & Promotion Advertising Business Development Coop Marketing Digital Media Sales Entertainment Event Hosting Event Servicing Familiarization Tours Dues and Memberships Promotional Items Registration Fees Trade Show Travel & Per Diem Website Design Total Marketing & Promotion

662,379

General & Administrative Audit and Tax Fees Legal Fees Professional Fees - other Temporary Labor Bank Fees Computer Hardware Computer Software Insurance Mileage Reimbursement Repair and Maintenance- Equipment Office Furniture & Equipment Outside Computer Services Postage Printing & Copying Publications & Subscriptions Rent - Office Equipment Rent - Facility/Board Meetings Rent - Offsite Storage Continuing Education Office Supplies Internet & TV Website Hosting & Maintenance

Marketing Stimulus Marketing/Stimulus ERM Beaches Payback Marketing/Stimulus Marketing/Stimulus Special Projects Payback Total Marketing Stimulus

540,800

181 12,871 967 -

6,491 6,491

100.00% 98.70% 0.00% 0.00%

County Direct/Grants (updated quarterly) Grants Special Event Funding BOCC Indirect Cost (CAM/Rent) Inspector General Fees ISS Enterprise Services TDC Charge-off Tax Collector Fees Transfer Out - Special Projects

1,217,619 250,000 72,050 6,829 7,357 127,233 57,735

Total County Direct

1,738,823

1,217,619 250,000 72,050 6,829 7,357 127,233 157,735 1,838,823

Total Sports Commission Expense

4,263,403

4,649,003

4,208,784

440,219

90.53%

Total Sports Commission Reserve

3,265,767

3,358,321

0.00%

Total Sports Commission Available Funds

7,529,170

8,007,324

4,208,784

3,798,540

52.56%

PALM BEACH COUNTY Tourist Development Council FTC Quarterly Expenses

Adopted Budget FY 2023 679,205 180,816 50,179 25,800 936,000

Current Modified Budget FY 2023 679,205 180,816 50,179 25,800 936,000

Fulfillment Printing & Binding Outside Sales & Promotion Consumer Trade Shows Promotional Items Advertising Collateral Public Relations/Website/Social Media Development & Sponsorships Marketing & Digital Media

1,200 2,500 2,000 8,000 5,000 10,400 4,000 10,000 90,000 60,000

2,526 268 864 4,583 3,115 20,512 7,034 3,779 35,000 27,000

(1,326) 2,232 1,136 3,417 1,885 (10,112) (3,034) 6,221 55,000 33,000

210.49% 10.74% 43.19% 57.28% 62.29% 197.23% 175.85% 37.79% 38.89% 45.00%

Total Marketing & Promotion

193,100

104,681

88,419

54.21%

Total General & Administrative

1,000 10,000 15,500 6,000 3,500 26,500 3,000 700 3,500 3,500 7,000 2,000 1,010 83,210

888 7,792 16,700 5,506 2,688 11,613 3,466 7,714 3,132 2,122 5,684 8,758 648 76,710

113 2,208 (1,200) 494 812 14,887 (466) (7,014) 368 1,378 1,316 (6,758) 362 6,500

88.75% 77.92% 107.74% 91.77% 76.80% 43.82% 115.53% 1101.98% 89.49% 60.63% 81.20% 437.90% 64.16% 92.19%

Total Film & Television Commission Contract

1,212,310

948,286

264,024

78.22%

Marketing Simulus Marketing/Stimulus Special Projects Payback Marketing/Stimulus ERM/Beaches Payback Marketing/Stimulus Reserves Total Marketing Stimulus

0 21,550 750,000 771,550

86,200 86,200 750,000 922,400

86,200 86,200 644,990 817,390

0 0 105,010 105,010

100.00% 100.00% 86.00% 88.62%

Total County Direct

83,086 6,200 30,495 36,238 4,410 160,429

37,903 4,685 35,941 36,238 1,914 116,681

45,183 1,515 (5,446) 0 2,496 43,748

45.62% 75.56% 117.86% 100.00% 43.40% 72.73%

Total Film & Televsion Commission Expense

2,144,289

2,295,139

1,882,356

412,783

82.01%

Total Film & Television Commission Reserve

1,028,774

1,207,837

0.00%

Total Film & Televsion Commission Available Funds

3,173,063

3,502,976

1,882,356

1,620,620

53.74%

Wages & Salaries Employee Benefits Payroll Taxes Bookkeeping/Contract Labor

Total Personnel

Expenses Unexpended Quarter Budget Ending Balance 09.30.2023 09.30.2023 473,902 205,303 95,081 85,735 37,187 12,992 160,725 (134,925) 169,106 766,894

Percent Expended 09.30.2023 69.77% 52.58% 74.11% 622.96% 81.93%

Marketing & Promotion

General & Administrative Legal Insurance Audit & Tax Other Admininstration Expense Communication Services Network Expense Office Supplies Office Furniture DP Software & Accessories Books Publications & Subscriptions Dues & Memberships Machinery & Equipment Travel & Per Diem

County Direct Operating Expense Indirect ISS Enterprise Services Tax Collector Commissions B0CC - Indirect Costs Inspector General Fee

FTC-Quarterly Report 09.30.23

Page 1

PALM BEACH COUNTY Tourist Development Council Quarterly Expense Report

Expenses Unexpended Modified Quarter Budget Percent Budget Ending Balance Expended ACCOUNT ACCOUNT NAME FY 2023 09.30.23 09.30.23 09.30.23 1201 SALARIES & WAGES REGULAR $ 472,004 277,784 194,220 58.85% 2101 FICA- TAXES $ 26,000 16,487 9,513 63.41% 2105 FICA- MEDICARE $ 7,000 3,856 3,144 55.08% 2201 RETIREMENT CONTRIBUTIONS $ 93,000 49,967 43,033 53.73% 2301 INSURANCE- LIFE & HEALTH $ 103,260 61,208 42,052 59.28% 2401 WORKERS COMPENSATION $ 918 918 0 100.00% 2501 UNEMPLOYMENT COMPENSATION $ 2,000 2,000 0.00% 3124 LEGAL SERVICES- COUNTY ATTORNEY $ 50,000 31,275 18,725 62.55% 3134 ADMIN. SERVICES- COUNTY ADMIN. $ 61,300 61,300 0.00% 3401 OTHER CONTRACTUAL SERVICES $ 197,470 17,500 179,970 8.86% 3404 TEMP/SERV./CONTRACTUAL SERVICES $ 20,000 20,000 0.00% 3405 SECURITY SERVICES $ 60,900 40,285 20,615 66.15% 3408 FAA/FBI/AAAE FINGERPRINT $ 3,360 2,608 753 77.60% 3413 ISS ENTERPRISE SERVICES $ 5,035 3,806 1,229 75.60% 3414 ISS PROFESSIONAL SERVICES $ 2,100 2,100 0.00% 3421 CONTRACTUAL SERVICES-TRAINING $ 315 74 241 23.39% 4001 TRAVEL & PER DIEM $ 3,150 1,416 1,734 44.95% 4007 TRAVEL - MILEAGE $ 315 768 (453) 243.90% 4205 POSTAGE $ 840 840 0.00% 4406 RENT- OFFICE EQUIPMENT $ 15,600 8,369 7,231 53.64% 4407 RENT-DATA PROCESSING EQUIPMENT $ 3,150 3,150 0.00% 4412 RENT-STORAGE/WAREHOUSE SPACE $ 850 186 664 21.84% 4502 CASUALTY SELF INSURANCE $ 2,412 2,412 0 100.00% 4610 REP/MAINTENANCE-BUILDING $ 5,250 5,250 0.00% 4620 REP/MAINTENANCE EQUIPMENT $ 1,470 1,470 0.00% 4622 REP/MAINT. TELEPHONES $ 525 525 0.00% 4674 REP/MAINTENANCE DP EQUIPMENT $ 525 8,710 (8,185) 1658.95% 4703 GRAPHICS CHARGES $ 525 40 485 7.62% 4801 PROMOTIONAL ACTIVITIES $ 8,254 12,403 (4,149) 150.27% 4803 SALES ENTERTAINMENT $ 2,100 2,100 0.00% 4805 ADVERTISING $ 11,550 4,216 7,334 36.51% 4807 RESEARCH $ 21,000 21,000 0.00% 4809 CONSUMER TRADE SHOWS $ 3,360 3,360 0.00% 4810 FAMILIARIZATION TOURS $ 0.00% 4811 PROMOTIONAL ITEMS $ 8,500 8,500 0.00% 4823 COLLATERAL $ 2,100 2,100 0.00% 4909 LICENSES & PERMITS $ 158 158 0.00% 4941 REGISTRATION FEES $ 1,050 95 955 9.05% 4945 ADVERTISING $ 1 (1) #DIV/0! 4979 INDIRECT COST BCC $ 89,914 143,796 (53,882) 159.93% 4990 IG FEE $ 800 2,540 (1,740) 317.50% 5101 OFFICE SUPPLIES $ 4,830 3,816 1,014 79.00% 5111 OFFICE FURNITURE AND EQUIPMENT $ 1,050 6,533 (5,483) 622.16% 5112 TELEPHONE EQUIP. INSTALL. $ 315 315 0.00% 5121 DATA PROCESSING SOFTWARE & ACC $ 1,260 1,797 (537) 142.61% 5201 MATERIALS & SUPPLIES OPERATING $ 656 656 0.00% 5220 PURCHASED WATER $ 683 683 0.00% 5401 BOOKS, PUBLICATIONS, & SUBSCR. $ 1,050 2,077 (1,027) 197.82% 5412 DUES & MEMBERSHIPS $ 2,100 1,475 625 70.24% 6401 Machinery & Equipment $ TOTAL $ 1,300,004 $ 1,300,004 $ 706,416 $ 593,588 54.34% Note: Excludes Tax Collector commissions and TDC chargeoffs Adopted Budget FY 2023 $ 472,004 26,000 7,000 93,000 103,260 918 2,000 50,000 61,300 197,470 20,000 60,900 3,360 5,035 2,100 315 3,150 315 840 15,600 3,150 850 2,412 5,250 1,470 525 525 525 8,254 2,100 11,550 21,000 3,360 8,500 2,100 158 1,050 89,914 800 4,830 1,050 315 1,260 656 683 1,050 2,100

Discover The Palm Beaches FY23 Year-End Performance Measures 09/30/23

1 2 3 4 5 6

OBJECTIVE

STATUS

PERFORMANCE INDICATOR

9/30/2021 Actual

Advertising Impressions

Completed

Advertising Impressions

915,833,831 1,402,602,058 3,817,866,608

Unique Visitors to Web Site

Completed

Unique Visitors to Web Site

Consumer & Travel Industry Database increase

Completed

Consumer & Travel Industry Database increase

Earned Media Impressions

Completed

Earned Media Impressions

Social Engagement

Completed

Social Engagement

Booked Room Nights - Hotel lead Program

Completed

Booked Room Nights - Hotel lead Program

Group Level Booked Room Nights Convention Center Shared Group Level Actual FY Room Nights for 8 Convention Center Shared 7

9 10

Completed Completed

Group Level Booked Room Nights Convention Center Shared Group Level Actual FY Room Nights for Convention Center Shared

9/30/2022 Actual

9/30/2023 Actual

FY 2023 Goal

Percent of Goal

700,000,000

545.41%

N/A

405,353

419,118

432,707

410,000

105.54%

519,345,123

253,318,230

323,713,683

250,000,000

129.49%

6,069,010

14,885,913

26,960,967

7,000,000

385.16%

81,381

130,562

200,967

110,000

182.70%

43,115

44,697

50,161

50,000

100.32%

18,857

33,195

39,087

40,000

97.72%

Destination Reviews

Completed

Destination Reviews

122.50%

Destination Site Participation

Completed

Destination Site Participation

101

129

110

117.27%

Completed

Generate 12 million Owned Views/ Digital Footprint

19,384,883

15,291,492

19,488,910

14,000,000

139.21%

Generate 11 million Owned Views/ Digital 11 Footprint

4.L.

Cultural Council for Palm Beach County FY23 Year-End Performance Measures 09/30/23

PERFORMANCE INDICATOR Number of non-resident audiences (out-ofcounty) Number of resident audiences (in-county)

9/30/2021 Actual

9/30/2022 Actual

575,979 N/A

968,375 N/A

895,760 2,259,811

748,536 1,317,415

119.67% 171.53%

Total number of cultural audiences Estimated number of room nights for cultural tourists Room nights for creative professionals employed by cultural organizations

1,589,201

3,299,338

3,155,479

2,065,961

152.74%

132,658

225,512

208,216

172,455

120.74%

4,142

13,285

16,739

14,000

119.56%

764,316 33,932

813,812 44,686

1,128,719 61,804

900,000 50,000

125.41% 123.61%

Website sessions/visits (paid and organic) Tourist email database Partner referrals (clicks to organizations and tourism agencies)

60,341

72,388

92,547

75,000

123.40%

Earned PR impressions

N/A

N/A 4,223,165,058 3,000,000,000

140.77%

Social media impressions (organic) Co-op program packages sold Visitors to the Cultural Council

N/A 32 3,337

N/A 51 4,786

136.38% 130.00% 73.48%

OBJECTIVE Lead Palm Beach County's tourism marketing program by serving as expert to the cultural sector, stewarding funds and strategies that 1 attract key audiences. 2 Generate hotel room nights in Palm Beach County related to cultural tourism. Increase awareness of Palm Beach County as a cultural destination through intregrated advertising, marketing and public relations 3 efforts.

STATUS Completed Completed Completed

Expand co-op opportunities for cultural organization partners and hotels to increase their reach and market the destination.

Completed

Promote the Robert M. Montgomery, Jr. building as a cultural destination and informational hub for the county.

Completed

Expand co-op opportunities for cultural organization partners and hotels.

Completed

6 7

10 Variation Notes if +25% or -25% of goal

Number of resident audiences (in-county): This metric might have exceeded goal due to an increase in grant funding as well as recovery strategies implemented by individual cultural organizations post COVID-19. Total number of cultural audiences: This metric might have exceeded goal due to an increase in grant funding as well as recovery strategies implemented by individual cultural organizations post COVID-19. Website sessions/visit (paid and organic): Website metrics were over goal due to additional stimulus budget spent on digital advertising and an effective strategy. Earned PR Impressions: New performance measure for FY23. The Cultural Council exceeded its FY2023 goal thanks to two editorial articles that appeared on Forbes.com which has a very large audience (UVM: 65.9 million). The articles were a result of a FAM tour in early December 2022. Social Media Impressions (organic): We estimated conservatively for this performance measure (new as of FY23) and will adjust accordingly for future goals. Co-op program packages sold: The Council's FY23 co-op packages were created after listening to our cultural partners, who provided requests for particular placements. The Council also increased communications with the partners to make sure they were aware of the packages being offered, and the partners likely had more marketing dollars available due to the improvement in the tourism climate. The result was a very popular program, exceeding our goals by 30%. Visitors to the Cultural Council: Due to the pandemic as well as changes to Council programming, the number of visitors to the Council has not returned to 2019 numbers and our FY23 goal may have been set too high. However, it should be noted that actual visitation continues to improve year over year since 2021.

9/30/2023 Actual

681,901 78 5,878

FY 2023 Goal

500,000 60 8,000

Percent of Goal

Palm Beach County Sports Commission FY23 Year-End Performance Measures 09/30/23

Objective

Actual 9/30/2021

Actual 9/30/2022

Actual 9/30/2023

FY 2023 Goal

Percent of Goal

STATUS

Performance Indicator

Generate sports related room nights.

Completed

Total Room Nights

230,342

293,822

314,333

258,500

121.60%

Submission of bids/proposals for tourism events

Completed

Bids Submitted or Assisted

102

112

125

89.60%

Organize site visits to recruit events/activities to Palm Beach County

Completed

Site Visits

108.89%

Host or supported sports events/activities

Completed

Sports Commission Hosted Events

149

178

196

162

120.99%

Host events that promote Palm Beach County through national or international television coverage.

Completed

Hosted events with a nationally/global televised broadcast

105.26%

New sporting events actual room nights

Completed

Hosted non-repeat events creating new room nights

49,320

78,863

90,332

37,500

240.89%

7 *The Commission set a new standard for room nights by growing tourism production from partners and the successful recruitment and relocation of national /global sports events. * The Commission greatly surpassed its new event room night goal by winning bids for game-changing sports events, which generated tens-of-thousands of room nights.

Palm Beach County Film and Television Commission FY23 Year-End Performance Measures 09/30/23 Goal status is considered complete when the minimum 75% threshold is reached. OBJECTIVE

STATUS*

PERFORMANCE INDICATOR

9/30/2021 Actual

9/30/2022 Actual

9/30/2023 Actual

FY 2023 Goal

Percent of Goal

Collect and monitor production revenue (dollars spent in PBC)

Production Revenue (In Completed the Millions)

$195.90 $223.40 $244.76 $217.00 112.79%

Generate Hotel Room Nights

Completed Hotel Room Nights

11,238

11,303

19,427

20,000

97.14%

Issue Film Permits

Completed Permits Issued

372

302

322

335

96.12%

Provide professional assistance to other projects not required to pull Non-Permitted Completed Productions a film permit.

263

196

183

237

77.22%

Generate Production Leads*

Incomplete Total Leads

318

237

172

270

63.70%

Response to Leads**

Incomplete Lead Responses

312

232

172

270

63.70%

119

128

164

123 133.33%

26,939

22,779

28,450

Develop new tourism based TV shows. Projects within this category include in-development, Secure tourism based TV Completed shows in-production and/or aired. Generate unique visitors to the Completed Website Unique Visitors website.

29,580

96.18%

* The FTC did not meet the goal of generating production leads due to the widespread adoption of available technology within the industry. The utilization of digital location databases, such as the comprehensive locations library on the FTC’s website, coupled with tools like Google Earth, has provided production companies with greater accessibility to scout potential filming locations virtually and/or independently. ** Not completing the goal of responding to leads goes hand-in-hand with the fact that the total number of generated leads is down as descibed above.

Palm Beach County Convention Center FY23 Year-End Performance Measures 09/30/23

OBJECTIVE

Objective

PERFORMANCE INDICATOR

Status

1 2

Achieve targeted gross rental revenue of $2,300,000 Realize F&B net sales of $1,620,000

Completed Completed

1 2

Group Level Booked Room Nights Convention Center Shared 50,000

Completed

Group Level Actual FY Room Nights Convention Center Shared 40,000

Total number of events-178

Number of Events Meetings, Conventions, & Shows-128

Number of Food & Beverage Banquets-50

Did Not Complete Did Not Complete Did Not Complete Did Not Complete

Performance Indicator Gross Rental Revenue Net Sales Food and Beverage Group Level Booked Room Nights Convention Center Shared Group Level Actual FY Room Nights Convention Center Shared

9/30/2021 9/30/2022 Actual Actual $ 1,097,308 $ 2,431,212 $ 46,103 $ 1,535,892

9/30/2023 Goal $ 2,300,000 $ 1,620,000

FY 2023 Actual $ 2,935,168 $ 2,558,858

Percent of Goal 127.62% 157.95%

43,115

44,697

50,000

50,161

100.32%

18,857

33,195

40,000

39,087

97.72%

Total Number of Events

127

178

147

82.58%

Number of Events Meetings, Conventions, & Shows

128

115

89.84%

Number of Food & Beverage Banquets

64.00%

• The PBCCC recorded the strongest fiscal year in the facilities 20 year history. • Booked Room Nights for future years was on target and the Actualized Room Night goal for 2023 was only off by 3%. • While the total number of events and events by category fell short in 2023, the revenue per event and revenue by event category was extremely strong, which produced record overall revenue numbers for the PBCCC.

DISCOVER PALM BEACH COUNTY FY2023 SBE REPORT Total Simulus Expenditures for FY 2023

11,999,000

Total Contract Expenditures for FY 2023

14,196,698

Less non-discretionary items: Salaries & Related Expenses Direct Advertising Trade Shows/Sales Missions Familiarization Tours/DR Contracted Marketing Services Membership/Registration Fees Postage Professional Seminars & Conferences Other Administrative Expenses Total non-Discretionary Spending:

6,398,643 14,675,724 1,230,749 1,406,350 1,149,259 557,540 11,365 67,016 301,529 25,798,176

Total Net Spending Total PBC SBE Expenditures Holyfield & Thomas LLC Bus One LLC Banyan Printing

397,523

$39,400 $15,630 $45,075

100,105 % of PBC SBE to Total Net Spending:

25%

4.M.

CULTURAL COUNCIL OF PALM BEACH COUNTY - SBE ANNUAL REPORT-2023 October 1, 2022 through September 30, 2023 2023 Total Contract Reimbursed Stimulus Funding

$ $ $

Less Non Discretionary Items Salaries & payroll related items. Advertising contracts & PR contracts Stimulus Agency service/web design Events & Conferences Printing Postage Mileage, conference travel & lodging Equipment Leases R&M agreements Membership/subscriptions Telephone/Internet Insurance & Payroll fees Overhead/building

Net Available for Discretionary Spending

1,056,809.68 889,239.16 1,924,934.90 113,236.02 44,718.13 2,154.03 608.79 20,278.21 3,947.69 6,790.72 34,827.35 6,889.89 29,195.22 75,000.00 4,208,629.79 $

SBE Vendors Banyan Decision Support Partners Holyfield & Thomas Jetty Productions Inc. Total SBE vendor expenses

Certified SBE Expenditures as a % of Net

O:\Finance\SBE\SBE2023\SBE 2023 V5.xlsx

2,469,613.74 1,957,672.64 4,427,286.38

218,656.59

9,185.86 28,374.00 19,810.00 2,700.00 $

60,069.86

27.47%

Palm Beach County Sports Commission Small Business Enterprises (SBE) FY23 Report Contract Year to Date Expenditures: Less: Non-discretionary items Personnel Business Development Digital Media Advertising Event Servicing Event Hosting Coop Marketing Travel & Per Diem Marketing Research Insurance Expense Trade Shows Rent - Office Equipment Registration Fees Network Maintenance Website Hosting Entertainment Repair and Maint - Equipment Publications & Subscriptions Computer Hardware Dues & Memberships Travel - Mileage Reimbursement Familiarization Tour Rent - Storage Telephone & Internet Computer Software Bank Fees Postage Continuing Ed -Seminars Rent - Facility Sub Total

1,983,090

1,179,079 305,673 55,655 30,688 79,359 14,718 56,474 17,461 18,193 18,199 15,413 6,719 5,543 12,487 14,600 4,286 5,833 3,554 7,757 8,634 2,153 1,482 1,150 967 2,500 798 1,869,376

Net Amount Available for Discretionary Spending Certified SBE Expenditures Mark Escoffery, CPA Dan Allegretti, P.A. Banyan Printing Sub Total Certified SBE Expenditures as a % of Net

113,714

15,640 4,500 3,732 23,872 21%

Palm Beach County Film and Television Commission, Inc. SBE Report FY23

Expenses Personnel Wages & Salaries Employee Benefits Payroll Taxes Contract Labor

Marketing & Promotion Fulfillment (Postage) Printing & Binding Sales & Promotion Consumer Trade Shows Promotional Items Advertising Collateral Public Relations/Website Development & Sponsorship Marketing & Digital Media

General & Administration Legal Ins (GL, D&O, WC, Crime) Audit/990 Tax Prep Other Admin Expenses Communication Services Network Expense Office Supplies Office Furn & Equipment DP Software & Accessories Books, Pubs & Subscriptions Dues & Memberships Machinery & Equipment Travel & Per Diem

Sub Total:

Non-Discretionary

473,902 95,081 37,187 167,225 773,395

2,526 268 864 4,583 3,115 20,512 7,034 3,779 35,000 27,000 104,681

2,526

888 7,792 16,700 5,506 2,688 11,613 3,466 7,714 3,132 2,122 5,684 8,758 648

Discretionary

268 864 4,583 3,115 20,512 7,034 3,779 35,000 63,485

27,000 41,196

888 7,792 16,700 5,506 2,688 11,613 3,466 7,714 3,132 2,122 5,684 8,758 648

76,710

39,185

37,525

954,786

876,065

78,722

638,490

1,593,276

876,065

Stimulus Stimulus Total Expenses

Certified SBE Expenditures: Alpha Graphics Banyan Printing Everglades Trading Holyfield & Thomas

% of Certified SBE to Net

759 447 2,356 16,700 20,262

26%

(Goal is 20%)

78,722

Palm Beach County Convention Center Small Business Enterprises (SBE) Expenditures Fiscal Year 2023 as of 09/30/2023 (Unaudited)

Total Indirect Operating Expenses Reimbursed Total Tourism Stimulus Campaign Funds (per County Report) Subtotal

$ $ $

5,110,373 213,231 5,323,604

Less: Non-Discretionary Items Tourism Stimulus Campaign Funds (per County Report) Payroll and Personnel Expenses Advertising (Nat'l & State exposure) Training Palm Beach County FDO/ESD oversight Building Repairs & Maintenance Building Supplies (incl Fuel) Equipment Repairs Service Agreements Liability Insurance Licenses & Permits (Local / State / Federal) Management Fee Administrative Office Expenses (proctive, postage, bank fees, telephone, data processing) Meetings / Travel / Associations / Entertainment Overhead Expense Utilities Printing (Amano McGann garage system supplies) Internal Capital Total Non-Discretionary Items

$ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $

213,231 3,014,860 13,114 224 93,000 2,522 7,073 10,872 204,212 37,188 975 259,015 39,158 13,609 3,031 999,308 4,165 21,703 4,937,261

Net Discretionary Operating Expenses

386,343

$ $ $ $ $ $ $ $ $ $ $ $ $

23,111 29,395 964 10,700 6,561 5,549 2,200 -

78,480

SBE Expenses Plusco Supply A Cut Above Landscape & Irrigation Above The Mark Palm Beach Landscape Able Plumbing Stratus Building Solutions Holyfield & Thomas (auditors) Alpha Graphics Lite USA Banyan Printing Protect Video Dias Protection Services Stitch Works Plus

Expiration Date 7/10/2026 7/7/2026 5/16/2026 4/11/2026 4/2/2026 3/28/2026 2/14/2026 5/14/2025 7/30/2025 11/15/2024 10/5/2025 10/5/2024 recertifying

Total SBE Expenses SBE Percent of Net Discretionary Operating Expenses

20.3% 15% Goal

57,951.52

25% Goal

96,585.86

Palm Beach County Food and Beverage Small Business Enterprises (SBE) FY23 Report

Ovations Food Services dba OVG Hospitality Total Sales & Other Income: FY 2023

6,694,644

Less Non Discretionary Items: County Profit/Return Spectra FS & H Share Salary & Benefits Advertising (reserve fund) Travel Insurance/Bond Cost of Sales Alcohol County/State Licenses Computer/Software Ads Internal Bills to Global Spectrum Bad Debt Write Off Sub-total Net Amount for Discretionary Spending:

2,297,121

$ $

1,688,456 100,065

$ 58,201 $ 1,200,613 $ 51,962 $ 13,792 $ 7,048 $ $ 196,284 $ 2,923 $ 5,616,464.72 $

1,078,179.59

Certified SBE Expenditures Total

485,907.85

Oceana Coffee Ganache Bakery Mark Escoffery PA Catering CC Inc. Fosters BBQ Happylicious LLC Trindy Gourmet Kakes by Kesline

$ $ $ $ $ $ $ $

194,614 20,534 10,000 23,974 18,293 12,479 205,514 500.00

5. OLD BUSINESS

To: Tourist Development Council Fr: Emanuel Perry EP Date: February 7, 2023 Topic: TDC Dashboard February Report–Activity December and FYTD 2024 Bed Tax Collections: December 2023 collected in January @ $8.6M compared to the same month last year @ 8.3M was an increase of 4%. Actual December was (6%) below Budget and 38% above the prior month @ $6.2M. Actual December was 8% higher than 2022. Revenue from non-hotels continue to support Bed Tax Collection. FYTD24 Collections @ $23M, were lower than last fiscal year to date $24M by (2%). Fiscal Year to Date collections @ $23M is (4%) below of the Approved Budget. FYTD collections of $23M, 11% higher than FYTD 2022 collections. _____________________________________________________________________________________ Highlights Key Room Metrics: Rooms Sold for December. 402,186 (1%) lower than last year Rooms Available for December. 590,581 1% higher than last year Hotel Rooms Active Today in the County 19,051 _____________________________________________________________________________________ Occupancy December 2023 68.1% (1%) down over last year Occupancy December 2022 68.8% Occupancy December 2021 70.1% Average Daily Rate December $283.03 (1%) lower than Last Year; 3% above 2021 Revenue/Available Room December 2023 $192.78 lower than the prior Dec. by (2%) _____________________________________________________________________________________ Hotel Room Net Sales FY24 Year over Year Dec. Decreased (1%) @ $111M vs $112M Non- Hotel Room Sales FY24 Year over Year Dec. Increased 27% @ $32M vs $25M Hotel Room Net Sales FYTD 2024 Non- Hotel Room Sales FYTD 2024

Decreased (4%) @ $322M vs $334M Increased 18% @ $76M vs $64M

FYTD 2024 Taxable Revenues Fiscal Year over FY2023 No Change 0% @ $399M vs $399M FYTD 2024 Taxable Revenues Fiscal Year over FY2022 Increased 17% @ $399M vs $341M _____________________________________________________________________________________ Palm Beach International Traffic: Total Passengers Dec. 2023 771,420 14% higher than Dec. 2022 Total Estimated Seat Capacity 1,014,243 28% higher than Dec. 2022 PBI Passengers 12 Month Rolling 7,766,225 17% increase to last year same period _____________________________________________________________________________________ Leisure & Hospitality Employment for Dec. 96,200 4% higher than the same month last year Hotel Employment 11,600 3% higher than last year F&B 62,000 3% higher than last year Arts & Entertainment 22,600 6% higher than last year

5.A.1 Palm Beach County Tourist Development Council 2195 Southern Boulevard, Suite 500, West Palm Beach, Florida 33406 D-(561) 233-3130 D-FACSIMILE (561) 233-3113

Tourist Development Council Dashboard Current Fiscal Month 2024 vs. 2023 Fiscal Month 5.A.1 Monthly Gross Bed Taxes Collections (All)

Month-Net Rental Revenue $25,348,246

$32,118,881

$125,000,000

$10,000,000

$100,000,000

$8,000,000

$75,000,000 $50,000,000

$112,102,421

$110,843,505

$9,203,327

$8,269,372

$8,613,147

December-22

December-23

$6,000,000

$4,000,000

$25,000,000

$2,000,000

December-22 December-23 Net Non-Hotel Room Revenues Net Hotel Room Revenues

December 2023 Net Hotel Sales decreased (1%) over Last Year Non-Hotel Sales increased 27% over Last Year

January Collections for December 2023 increased 4% over Last Year and over last Month increased 38%; (6%) below Budget

Gross Room Nights Available

Gross Monthly Room Nights Sold 700,000

500,000 400,000

December-23 Budget

407,308

402,186

600,000

586,055

590,581

December-22

December-23

500,000

300,000

400,000 300,000

200,000

200,000 100,000

100,000

December-22

December-23

December 2023 Hotel Room Nights Sold decreased (1%) over the same month Last Year.

Monthly PBIA Passengers 900,000 800,000

700,000

771,420 679,545

600,000 500,000 400,000 300,000

200,000 100,000 0

December-22

December-23

December 2023 Passengers through PBI increased 14% over the same month Last Year.

December 2023 Hotel Room Nights Available for Sale increased 1% over Last Year. 19,051 Rooms Open.

Monthly PBIA Passenger Capacity 1,200,000 1,100,000 1,000,000 900,000 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0

1,014,243 791,906

December-22

December-23

December 2023 Est. Seat Capacity at PBI increased 28% over the same month Last Year.

PBC TDC Monthly Scorecard December FY2024 Report-Dec. 2024 vs 2023

Tourist Development Council Dashboard Fiscal Year 2024 vs. 2023 5.A.1 FY2024 Gross Bed Taxes Collections (All)

FY2024 Net Rental Revenue $450,000,000 $400,000,000 $350,000,000 $300,000,000 $250,000,000 $200,000,000 $150,000,000 $100,000,000 $50,000,000 $0

$64,583,032

$76,208,904

$27,000,000 $24,000,000

$24,041,796

$23,459,651

2023 Fiscal Year

2024 Fiscal Year

$24,357,964

$21,000,000 $18,000,000

$334,200,782

$322,479,387

$15,000,000 $12,000,000 $9,000,000 $6,000,000

2023 Fiscal Year

2024 Fiscal Year

Net Non-Hotel Room Revenues Net Hotel Room Revenues

$3,000,000

$0 Approved FY24 Budget

FYTD 2024 Hotel Net Sales decreased (4%) over Last Year Non-Hotel Sales increased 18% over Last Year

FYTD 2024 Collections decreased (2%) over Last Year compared to FYTD 2024 Budget decreased by (4%)

FY2024 Room Nights Sold

FY2024 Room Night Inventory Available

1,800,000 1,600,000

1,539,398

1,474,426

1,400,000

2,700,000 2,400,000

2023 Fiscal Year

2024 Fiscal Year

1,800,000

1,000,000

1,500,000

800,000

1,200,000

600,000

900,000

400,000

600,000

200,000

300,000

2023 Fiscal Year

2024 Fiscal Year

FYTD 2024 Hotel Room Nights Sold decreased (4%) over Last Year

FYTD 2024 Hotel Room Nights Available for Sale increased 2% from Last Year

Leisure & Hospitality Jobs

PBI Passengers 12 Mth Rolling Total 120,000

9,000,000 7,000,000

2,324,225

2,100,000

1,200,000

8,000,000

2,277,708

7,766,225 6,640,043

100,000 80,000

6,000,000

5,000,000

11,300

11,600

21,400

22,600

60,200

62,000

December-22

December-23

Arts, Entertainment, and Recreation F&B

60,000

4,000,000 3,000,000

40,000

2,000,000

Accommodations

20,000

1,000,000 0

December-22

December-23

December 2023 Passengers Through PBI is up 17% over Previous 12 Month Rolling Actuals

December 2023 at 96,200 up 4% over Last Year; F&B at 62,000 increased 3%; Arts & Entertainment at 22,600 increased 6%; Hotels at 11,600 up 3%

PBC TDC Monthly Scorecard December FY2024 Report-Dec. 2024 vs 2023

Tourist Development Council Dashboard Current Fiscal Month 2024 vs. 2022 Fiscal Month 5.A.1 Monthly Gross Bed Taxes Collections (All)

Month- Net Rental Revenue $140,000,000

$22,417,067

$32,118,881

$9,000,000

$120,000,000

$8,000,000

$100,000,000

$7,000,000

$80,000,000

$6,000,000

$60,000,000 $40,000,000

$106,948,316

$110,843,505

$8,269,372

December-23

December-22

$5,000,000 $3,000,000

$2,000,000

December-21 December-23 Net Non-Hotel Room Revenues Net Hotel Room Revenues

December 2023 Net Hotel Sales increased 4% over December 2021, Non-Hotel Sales increased 43% over December 2021.

Gross Monthly Room Nights Sold 600,000

400,000

$8,613,147

$4,000,000

$20,000,000

500,000

$7,958,732

$1,000,000

December-21

January Collections for December 2023 were 8% above December 2021 and 4% above December 2022.

Gross Room Nights Available 700,000 600,000

400,133

402,186

570,803

590,581

December-21

December-23

500,000

400,000

300,000

200,000

100,000

December-21

December-23

December 2023 Hotel Room Nights Sold increased 1% over December 2021.

December 2023 Hotel Room Nights Available for Sale increased 4% over December 2021. 19,051 Rooms Open.

Monthly PBIA Passengers

Monthly PBI Estimated Seats

900,000

771,420

800,000 700,000

628,090

600,000

500,000 400,000 300,000 200,000 100,000 0

December-21 Dec-19

December-23 Dec-22

December 2023 Passengers through PBI increased 23% over December 2021 for the same month

1,200,000 1,100,000 1,000,000 900,000 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0

1,014,243 806,355

December-21

December-23

December 2023 Est. Seat Capacity at PBI increased 26% over December 2021.

PBC TDC Monthly Scorecard December FY2024 Report-Dec. 2024 vs 2022

Tourist Development Council Dashboard Fiscal Year 2024 vs. 2022 5.A.1 FY2024 Gross Bed Taxes Collections (All)

FY2024 Net Rental Revenue $76,208,904

$400,000,000

$350,000,000

$56,234,365

$28,000,000

$300,000,000

$24,000,000

$250,000,000

$23,459,651

$24,041,796

2024 Fiscal Year

2023 Fiscal Year

$20,000,000

$200,000,000 $150,000,000

$21,063,960

$285,038,226

$322,479,387

$16,000,000

$100,000,000

$12,000,000

$50,000,000

$8,000,000

$0 2022 Fiscal Year

2024 Fiscal Year

$4,000,000

Net Non-Hotel Room Revenues Net Hotel Room Revenues

$0 2022 Fiscal Year

FYTD 2024 Net Hotel Sales increased 13% over 2022, Non-Hotel Sales 36% higher than FYTD 2022

FYTD 2024 Collections increased 11% over FYTD 2022, and (2%) lower than FYTD 2023

FY2024 Room Nights Sold

FY2024 Room Night Inventory Available

1,800,000 1,600,000 1,400,000

1,474,426

1,390,170

1,200,000

1,000,000 800,000 600,000 400,000 200,000 0

2022 Fiscal Year

2024 Fiscal Year

FYTD 2024 Hotel Room Nights Sold increased 6% over FYTD 2022

2,600,000 2,400,000 2,200,000 2,000,000 1,800,000 1,600,000 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 0

7,766,225

8,000,000 7,000,000

6,000,000

2,324,225

2022 Fiscal Year

2024 Fiscal Year

FYTD 2024 Hotel Room Nights Available for Sale increased 4% from same period 2022

Leisure & Hospitality Jobs

PBI Passengers 12 Mth Rolling Total 9,000,000

2,234,321

120,000

100,000

5,260,748

80,000

5,000,000

60,000

4,000,000

8,700

11,600

22,200

22,600

Arts, Entertainment, and Recreation

40,000

3,000,000 2,000,000

20,000

Accommodations

58,500

62,000

F&B

1,000,000 0

December-21

December-23

December-21 December-23

December 2023 at 96,200 up 8% over 2021 December FYTD 2024 Passengers Through PBI increased F&B at 62,000 up 6%; Arts & Entertainment at 22,600 up 48% over FYTD 2022 12 Month Rolling Actuals 2%; Hotels at 11,600 up 33% from 2021 PBC TDC Monthly Scorecard December FY2024 Report-Dec. 2024 vs 2022

PALM BEACH COUNTY Tourist Development Council Bed Tax Collections

GROSS COLLECTIONS MONTH: INDUSTRY (COLLECTION) SEP (OCT) OCT (NOV) NOV (DEC) DEC (JAN) JAN (FEB) FEB (MAR) MAR (APR) APR (MAY) MAY (JUN) JUN (JUL) JUL (AUG) AUG (SEP) TOTAL FISCAL

YR TO YR 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 % CHANGE 1,405,509 1,370,952 1,621,608 1,973,649 2,178,273 2,438,227 2,461,559 2,214,097 1,978,098 2,987,573 3,997,667 3,533,342 -11.61% 1,785,170 1,635,182 1,857,806 1,989,072 2,725,682 3,083,157 3,303,783 3,314,441 1,996,505 4,522,098 5,453,162 5,074,482 -6.94% 1,794,668 2,516,341 2,751,115 3,640,904 3,594,244 4,200,587 4,035,601 4,372,073 2,444,609 5,595,556 6,321,595 6,238,680 -1.31% 3,187,043 3,323,289 3,785,958 4,777,922 4,875,807 5,731,320 5,630,298 6,089,984 3,800,639 7,958,732 8,269,372 8,613,147 4.16% 3,453,672 3,576,572 5,065,319 5,005,030 5,159,226 5,870,815 6,219,210 6,889,246 4,140,905 7,641,298 9,242,905 N/A 4,006,494 5,107,085 6,140,424 6,621,872 6,436,528 7,435,071 7,025,626 7,788,461 5,016,312 9,940,983 11,215,796 N/A 4,656,021 4,746,723 6,690,922 7,868,716 7,734,850 7,768,676 7,895,698 4,406,423 7,334,261 11,422,604 12,050,103 N/A 2,851,113 3,408,662 4,416,637 4,257,059 4,453,561 5,266,893 5,369,516 1,044,080 6,190,058 8,585,252 8,143,081 N/A 2,125,978 2,480,364 3,002,756 3,231,119 3,314,631 3,532,056 3,673,563 1,567,309 5,145,606 6,198,430 5,950,418 N/A 1,830,471 1,910,875 2,512,755 2,643,059 2,933,218 3,031,361 2,883,950 1,877,388 4,579,048 4,488,164 4,757,684 N/A 1,818,223 1,795,741 2,468,872 2,802,300 2,902,478 2,814,249 3,122,264 1,908,008 4,730,560 4,425,280 4,774,673 N/A 1,609,331 1,970,481 2,422,236 2,307,485 2,226,361 2,655,543 2,581,689 1,840,212 3,648,087 4,051,190 4,013,942 N/A $30,523,693 $33,842,267 $42,736,409 $47,118,186 $48,534,859 $53,827,955 $54,202,757 $43,311,723 $51,004,689 $77,817,161 $84,190,398 $23,459,651 N/A

YTD % CHANGE -11.61% -8.92% -5.87% -2.42% N/A N/A N/A N/A N/A N/A N/A N/A N/A

NET COLLECTIONS MONTH: INDUSTRY (COLLECTION) SEP(OCT) OCT (NOV) NOV (DEC) DEC (JAN) JAN (FEB) FEB (MAR) MAR (APR) APR (MAY) MAY (JUN) JUN (JUL) JUL (AUG) AUG (SEP) TOTAL FISCAL

YR TO YR 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 % CHANGE 1,384,427 1,350,387 1,597,284 1,944,045 2,145,599 2,401,654 2,424,636 2,180,886 1,948,426 2,942,759 3,937,702 3,480,342 -11.61% 1,758,392 1,610,654 1,829,939 1,959,236 2,684,797 3,036,909 3,254,226 3,264,725 1,966,557 4,454,267 5,371,364 4,998,365 -6.94% 1,767,748 2,478,596 2,709,849 3,586,290 3,540,330 4,137,578 3,975,067 4,306,492 2,407,940 5,511,623 6,226,771 6,145,100 -1.31% 3,139,237 3,273,440 3,729,168 4,706,253 4,802,670 5,645,350 5,545,843 5,998,634 3,743,630 7,839,351 8,145,332 8,483,950 4.16% 3,401,867 3,522,924 4,989,339 4,929,954 5,081,838 5,782,752 6,125,922 6,785,908 4,078,792 7,526,678 9,104,261 N/A 3,946,397 5,030,479 6,048,317 6,522,543 6,339,980 7,323,545 6,920,242 7,671,634 4,941,067 9,791,868 11,047,559 N/A 4,586,181 4,675,522 6,590,558 7,750,685 7,618,827 7,652,146 7,777,262 4,340,327 7,224,248 11,251,265 11,869,351 N/A 2,808,346 3,357,532 4,350,388 4,193,203 4,386,757 5,187,889 5,288,974 1,028,419 6,097,207 8,456,473 8,020,934 N/A 2,094,088 2,443,159 2,957,714 3,182,652 3,264,911 3,479,075 3,618,460 1,543,799 5,068,422 6,105,454 5,861,162 N/A 1,803,014 1,882,212 2,475,064 2,603,413 2,889,219 2,985,891 2,840,691 1,849,227 4,510,362 4,420,841 4,686,319 N/A 1,790,950 1,768,805 2,431,839 2,760,266 2,858,941 2,772,036 3,075,430 1,879,388 4,659,602 4,358,901 4,703,052 N/A 1,585,191 1,940,924 2,385,903 2,272,873 2,192,966 2,615,710 2,542,964 1,812,609 3,593,366 3,990,422 3,953,733 N/A $30,065,838 $33,334,633 $42,095,363 $46,411,412 $47,806,836 $53,020,535 $53,389,716 $42,662,047 $50,239,619 $76,649,903 $82,927,542 $23,107,756 N/A

5.A. - 1.a.

YTD % CHANGE -11.61% -8.92% -5.87% -2.42% N/A N/A N/A N/A N/A N/A N/A N/A N/A

6. NEW BUSINESS

CONTRACT FOR Tourism Master Plan Consultant (Contract No. 23-104/LAC) This Contract No.23-104/LAC is made as of this day of , 2024, by and between Palm Beach County, a political subdivision of the State of Florida, by and through its Board of Commissioners, hereinafter referred to as the COUNTY, and Conventions, Sports, Leisure International LLC, a limited liability company, authorized to do business in the State of Florida, hereinafter referred to as the CONTRACTOR. In consideration of the mutual promises contained herein, the COUNTY and the CONTRACTOR agree as follows: ARTICLE 1 - SERVICES The CONTRACTOR’s responsibility under this Contract is to develop a tourism master plan to the Tourism Development Council in accordance with Exhibit A, Scope of Work/Services, and Exhibit B, CONTRACTOR’s proposal dated September 5, 2023 both of which are attached hereto and incorporated herein. The COUNTY’s representative/liaison during the performance of this Contract shall be Emanuel Perry, Director of Tourist Development Council, telephone number (561) 2333066 or designee. The CONTRACTOR’s representative/liaison during the performance of this Contract shall be Richard Cutting-Miller, Vice President, Tourism Strategy, telephone number (646) 3380300. ARTICLE 2 - ORDER OF PRECEDENCE Conflicting provisions hereof, if any, shall prevail in the following descending order of precedence: (1) the provisions of the Contract, including Exhibits A and C; (2) the provisions of RFP No. 23-104/LAC and all Amendments thereto, which are incorporated into and made a part of this Contract; (3) Exhibit B, CONTRACTOR’s proposal dated September 5, 2023; and (4) all other documents, if any, cited herein or incorporated herein by reference. ARTICLE 3 - SCHEDULE The CONTRACTOR shall commence services on February 27, 2024 and complete all services by February 26, 2026. Reports and other items shall be delivered and/or completed in accordance with Exhibit A.

6.A. 1

ARTICLE 4 - PAYMENTS TO CONTRACTOR A.

The total amount to be paid by the COUNTY under this Contract for all services and materials shall not exceed a total contract amount of Five Hundred Fifty Thousand Dollars and no cents ($550,000.00). Paid in four (4) phases as follows: Phase 1: One Hundred Thirty-Seven Thousand Six Hundred Thirty Four Dollars and no cents ($137,634.00) includes completion of Project Kick-off & Project Planning, Initial Steering Committee Workshop and Leveraging Important Plans & Research. Phase 2: One Hundred Thirty-Seven Thousand Six Hundred Thirty Four Dollars and no cents ($137,634.00) includes completion of Stakeholder & Resident Engagement, Destination Benchmarking, Destination Branding, Marketing, & Messaging Assessment. Phase 3: One Hundred Thirty-Seven Thousand Six Hundred Thirty Four Dollars and no cents ($137,634.00) includes completion of Destination Assessment – Diversity, Equity, Inclusion, & Accessibility, Destination Assessment - Sustainability, Situational Analysis, Visioning Workshops & Draft Recommendations. & Phase 4: One Hundred ThirtySeven Thousand Six Hundred Thirty Four Dollars and no cents ($137,634.00) includes completion of Implementation Plan Delivered and Tourism Master Plan Delivered. The CONTRACTOR shall notify the COUNTY’s representative, in writing, when ninety percent (90%) of the “not-to-exceed amount” has been reached. The CONTRACTOR will bill the COUNTY upon completion of each Phase. Where incremental billings for partially completed items are permitted, the total billings shall not exceed the estimated percentage of completion as of the billing date.

CONTRACTOR shall send ALL ORIGINAL invoices to: PALM BEACH COUNTY FINANCE DEPT., P.O. BOX 4036, WEST PALM BEACH, FL 33402-4036, with a copy to the COUNTY’s representative. Invoices received from the CONTRACTOR pursuant to this Contract will be reviewed and approved by the COUNTY’s representative, indicating that services have been rendered in conformity with the Contract. Approved invoices will be sent to the Finance Department for payment. Invoices will normally be paid within thirty (30) days following approval by the COUNTY’s representative. Invoices submitted on carbon paper shall not be accepted. In order for the COUNTY to make payment, the CONTRACTOR must ensure that the following information included on Appendix B, Business Information, of Exhibit _, CONTRACTOR’s proposal, must be exactly the same as it appears on the invoice and in the COUNTY’s Vendor Self Service (VSS) System, which can be accessed at https://pbcvssp.co.palmbeach.fl.us/webapp/vssp/AltSelfService: Vendor’s Legal Name, Vendor’s Address, and Vendor’s TIN/FEIN Number.

Final Invoice: In order for both parties herein to close their books and records, the CONTRACTOR will clearly state “final invoice” on the CONTRACTOR’s final/last billing to the COUNTY. This shall constitute CONTRACTOR’s certification that all services have been properly performed and all charges and costs have been 2

invoiced to the COUNTY. Any further charges, if not properly included on this final invoice, are waived by the CONTRACTOR. E.

In order to do business with Palm Beach County, CONTRACTORS are required to create a Vendor Registration Account OR activate an existing Vendor Registration Account through the Purchasing Department’s Vendor Self Service (VSS) System, which can be accessed at https://pbcvssp.co.palmbeach.fl.us/webapp/vssp/AltSelfService. If CONTRACTOR intends to use subcontractors/subconsultants, CONTRACTOR must also ensure that all subcontractors/subconsultants are registered as contractors/consultants in VSS. All subcontractor/subcontractor agreements must include a contractual provision requiring that the subcontractor/subconsultant register in VSS. COUNTY will not finalize a contract award until the COUNTY has verified that the CONTRACTOR and all of its subcontractors/subconsultants are registered in VSS.

ARTICLE 5 - PALM BEACH COUNTY OFFICE OF THE INSPECTOR GENERAL AUDIT REQUIREMENTS Pursuant to Palm Beach County Code, Section 2-421 - 2-440, as amended, Palm Beach County’s Office of Inspector General is authorized to review past, present and proposed COUNTY contracts, transactions, accounts, and records. The Inspector General’s authority includes, but is not limited to, the power to audit, investigate, monitor, and inspect the activities of entities contracting with the COUNTY, or anyone acting on their behalf, in order to ensure compliance with contract requirements and to detect corruption and fraud. Failure to cooperate with the Inspector General or interfering with or impeding any investigation shall be a violation of Palm Beach County Code, Section 2-421 – 2-440, and punished pursuant to Section 125.69, F.S., in the same manner as a second degree misdemeanor. ARTICLE 6 - TRUTH-IN-NEGOTIATION CERTIFICATE/MOST FAVORED CUSTOMER Signature of this Contract by the CONTRACTOR shall also constitute the execution of a truth-in-negotiation certificate certifying that the wage rates, over-head charges, and other costs used to determine the compensation provided for in this Contract are accurate, complete, and current as of the date of the Contract and no higher than those charged the CONTRACTOR’s most favored customer for the same or substantially similar service. The said rates and costs may be adjusted to exclude any significant sums should the COUNTY determine that the rates and costs were increased due to inaccurate, incomplete, or noncurrent wage rates or due to inaccurate representation(s) of fees paid to outside contractors. The COUNTY shall exercise its rights under this Article 6 within three (3) years following final payment. Furthermore, the CONTRACTOR warrants that the price(s) may not exceed the CONTRACTOR’s price(s) extended to its most favored customer for the same or similar goods or services in similar quantities, or the current market price, whichever is lower. In 3

the event the CONTRACTOR offers more favorable pricing to one of its customer(s), the CONTRACTOR may extend to the COUNTY the same pricing or the then current market price, whichever is lower. ARTICLE 7 - TERMINATION A.

This Contract may be terminated by the CONTRACTOR upon sixty (60) days prior written notice to the COUNTY in the event of substantial failure by the COUNTY to perform in accordance with the terms of this Contract through no fault of the CONTRACTOR.

This Contract may also be terminated, in whole or in part, by the COUNTY, with cause upon five (5) business days written notice to the CONTRACTOR or without cause upon ten (10) business days written notice to the CONTRACTOR. Unless the CONTRACTOR is in breach of this Contract, the CONTRACTOR shall be paid for services rendered to the COUNTY’s satisfaction through the date of termination.

After receipt of a Termination Notice, except as otherwise directed by the COUNTY, in writing, the CONTRACTOR shall: 1.

Stop work on the date and to the extent specified.

Terminate and settle all orders and subcontracts relating to the performance of the terminated work.

Transfer all work in process, completed work, and other materials related to the terminated work to the COUNTY.

Continue and complete all parts of the work that have not been terminated.

ARTICLE 8 - PERSONNEL The CONTRACTOR represents that it has, or will secure at its own expense, all necessary personnel required to perform the services under this Contract. Such personnel shall not be employees of or have any contractual relationship with the COUNTY. All of the services required hereinunder shall be performed by the CONTRACTOR, or under its supervision, and all personnel engaged in performing the services shall be fully qualified and, if required, authorized or permitted under state and local law to perform such services. Any changes or substitutions in the CONTRACTOR’s key personnel, as may be listed in Exhibit B, CONTRACTOR’s proposal, attached hereto and incorporated herein, must be made known to the COUNTY’s representative and written approval must be granted by the COUNTY’s representative before said change or substitution can become effective. 4

The CONTRACTOR warrants that all services shall be performed by skilled and competent personnel to the highest professional standards in the field. All of the CONTRACTOR’s personnel (and all subcontractors) will comply with all COUNTY requirements governing conduct, safety, and security while on COUNTY premises. ARTICLE 9 - CRIMINAL HISTORY RECORDS CHECK The CONTRACTOR, CONTRACTOR's employees, subcontractors of CONTRACTOR and employees of subcontractors shall comply with Palm Beach County Code, Section 2371 – 2-377, the Palm Beach County Criminal History Records Check Ordinance ("Ordinance"), for unescorted access to critical facilities ("Critical Facilities") or criminal justice information facilities ("CJI Facilities") as identified in Resolutions R-2013-1470 and R-2015-0572, as amended. The CONTRACTOR is solely responsible for understanding the financial, schedule, and/or staffing implications of this Ordinance. Further, the CONTRACTOR acknowledges that its Contract price includes any and all direct or indirect costs associated with compliance with this Ordinance, except for the applicable FDLE/FBI fees that shall be paid by the COUNTY. This Contract may include sites and/or buildings which have been designated as either “critical facilities” or "criminal justice information facilities" pursuant to the Ordinance and above referenced Resolutions, as amended. COUNTY staff representing the COUNTY department will contact the CONTRACTOR(s) and provide specific instructions for meeting the requirements of this Ordinance. Individuals passing the background check will be issued a badge. The CONTRACTOR shall make every effort to collect the badges of its employees and its subcontractors’ employees upon conclusion of the contract and return them to the COUNTY. If the CONTRACTOR or its subcontractor(s) terminates an employee who has been issued a badge, the CONTRACTOR must notify the COUNTY within two (2) hours. At the time of termination, the CONTRACTOR shall retrieve the badge and shall return it to the COUNTY in a timely manner. The COUNTY reserves the right to suspend the CONTRACTOR if the CONTRACTOR: 1) does not comply with the requirements of County Code Section 2-371 – 2-377, as amended; 2) does not contact the COUNTY regarding a terminated CONTRACTOR employee or subcontractor employee within the stated time; or 3) fails to make a good faith effort in attempting to comply with the badge retrieval policy. ARTICLE 10 - SUBCONTRACTING The COUNTY reserves the right to accept the use of a subcontractor, or to reject the selection of a particular subcontractor, and to inspect all facilities of any subcontractors in order to make a determination as to the capability of the subcontractor to perform properly under this Contract. The CONTRACTOR is encouraged to seek additional small business enterprises (SBEs) for participation in subcontracting opportunities. If the 5

CONTRACTOR uses any subcontractors on this project, the following provisions of this Article shall apply: A.

If the CONTRACTOR uses subcontractors, CONTRACTOR must ensure that all subcontractors are registered as vendors in the COUNTY’s Vendor Self Service System. All subcontractor agreements must include a contractual provision requiring that the subcontractor register in the COUNTY’s Vendor Self Service System.

If a subcontractor fails to perform or make progress, as required by this Contract, and it is necessary to replace the subcontractor to complete the work in a timely fashion, the CONTRACTOR shall promptly do so, subject to acceptance of the new subcontractor by the COUNTY.

ARTICLE 11 - EQUAL BUSINESS OPPORTUNITY PROGRAM COMPLIANCE PENALTIES It is the policy of the Board of County Commissioners that all segments of its business population including, but not limited to, small, local, minority and women owned businesses, have an equitable opportunity to participate in the COUNTY’s procurement process, prime contract and subcontract opportunities. In pursuance of that policy, the Board of County Commissioners adopted an Equal Business Opportunity (EBO) Ordinance which is codified in Sections 2-80.20 through 2-80.30 (as may be amended) of the Palm Beach County Code. The EBO Ordinance sets forth the COUNTY’s requirements for the EBO program, and is incorporated herein and made part of this Contract. Non-compliance with the EBO Ordinance must be corrected within fifteen (15) days of notice of non-compliance. Failure to comply with the EBO Ordinance may result in any of the following penalties:  Suspension of Contract;  Withholding of funds;  Termination of the Contract based upon a material breach of contract pertaining to the EBO Program compliance;  Suspension or debarment of CONTRACTOR from eligibility for providing goods or services to the COUNTY for a period not to exceed three (3) years; and  Liquidated damages equal to the difference in dollar value of S/M/WBE participation as committed to in the Contract, and the dollar value of S/M/WBE participation as actually achieved, if applicable. The CONTRACTOR must adhere to the Affirmative Procurement Initiatives (APIs), if any, as incorporated herein as Exhibit C. Failure to comply with this Article 11 is a material breach of this Contract. i.

CONTRACTOR shall report all subcontractor payment information on EBO Schedules 3(A) and 4, or as otherwise required by EBO, and, when the EBO portal is available, input subcontractor payment information directly into the COUNTY’s contract management system. 6

CONTRACTOR shall pay subcontractors undisputed amounts within ten (10) days after COUNTY pays the CONTRACTOR. In the event of a disputed invoice, the CONTRACTOR shall send the subcontractor(s) and COUNTY a written notice of the dispute within five (5) days after receipt of the subject invoice. ii.

CONTRACTOR must notify the Office of EBO of changes in S/M/WBE utilization and get prior approval for any substitutions.

The CONTRACTOR agrees to pay its subcontractors/subconsultants in compliance with the Florida Prompt Payment Act. In the event CONTRACTOR fails to comply with payments(s) to its subcontractors/subconsultants in accordance with the Florida Prompt Payment Act, CONTRACTOR shall be subject to any and all penalties and sanctions available under the terms of the EBO Program, its contract with the COUNTY, or any other applicable law. The Office of EBO has the right to review CONTRACTOR’s records and interview subcontractors/subconsultants. Failure to comply with this Article 11 is a material breach of this Contract. ARTICLE 12 - FEDERAL AND STATE TAX The COUNTY is exempt from payment of Florida State Sales and Use Taxes. The COUNTY will provide an exemption certificate submitted by the CONTRACTOR. The CONTRACTOR shall not be exempted from paying sales tax to its suppliers for materials used to fulfill contractual obligations with the COUNTY, nor is the CONTRACTOR authorized to use the COUNTY’s Tax Exemption Number in securing such materials. The CONTRACTOR shall be responsible for payment of its own and its share of its employees' payroll, payroll taxes, and benefits with respect to this Contract. ARTICLE 13- AVAILABILITY OF FUNDS The COUNTY’s performance and obligation to pay under this Contract is contingent upon an annual appropriation by the Board of County Commissioners for subsequent fiscal years. ARTICLE 14 - INSURANCE REQUIREMENTS Prior to execution of this Contract, the CONTRACTOR shall provide evidence of the following minimum required insurance coverage and limits (such as through a Certificate of Insurance) to COUNTY, c/o Purchasing Department, 50 South Military Trail, Suite 110, West Palm Beach, FL 33415, Attention: Lynn Clavette, Purchasing Manager, until otherwise notified by the COUNTY.

The CONTRACTOR shall maintain at its sole expense, in force and effect, at all times during the term of this Contract, insurance coverage and limits (including endorsements) as described herein. Failure to maintain the required insurance shall be considered default of the Contract. The requirements contained herein, as well as COUNTY’s review or acceptance of insurance maintained by C O N T R A C T O R , are not intended to and shall not in any manner limit or qualify the liabilities and obligations assumed by C O N T R A C T O R under the Contract. CONTRACTOR agrees to notify the COUNTY at least ten (10) days prior to cancellation, non-renewal or material change to the required insurance coverage. Where the policy allows, coverage shall apply on a primary and non-contributory basis. A.

Commercial General Liability: CONTRACTOR shall maintain Commercial General Liability at a limit of liability not less than $500,000 Each Occurrence. Coverage shall not contain any endorsement(s) excluding Contractual Liability or Cross Liability.

Additional Insured Clause: The Commercial General Liability policy shall be endorsed to include, “ Palm Beach County Board of County Commissioners” as an Additional Insured. A copy of the endorsement shall be provided to COUNTY upon request.

Business Auto Liability: CONTRACTOR shall maintain Business Auto Liability at a limit of liability not less than $500,000 Each Occurrence for all owned, nonowned, and hired automobiles. In the event CONTRACTOR owns no automobiles, the Business Auto Liability requirement shall be amended allowing CONTRACTOR to maintain only Hired & Non-Owned Auto Liability and shall provide either an affidavit or a letter on company letterhead signed by the CONTRACTOR indicating either the CONTRACTOR does not own any vehicles, and if vehicles are acquired throughout the term of the Contract, CONTRACTOR agrees to purchase “Owned Auto” coverage as of the date of acquisition. This amended requirement may be satisfied by way of endorsement to the Commercial General Liability, or separate Business Auto coverage form.

Workers’ Compensation Insurance & Employer’s Liability: CONTRACTOR shall maintain Workers’ Compensation & Employer’s Liability in accordance with Florida Statute Chapter 440.

Professional Liability: CONTRACTOR shall maintain Professional Liability, or equivalent Errors & Omissions Liability, at a limit of liability not less than $1,000,000 Per Occurrence. When a self-insured retention (SIR) or deductible exceeds $10,000, COUNTY reserves the right, but not the obligation, to review and request a copy of CONTRACTOR’s most recent annual report or audited financial statement. For policies written on a “Claims-Made” basis, CONTRACTOR warrants the Retroactive Date equals or preceded the effective date of this Contract. In the event the policy is canceled, non-renewed, switched to an Occurrence Form, retroactive date advanced, or any other event triggering the 8

right to purchase a Supplement Extended Reporting Period (SERP) during the life of this Contract, CONTRACTOR shall purchase a SERP with a minimum reporting period not less than three (3) years. The requirement to purchase a SERP shall not relieve the CONTRACTOR of the obligation to provide replacement coverage. The Certificate of Insurance providing evidence of the purchase of this coverage shall clearly indicate whether coverage is provided on an “occurrence” or “claims – made” form. If coverage is provided on a “claims – made” form the Certificate of Insurance must also clearly indicate the “retroactive date” of coverage. F.

Waiver of Subrogation: CONTRACTOR hereby waives any and all rights of Subrogation against the COUNTY, its officers, employees and agents for each required policy. When required by the insurer, or should a policy condition not permit an insured to enter into a pre-loss agreement to waive subrogation without an endorsement, then CONTRACTOR shall notify the insurer and request the policy be endorsed with a Waiver of Transfer of Rights of Recovery Against Others, or its equivalent. This Waiver of Subrogation requirement shall not apply to any policy which includes a condition to the policy specifically prohibiting such an endorsement or voids coverage should CONTRACTOR enter into such an agreement on a pre-loss basis.

Certificates of Insurance: Prior to each subsequent renewal of this Contract, within forty-eight (48) hours of a request by COUNTY, and subsequently, prior to expiration of any of the required coverage throughout the term of this Agreement, the CONTRACTOR shall deliver to the COUNTY a signed Certificate(s) of Insurance evidencing that all types and amounts of insurance coverage required by this Contract have been obtained and are in force and effect. The Certificate Holder shall read: Palm Beach County Board of County Commissioners Insurance Compliance PO Box 100085 - DX Duluth, GA 30096

Umbrella or Excess Liability: If necessary, CONTRACTOR may satisfy the minimum liability limits required above for Commercial General Liability and Business Auto Liability under the Umbrella or Excess Liability policy. There is no minimum Per Occurrence limit of liability under the Umbrella or Excess Liability policy; however, the Annual Aggregate limit shall not be less than the highest “Each Occurrence” limit for either Commercial General Liability or Business Auto Liability. CONTRACTOR agrees to endorse COUNTY as an “Additional Insured” on the Umbrella or Excess Liability policy, unless the Certificate of Insurance notes the Umbrella or Excess Liability provides coverage on a pure/true “Follow-Form” basis.

Right to Revise or Reject: COUNTY, by and through its Risk Management Department in cooperation with the contracting/monitoring department, reserves 9

the right to review, modify, reject, or accept any required policies of insurance, including limits, coverages, or endorsements, herein from time to time throughout the term of this Contract. COUNTY reserves the right, but not the obligation, to review and reject any insurer providing coverage because of its poor financial condition or failure to operate legally. ARTICLE 15 - INDEMNIFICATION CONTRACTOR shall protect, defend, reimburse, indemnify and hold COUNTY, its agents, employees and elected officials harmless from and against any and all claims, liability, loss, expense, cost, damages, or causes of action of every kind or character, including attorney’s fees and costs, whether at trial or appellate levels or otherwise, arising during and as a result of their performance of the terms of this Contract or due to the acts or omissions of CONTRACTOR. ARTICLE 16 - SUCCESSORS AND ASSIGNS The COUNTY and the CONTRACTOR each binds itself and its partners, successors, executors, administrators and assigns to the other party of this Contract and to the partners, successors, executors, administrators and assigns of such other party, in respect to all covenants of this Contract. Except as above, neither the COUNTY nor the CONTRACTOR shall assign, sublet, convey, or transfer its interest in this Contract, without the prior written consent of the other. Nothing herein shall be construed as creating any personal liability on the part of any officer or agent of the COUNTY, nor shall it be construed as giving any rights or benefits hereunder to anyone other than the COUNTY and the CONTRACTOR. ARTICLE 17 - REMEDIES This Contract shall be governed by the laws of the State of Florida. Any and all legal action necessary to enforce the Contract will be held in a court of competent jurisdiction located in Palm Beach County, Florida. No remedy herein conferred upon any party is intended to be exclusive of any other remedy, and each and every such remedy shall be cumulative and shall be in addition to every other remedy given hereunder now or hereafter existing at law, or in equity, by statute or otherwise. No single or partial exercise by any party of any right, power, or remedy hereunder shall preclude any other or further exercise thereof. No provision of this Contract is intended to, or shall be construed to, create any third party beneficiary or to provide any rights to any person or entity not a party to this Contract, including but not limited to any citizen or employees of the COUNTY and/or CONTRACTOR.

ARTICLE 18 - CONFLICT OF INTEREST The CONTRACTOR represents that it presently has no interest and shall acquire no interest, either direct or indirect, which would conflict in any manner with the performance or services required hereunder, as provided for in Chapter 112, Part III, F.S. and the Palm Beach County Code of Ethics. The CONTRACTOR further represents that no person having any conflict of interest shall be employed for said performance or services. The CONTRACTOR shall promptly notify the COUNTY’s representative, in writing, by certified mail, of all potential conflicts of interest for any prospective business association, interest or other circumstance which may influence, or appear to influence, the CONTRACTOR’s judgment or quality of services being provided hereunder. Such written notification shall identify the prospective business association, interest or circumstance, the nature of work that the CONTRACTOR may undertake and request an opinion of the COUNTY as to whether the association, interest or circumstance would, in the opinion of the COUNTY, constitute a conflict of interest if entered into by the CONTRACTOR. The COUNTY agrees to notify the CONTRACTOR of its opinion by certified mail within thirty (30) days of receipt of notification by the CONTRACTOR. If, in the opinion of the COUNTY, the prospective business association, interest or circumstance would not constitute a conflict of interest by the CONTRACTOR, the COUNTY shall so state in the notification and the CONTRACTOR shall, at its option, enter into said association, interest or circumstance and it shall be deemed not in conflict of interest with respect to services provided to the COUNTY by the CONTRACTOR under the terms of this Contract. ARTICLE 19 - PERFORMANCE DURING EMERGENCIES / EXCUSABLE DELAYS The CONTRACTOR shall not be considered in default by reason of any failure in performance if such failure arises out of causes reasonably beyond the control of the CONTRACTOR, or its subcontractor(s), and without their fault or negligence. Such causes include, but are not limited to: acts of God; force majeure; natural or public health emergencies; labor disputes; freight embargoes; and abnormally severe and unusual weather conditions. Upon the CONTRACTOR’s request, the COUNTY shall consider the facts and extent of any failure to perform the work; and, if the CONTRACTOR’s failure to perform was without it or its subcontractors’ fault or negligence, the Contract Schedule and/or any other affected provision of this Contract shall be revised accordingly, subject to the COUNTY’s rights to change, terminate, or stop any or all of the work at any time. Notwithstanding anything in the foregoing to the contrary, the CONTRACTOR agrees and promises that, immediately preceding, during and after a public emergency, disaster, hurricane, flood, or act of God, the COUNTY shall be given “first priority” for all goods and services under this Contract. CONTRACTOR agrees to provide all goods and services to the COUNTY immediately preceding, during and after a public emergency, disaster, hurricane, flood, or act of God, at the terms, conditions, and prices as provided in this Contract on a “first priority” basis. CONTRACTOR shall furnish a 24-hour phone number 11

to the COUNTY. Failure to provide the goods or services to the COUNTY on a first priority basis immediately preceding, during and after a public emergency, disaster, hurricane, flood, or act of God, shall constitute breach of Contract and subject the CONTRACTOR to sanctions from doing further business with the COUNTY. ARTICLE 20 - ARREARS The CONTRACTOR shall not pledge the COUNTY’s credit or make it a guarantor of payment or surety for any contract, debt, obligation, judgment, lien, or any form of indebtedness. The CONTRACTOR further warrants and represents that it has no obligation or indebtedness that would impair its ability to fulfill the terms of this Contract. ARTICLE 21 - DISCLOSURE AND OWNERSHIP OF DOCUMENTS The CONTRACTOR shall deliver to the COUNTY’s representative for approval and acceptance, and before being eligible for final payment of any amounts due, all documents and materials prepared by and for the COUNTY under this Contract. The CONTRACTOR agrees that copies of any and all property, work product, documentation, reports, computer systems and software, schedules, graphs, outlines, books, manuals, logs, files, deliverables, photographs, videos, tape recordings or data relating to this Contract which have been created as a part of the CONTRACTOR’s services or authorized by the COUNTY as a reimbursable expense, whether generated directly by the CONTRACTOR or by or in conjunction or consultation with any other party whether or not a party to this Contract, whether or not in privity of contract with the COUNTY or CONTRACTOR, and wherever located shall be the property of the COUNTY. To the extent allowed by Chapter 119, F.S., all written and oral information not in the public domain or not previously known, and all information and data obtained, developed, or supplied by the COUNTY, or at its expense, will be kept confidential by the CONTRACTOR and will not be disclosed to any other party, directly or indirectly, without the COUNTY’s prior written consent, unless required by a lawful court order. All drawings, maps, sketches, programs, data bases, reports and other data developed or purchased under this Contract for the COUNTY, or at the COUNTY’s expense, shall be and remain the COUNTY’s property and may be reproduced and reused at the discretion of the COUNTY. All covenants, agreements, representations and warranties made herein, or otherwise made in writing by any party pursuant hereto, including but not limited to any representations made herein relating to disclosure or ownership of documents, shall survive the execution and delivery of this Contract and the consummation of the transactions contemplated hereby. ARTICLE 22 - INDEPENDENT CONTRACTOR RELATIONSHIP The CONTRACTOR is, and shall be, in the performance of all work, services, and activities under this Contract, an Independent Contractor and not an employee, agent, or 12

servant of the COUNTY. All persons engaged in any of the work or services performed pursuant to this Contract shall at all times, and in all places, be subject to the CONTRACTOR’s sole direction, supervision, and control. The CONTRACTOR shall exercise control over the means and manner in which it and its employees perform the work, and in all respects the CONTRACTOR’s relationship, and the relationship of its employees, to the COUNTY shall be that of an Independent Contractor and not as employees or agents of the COUNTY. The CONTRACTOR does not have the power or authority to bind the COUNTY in any promise, agreement, or representation other than specifically provided for in this Contract. ARTICLE 23 - CONTINGENT FEE The CONTRACTOR warrants that it has not employed or retained any company or person, other than a bona fide employee working solely for the CONTRACTOR, to solicit or secure this Contract and that it has not paid or agreed to pay any person, company, corporation, individual, or firm, other than a bona fide employee working solely for the CONTRACTOR, any fee, commission, percentage, gift, or any other consideration contingent upon or resulting from the award or making of this Contract. ARTICLE 24 - PUBLIC RECORDS, ACCESS AND AUDITS The COUNTY shall have the right to request and review CONTRACTOR’s books and records to verify CONTRACTOR’s compliance with this Contract, adherence to the EBO Program and its proposal. The COUNTY shall have the right to interview subcontractors and workers at the work site to determine Contract compliance. The CONTRACTOR shall maintain records related to all charges, expenses, and costs incurred in estimating and performing the work for at least five (5) years after completion or termination of the Contract. CONTRACTOR shall retain all books and records pertaining to this Contract, including, but not limited to, subcontractor payment records, for five (5) years after project completion date, The COUNTY and the Palm Beach County Inspector General shall have access to such records as required in this Article for the purpose of inspection or audit during normal business hours, in Palm Beach County at any reasonable time during the five (5) years. Notwithstanding anything contained herein, as provided under Section 119.0701, F.S., if the CONTRACTOR: (i) provides a service; and (ii) acts on behalf of the COUNTY as provided under Section 119.011(2), F.S., the CONTRACTOR shall comply with the requirements of Section 119.0701, F.S., as it may be amended from time to time. The CONTRACTOR is specifically required to: A.

Keep and maintain public records required by the COUNTY to perform services as provided under this Contract.

Upon request from the COUNTY’s Custodian of Public Records (COUNTY’s Custodian) or COUNTY’s representative/liaison, on behalf of the COUNTY’s 13

Custodian, provide the COUNTY with a copy of the requested records or allow the records to be inspected or copied within a reasonable time at a cost that does not exceed the cost provided in Chapter 119 or as otherwise provided by law. The CONTRACTOR further agrees that all fees, charges and expenses shall be determined in accordance with Palm Beach County PPM CW-F-002, Fees Associated with Public Records Requests, as it may be amended or replaced from time to time. C.

Ensure that public records that are exempt, or confidential and exempt from public records disclosure requirements are not disclosed except as authorized by law for the duration of the contract term and following completion of the Contract, if the CONTRACTOR does not transfer the records to the public agency. Nothing contained herein shall prevent the disclosure of or the provision of records to the COUNTY.

Upon completion of the Contract, the CONTRACTOR shall transfer, at no cost to the COUNTY, all public records in possession of the CONTRACTOR unless notified by COUNTY’s representative/liaison, on behalf of the COUNTY’s Custodian, to keep and maintain public records required by the COUNTY to perform the service. If the CONTRACTOR transfers all public records to the COUNTY upon completion of the Contract, the CONTRACTOR shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. If the CONTRACTOR keeps and maintains public records upon completion of the Contract, the CONTRACTOR shall meet all applicable requirements for retaining public records. All records stored electronically by the CONTRACTOR must be provided to COUNTY, upon request of the COUNTY’s Custodian or the COUNTY’s representative/liaison, on behalf of the COUNTY’s Custodian, in a format that is compatible with the information technology systems of COUNTY, at no cost to COUNTY.

CONTRACTOR acknowledges that it has familiarized itself with the requirements of Chapter 119, F. S., and other requirements of state law applicable to public records not specifically set forth herein. Failure of the CONTRACTOR to comply with the requirements of this Article, Chapter 119, F.S. and other applicable requirements of state law, shall be a material breach of this Contract. COUNTY shall have the right to exercise any and all remedies available to it for breach of contract, including but not limited to, the right to terminate for cause.

IF THE CONTRACTOR HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE CONTRACTOR’S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS CONTRACT, PLEASE CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT RECORDS REQUEST, PALM BEACH COUNTY PUBLIC AFFAIRS DEPARTMENT, 301 N. OLIVE AVENUE, WEST PALM BEACH,

FL 33401, BY E-MAIL AT RECORDSREQUEST@PBCGOV.ORG OR BY TELEPHONE AT 561-355-6680. ARTICLE 25 - NON-DISCRIMINATION A.

Employer Non-Discrimination The COUNTY is committed to assuring equal opportunity in the award of contracts and complies with all laws prohibiting discrimination. Pursuant to Palm Beach County Resolution R-2017-1770, as may be amended, the CONTRACTOR warrants and represents that throughout the term of the Contract, including any renewals thereof, all of its employees are treated equally during employment without regard to race, color, religion, disability, sex, age, national origin, ancestry, marital status, familial status, sexual orientation, gender identity or expression, or genetic information. Failure to meet this requirement shall be considered default of the Contract.

Commercial Non-Discrimination As a condition of entering into this Contract, the CONTRACTOR represents and warrants that it will comply with the COUNTY’S Commercial Nondiscrimination Policy as described in Resolution 2017-1770, as amended. As part of such compliance, the CONTRACTOR shall not discriminate on the basis of race, color, national origin, religion, ancestry, sex, age, marital status, familial status, sexual orientation, gender identity or expression, disability, or genetic information in the solicitation, selection, hiring or commercial treatment of subcontractors, vendors, suppliers, or commercial customers, nor shall the CONTRACTOR retaliate against any person for reporting instances of such discrimination. The CONTRACTOR shall provide equal opportunity for subcontractors, vendors and suppliers to participate in all of its public sector and private sector subcontracting and supply opportunities, provided that nothing contained in this clause shall prohibit or limit otherwise lawful efforts to remedy the effects of marketplace discrimination that have occurred or are occurring in the COUNTY’s relevant marketplace in Palm Beach County. The CONTRACTOR understands and agrees that a material violation of this clause shall be considered a material breach of this Contract and may result in termination of this Contract, disqualification or debarment of the company from participating in COUNTY contracts, or other sanctions. This clause is not enforceable by or for the benefit of, and creates no obligation to, any third party. CONTRACTOR shall include this language in its subcontracts.

ARTICLE 26 - AUTHORITY TO PRACTICE The CONTRACTOR hereby represents and warrants that it has, and will continue to maintain, all licenses and approvals required to conduct its business; and, that it will, at all times, conduct its business activities in a reputable manner. Proof of such licenses and approvals shall be submitted to the COUNTY’s representative upon request.

ARTICLE 27 - SEVERABILITY If any term or provision of this Contract or the application thereof to any person or circumstances shall, to any extent, be held invalid or unenforceable, the remainder of this Contract, or the application of such terms or provision to persons or circumstances other than those as to which it is held invalid or unenforceable, shall not be affected, and every other term and provision of this Contract shall be deemed valid and enforceable to the extent permitted by law. ARTICLE 28 - PUBLIC ENTITY CRIMES As provided in F.S. 287.132-133, by entering into this Contract or performing any work in furtherance hereof, the CONTRACTOR certifies that it, its affiliates, suppliers, subcontractors and consultants who will perform hereunder, have not been placed on the convicted vendor list maintained by the State of Florida Department of Management Services within the thirty-six (36) months immediately preceding the date hereof. This notice is required by F.S. 287.133(3)(a). ARTICLE 29 - SCRUTINIZED COMPANIES A.

As provided in F.S. 287.135, by entering into this Contract or performing any work in furtherance hereof, the CONTRACTOR certifies that it, its affiliates, suppliers, subcontractors and consultants who will perform hereunder, have not been placed on the Scrutinized Companies that Boycott Israel List or is engaged in a boycott of Israel, pursuant to F.S. 215.4725. Pursuant to F.S. 287.135(3)(b), if CONTRACTOR is found to have been placed on the Scrutinized Companies that Boycott Israel List or is engaged in a boycott of Israel, this Contract may be terminated at the option of the COUNTY.

When contract value is greater than $1 million: As provided in F.S. 287.135, by entering into this Contract or performing any work in furtherance hereof, the CONTRACTOR certifies that it, its affiliates, suppliers, subcontractors and consultants who will perform hereunder, have not been placed on the Scrutinized Companies With Activities in Sudan List or Scrutinized Companies With Activities in The Iran Petroleum Energy Sector List created pursuant to F.S. 215.473 or is engaged in business operations in Cuba or Syria. If the COUNTY determines, using credible information available to the public, that a false certification has been submitted by CONTRACTOR, this Contract may be terminated and a civil penalty equal to the greater of $2 million or twice the amount of this Contract shall be imposed, pursuant to F.S. 287.135. Said certification must also be submitted at the time of Contract renewal.

ARTICLE 30 - MODIFICATIONS OF WORK The COUNTY reserves the right to make changes in Scope of Work, including alterations, reductions therein, or additions thereto. Upon receipt by the CONTRACTOR of the 16

COUNTY’s notification of a contemplated change, the CONTRACTOR shall, in writing: (1) provide a detailed estimate for the increase or decrease in cost due to the contemplated change; (2) notify the COUNTY of any estimated change in the completion date; and (3) advise the COUNTY if the contemplated change shall affect the CONTRACTOR’s ability to meet the completion dates or schedules of this Contract. If the COUNTY so instructs, in writing, the CONTRACTOR shall suspend work on that portion of the Scope of Work affected by a contemplated change, pending the COUNTY’s decision to proceed with the change. If the COUNTY elects to make the change, the COUNTY shall initiate a Contract Amendment, and the CONTRACTOR shall not commence work on any such change until such written amendment is signed by the CONTRACTOR and approved and executed on behalf of Palm Beach County. ARTICLE 31 - NOTICE All notices required in this Contract shall be sent by certified mail (return receipt requested), hand delivered, or sent by other delivery service requiring signed acceptance. If sent to the COUNTY, notices shall be addressed to: Melody Thelwell, Director Purchasing, Palm Beach County 50 South Military Trail, Suite 110 West Palm Beach, FL 33415 With a copy to: Emanuel Perry, Director Tourism Development Council Palm Beach County 2195 Southern Blvd West Palm Beach, FL 33406 If sent to the CONTRACTOR, notices shall be addressed to: Richard Cutting-Miller, Vice President, Tourism Strategy Conventions, Sports, Leisure International LLC 61 Broadway, Suite 2400 New York, N.Y. 10006 ARTICLE 32 - ENTIRETY OF CONTRACTUAL AGREEMENT The COUNTY and the CONTRACTOR agree that this Contract sets forth the entire agreement between the parties, and that there are no promises or understandings other than those stated herein. None of the provisions, terms, and conditions contained in the 17

Contract may be added to, modified, superseded, or otherwise altered, except by written instrument executed by the parties hereto in accordance with Article 30 - Modifications of Work. ARTICLE 33 - REGULATIONS; LICENSING REQUIREMENTS The CONTRACTOR shall comply with all laws, ordinances and regulations applicable to the services contemplated herein, to include those applicable to conflict of interest and collusion. CONTRACTOR is presumed to be familiar with all federal, state and local laws, ordinances, codes and regulations that may in any way affect the services offered. ARTICLE 34 - COUNTERPARTS This Contract, including the exhibits referenced herein, may be executed in one or more counterparts, all of which shall constitute collectively but one and the same Contract. The COUNTY may execute the Contract through electronic or manual means. CONTRACTOR shall execute by manual means only, unless the COUNTY provides otherwise. ARTICLE 35 - E-VERIFY – EMPLOYMENT ELIGIBILITY CONTRACTOR warrants and represents that it is in compliance with section 448.095, Florida Statutes, as may be amended, and that it: (1) is registered with the E-Verify System (E-Verify.gov) and uses the E-Verify System to electronically verify the employment eligibility of all newly hired workers; and (2) has verified that all of CONTRACTOR’s subconsultants performing the duties and obligations of this Contract are registered with the E-Verify System and use the E-Verify System to electronically verify the employment eligibility of all newly hired workers. CONTRACTOR shall obtain from each of its subconsultants an affidavit stating that the subconsultant does not employ, contract with, or subcontract with an Unauthorized Alien, as that term is defined in section 448.095(1)(k), Florida Statutes, as may be amended. CONTRACTOR shall maintain a copy of any such affidavit from a subconsultant for, at a minimum, the duration of the subcontract and any extension thereof. This provision shall not supersede any provision of this Contract which requires a longer retention period. COUNTY shall terminate this Contract if it has a good faith belief that CONTRACTOR has knowingly violated Section 448.09(1), Florida Statutes, as may be amended. If COUNTY has a good faith belief that CONTRACTOR’s subconsultant has knowingly violated section 448.09(1), Florida Statutes, as may be amended, COUNTY shall notify CONTRACTOR to terminate its contract with the subconsultant and CONTRACTOR shall immediately terminate its contract with the subconsultant. If COUNTY terminates this Contract pursuant to the above, CONTRACTOR shall be barred from being awarded a future contract by COUNTY for a period of one (1) year from the date on which this Contract was terminated. In the event of such contract termination, CONTRACTOR shall also be liable for any additional costs incurred by COUNTY as a result of the termination. 18

Execution of this Contract by the Director of Purchasing Is Not Legally Binding or in Effect until Approved by the Palm Beach County Board of County Commissioners. IN WITNESS WHEREOF, the Director of Purchasing of Palm Beach County, Florida, on behalf of the COUNTY, and the CONTRACTOR have executed this Contract on the day and year above written.

PALM BEACH COUNTY, FLORIDA FOR ITS BOARD OF COUNTY COMMISSIONERS BY MELODY THELWELL DIRECTOR OF PURCHASING

Melody Thelwell, Director

WITNESSES:

CONTRACTOR:

Signature

Conventions, Sports, Leisure International LLC>_________________ Company Name

BY: Name (type or print)

Signature

_____________________________ Signature

Richard Cutting-Miller Typed Name

Name (type or print)

Vice President, Tourism Strategy Title

APPROVED AS TO FORM AND LEGAL SUFFICIENCY

By: County Attorney 19

EXHIBIT A SCOPE OF WORK/SERVICES Contract No. 23-104/LAC 1.

BACKGROUND AND GOALS

A Tourism Master Plan (TMP) should provide a long-term visionary roadmap to maintain and enhance Palm Beach County’s (COUNTY) position relative to other competitive tourism destinations. A TMP also serves a range of purposes: it creates a consensus between the stakeholders who participate in decision making on tourism related development for the region; it helps investors and businesses understand where they could be putting their energies as the vision for tourism is realized; and it helps all audiences understand and close the gap between what visitors and residents wish to experience (the “demand side” of the equation) and stakeholders who create and offer them activities and experiences (the “supply side”). A TMP should anticipate future development needs and opportunity markets to position Palm Beach County as one of the top destinations in the State of Florida, nationally and internationally. Ultimately, a TMP should support the collective aspirations of Tourist Development Council (TDC) Agencies, COUNTY and community leadership to:  Improve the lives of residents by providing economic opportunities;  Spearhead destination enhancing infrastructure;  Promote cultural and sports activities;  Attract/create transformational events, and;  Champion Diversity, Equity, and Inclusion (DEI) and sustainable tourism practices as the guiding pillars for future tourism marketing, sales and product development. The CONTRACTOR shall produce a consensus based 20-year TMP for Palm Beach County, FL. The main purpose of this project is to build a comprehensive guide that assesses and builds upon current capacity and strategic plans across industry partners and 12 regions within The Palm Beaches. The ideal consulting firm will have expertise in destination planning with a successful track record with balancing the complexities and building consensus with multiple public and private stakeholders. The core issues the Tourism Master Plan must address: 1.1. Recommendations on policies and programs that enhance current marketing, branding and sales strategies to effectively integrate with The Tourist Development Council and it’s agencies to ensure competitiveness and a leading position in tourism performance.

1.2. Recommendations for roles that county economic development and planning agencies, and each regional municipality can integrate to further elevate Palm Beach County into a world class iconic destination brand in the minds of leisure travelers, meeting planners, cultural audiences, sports events rights holders and film producers. 1.3. Recommendations on key developments that Palm Beach County and each region should focus on to ensure The Palm Beaches is the premier destination in Florida - including but not limited to iconic landmarks, attractions, cultural institutions, sports facilities, events, festivals, nature-based recreation, urban renewal and critical infrastructure. Recommendations should include ideas and mechanisms for funding sources to accomplish goals. 2.

KEY PROJECT ELEMENTS 2.1.        

Situational analysis which may include reviewing: Historic tourism performance Performance of the destination’s competitive set promotional activities and destination assets Asset maps of hotels, attraction, cultural institutions, and sports facilities Strategic plans, brand positioning of Tourist Development Council, it’s agencies and regions SWOT and/or GAP analysis Impact studies on culture, sports, film/TV, convention and conference districts, business and leisure events DestinationNEXT, OrganizationNext and other future facing studies relative to tourism components, trends and issues Review current consumer research and determine additional needs

2.2.

Stakeholder consultations and workshops with key county and city officials, industry stakeholders and community leaders to assess current plans and future needs

2.3. 

Recommendations regarding key issues including: Quality of the visitor experience such as transportation, wayfinding, technology Resident quality of life such as public spaces and entertainment districts Community building such as workforce development, stakeholder engagement, ensuring a representation from diversity of regions/experiences Destination development such as landmarks/icons, attractions, cultural institutions, sports facilities, outdoor recreation, business and leisure events Sustainability such as high/low demand periods and regions, environmental impacts, accessibility, funding models, crisis management Other issues identified in situational analysis and stakeholder consultations

    

2.4.

An implementation plan including suggested timelines, key metrics to track progress and ways/resources required to facilitate development of key identified projects, initiatives and strategies for the Tourist Development Council and it’s agencies as well as county, municipal and other community leadership.

EXPECTED DELIVERABLES 3.1.

Full report delineating all key elements that address the core issues

3.2.

Presentation to the TDC Board, TDC Agency boards, Board of County

3.3.

Commissioners, and other key audiences Initial guidance on plan implementation with option to retain for further implementation phases

EXHIBIT B CONTRACTOR’S PROPOSAL Dated September 5, 2023 Contract No. 23-104/LAC (consisting of 100 pages)

PROPOSAL TO CONDUCT A

TOURISM MASTER PLAN FOR PALM BEACH COUNTY FOR THE BENEFIT OF THE TOURIST DEVELOPMENT COUNCIL SEPTEMBER 5, 2023

TABLE OF CONTENTS 3.3 Project Approach Information

Cover Letter

Diversity & Inclusion at Legends

– 3.3.1 Project Tasks

Technical Proposal

– 3.3.2 Collaboration with Stakeholders

– 3.3.3 Events and Interviews

– 3.3.4 Stakeholder Input and Consensus

– 3.3.5 County Resources Required

3.1 Experience/Qualification/Background/References Information – 3.1.1 Statement Of Experience, Qualifications, And Background

– Our Work in Florida

– TASK 1: Project Kick-Off and Planning

– Our Work in Tourism Strategy

– TASK 2: Initial Steering Committee Workshop

– Subcontractors

– TASK 3: Leveraging Important Plans and Research

– Global Sustainable Tourism Council

– TASK 4: Stakeholder and Resident Engagement

– Tourism Diversity Matters

– TASK 5: Destination Benchamrking

– S.A. Nelson & Associates

– TASK 6: Destination Branding, Marketing & Messaging Assessment

– 3.1.2 References

– TASK 7: Destination Assesssment – Diversity, Equity, and Inclusion (DEI)

– Case Study #1: City of Los Angeles - Tourism Master Plan

– TASK 8: Destiantion Assessment – Sustainability

– Case Study #2: Portland, Oregon - Tourism Master Plan

– TASK 9: Situational Analysis

– Case Study #3: Tucson, Arizona - Tourism Master Plan

– TASK 10: Visioning Workshops & Draft Recommendations

– 3.1.3 Organizational Chart

– TASK 11: Tourism Master Plan

– 3.1.4 Project Team

– TASK 12: Impementation Advisory Services (Optional)

– 3.1.5 Project Team Descriptions

– 3.1.6 Project Team Resumes

– 3.1.7 Contract Terminations

3.4 Business Location

– 3.1.8 Judgements and Lawsuits

3.5 Commercial Non-Discrimination

– 3.1.9 Bankruptcy Declaration

3.6 Financial/Business Stability

– 3.1.10 Joint Venture

– 3.3.6 Project Timeline

Required Appendices

3.7 Financial/Business Stability

– 3.2.1 Project Requirements

3.8 Business Information

– 3.2.2 Palm Beach County’s Unique Assets and Needs

Appendix C

– 3.2.3A Tourism Industry and Trends

– 3.2.3B Palm Beach County’s Competition

– 3.2.4 Unique Services and Abilities

3.2 Project Understanding Information

Palm Beach County Board of County Commissioners Purchasing Department 50 South Military Trail, Suite 110 West Palm Beach, Florida 33415 ATTENTION: Lynn Clavette, Senior Buyer RFP No. 23-104/LAC

Dear Ms. Clavette: CSL International (CSL) is pleased to submit this proposal to Palm Beach County (PBC), which seeks the services of a professional consulting firm to “provide a foundation to articulate a clear vision for the future by creating a marketleading 20-year master plan for tourism development. The Plan will be used to guide, identify, innovate, create, and communicate unique products, programming, and experiences along with long-term planning for Palm Beach County that balances the destination’s economic vision, tourism assets, stakeholder interests, and visitor demand.” The Tourism Master Plan for Palm Beach County will consist of: – A Plan that recognizes the significant potential of the destination to broaden visitor attraction into new markets, create and deliver sustainable and inclusive products and experiences for visitors and residents alike. – A Plan that understands the critical importance of the Palm Beach County visitor and beyond in terms of visitation, employment, and economic growth. – A Plan that clearly identifies capital and infrastructure improvements needed to sustainably grow the visitor sector. – A Plan that has measurable goals and key performance indicators. – A Plan that carefully considers emerging visitor segments, their expectations, their aspirations, and their motivations to travel. – A Plan that identifies new and more diverse target markets for the tourism sector, while enhancing capture in existing segments. – A Plan that focuses attention on quality-of-life enhancements and encourages residents to engage in their destination deeply and broadly. – A Plan that is fully linked to broader economic development, sustainability, and diversity / equity / inclusion goals, recognizing that business and workforce attraction depends in part on a well-conceived portfolio of destination assets in the hospitality, event, and attraction sectors. Ultimately, the Plan will serve as a collaborative, goals-oriented, and mission-focused roadmap for the County that is well communicated to officials, stakeholders, businesses, and residents.

OUR EXTENSIVE TOURISM AND DESTINATION PLANNING EXPERIENCE CSL International was established in 1988 for the specific purpose of providing a source of focused research and visioning in the tourism, events and attraction industries, our team of 20 consultants collectively offer over 200 years of relevant consulting experience. With offices in New York City, Minneapolis, Chicago, and Frisco TX, CSL has conducted over 2,000 planning projects focused on the tourism assets, attractions, facilities, policies, resources, and products needed to attract visitors and events to important destinations and enhance quality of life for residents. CSL is a wholly owned subsidiary of Legends. CSL and its management team has been responsible for the direction, management, and production of some of the most important Tourism Master Plans written in the past 10-years including the Tourism Master Plans for The City of Los Angeles, Tucson AZ, Portland OR, Vancouver BC, San Luis Obispo CA, and Palm Springs, CA. In Florida, our broader industry work has covered the state including: Pensacola, Destin, Tallahassee, Jacksonville, Clay County, Gainesville, Orlando, Kissimmee, Osceola County, Tampa, Sarasota, Sunrise, Ft. Lauderdale, Miami, and Miami Beach. In Palm Beach County our broader industry work has included: Palm Beach Convention Center, Hard Rock Stadium, and FAU Stadium.

OUR PHILOSOPHY AND GUIDING PRINCIPALS Unique among economic development initiatives, investment in the tourism and hospitality industry can increase economic activity, support businesses within and beyond the visitor industry sector, create important employment opportunities, bolster local tax revenues thereby reducing the tax burden on residents, and improve quality of life. We also know that a “stand-still” approach never works – your competition, both regionally and nationally continue to invest in tourism generating assets, increasing the need for careful strategic planning. To provide for long term growth in an increasingly competitive segment of the economy, we believe that the importance of comprehensive long-term destination strategy planning is difficult to overstate. Our extensive portfolio of tourism strategy and planning experience provides us with a very clear understanding of the outreach and research steps needed to prepare a credible, collaborative foundation for developing a Tourism Master Plan for the Palm Beach County tourism industry and residents. CSL’s tourism planning process will illustrate our key principles for these types of projects: – RESPONSIVE to the needs of residents, visitors, and stakeholders – RESEARCH BASED, providing a significant foundation for strategies, recommendations, and actions – CREATING GROWTH & DIVERSIFICATION in Palm Beach County tourism sector and broader economy

– TREND FORWARD creating a plan for the future, based on new opportunities, technologies, and conditions – COORDINATED, considering existing research, strategies and linking tourism to resident quality of life and economic growth – ACTIONABLE & MEASURABLE based on rigorous research coupled with key performance metrics and benchmarks

Ultimately, the Plan will provide strategic direction as Palm Beach County embarks on efforts to address its core issues to: – Enhance marketing and sales strategies •

Integrate with Tourist Development Council and agencies

•

Secure competitive position in tourism

– Integrate the roles of economic development and planning agencies •

Elevate Palm Beach County as iconic destination

•

Target leisure travelers, meeting planners, cultural audiences, etc.

– Ensure key developments for premier destination status •

Focus on iconic landmarks, attractions, and cultural institutions

•

Develop sports facilities, events, festivals, and nature-based recreation

•

Urban renewal and critical infrastructure improvements

•

Recommend funding sources for achieving goals

For this project, we have assembled a team of four world class subject matter organizations and an important local expert (subcontractors to CSL) to complement the Tourism Master Planning experience of CSL. These include: – Global Sustainable Tourism Council to address Destination Sustainability Issues – Tourism Diversity Matters to address Diversity, Equity, Inclusion (DEI) and Workforce Issues – S.A.Nelson & Associates, a certified S/M/WBE - to guide project team efforts in Palm Beach County Our 11-stage one-year process will include significant stakeholder outreach and engagement throughout the County and all municipalities, detailed review of existing strategies / reports / plans, focused and insightful primary research, benchmarking against peer and aspirational destinations and forward-looking stakeholder visioning workshops. Year two and beyond of the project is dedicated to an optional, but critically important implementation phase, which will be determined, programmed, and set forth in consultation with Palm Beach County. All of this will be guided by world class experts in tourism master planning, tourism branding and marketing strategy, sustainability, and DEI. This extensive process will yield strategies for sustainably growing and diversifying tourism market capture, investing in tourism product development and creating unique experiences for visitors and residents, all under the guidance and watchful eye of CSL International project management experts. We have included details of our project approach in this document plus workplan and project fee information. Also, included in this document is an overview of CSL International and our project partners, copies of our project team resumes / bios, summary of similar projects, and references which illustrate our capacity to do this type of work. We commit that the highest level of industry expertise within CSL our partners will be dedicated to preparing the Tourism Master Plan for Palm Beach County, and sincerely appreciate the opportunity to submit this proposal for such an important and impactful study. Please do not hesitate to contact me as the primary contact for this project with any questions or comments at (646) 338-0300, or at RCuttingMiller@cslintl.com

Sincerely,

RICHARD CUTTING-MILLER Vice President, Tourism Strategy Conventions, Sports, Leisure International LLC 61 Broadway, Suite 2400 New York, NY. 10006 www.CSLIntl.com

DIVERSITY & INCLUSION AT LEGENDS PARENT OF CSL INTL. Legends is proud to celebrate diversity as part of our culture and DNA. Diversity is critical to the success of our business, it is a key driver of growth and innovation, and provides a distinct competitive advantage. Simply put, diversity is good for business and good for society overall. With this commitment and to help us reach our goals, we have developed our Diversity, Inclusion and Growth Platform. This platform is backed by a robust strategy and various programming that will focus on these core principles: Legends’ Diversity, Inclusion & Growth platform will focus on these core principles – Create a culture of authenticity, transparency and belonging. – Establish strategies that enables Legends to recruit and hire diverse talent who embody our values and represent a variety of backgrounds, identities, experiences, and perspectives. – Educate our team on the value and importance of diversity and inclusion, by fostering sensitivity and awareness around challenges including unconscious bias and gender/racial equity. – Provide growth opportunities that empower our people to own and grow their careers, while fostering respect and collaboration across the organization, to deliver best-in-class results.

TECHNICAL PROPOSAL

3.1 EXPERIENCE / QUALIFICATION / BACKGROUND / REFERENCES INFORMATION

3.1.1 STATEMENT OF EXPERIENCE, QUALIFICATIONS, AND BACKGROUND CSL INTERNATIONAL - THE LEADING ADVISORY AND PLANNING FIRM SPECIALIZING IN PROVIDING CONSULTING SERVICES TO THE SPORTS, ENTERTAINMENT, CONVENTION & TOURISM INDUSTRIES CSL was established in 1988 for the specific purpose of providing a source of focused strategic planning and extensive research for the tourism, attraction, convention, entertainment, and sports sectors. Members of our firm have been providing services to these specialized industries over the last 30 years and have been involved in over 2,000 engagements. We assist our clients from the earliest stages of project planning, ensuring that all decisions are informed ones. Our consultants provide in-depth information, creative solutions to underlying issues, a thorough analysis of financial implications, and various measurements of risk and return surrounding alternative courses of action. CSL has built its reputation on meeting client needs by delivering quality services that address what we know are key pillars for a successful and sustainable tourism planning process: – Heavily research based, with a very significant foundation of local, in-person stakeholder outreach, extensive customer research specific to the Village and local area, and a focus on community that carefully considers the views of residents. – Providing a strategic platform to help build actionable recommendations with adequate funding resources, realistic timelines, and a description of the public and private entities that are essential for implementation. – Creating a measurable framework for determining the on-going success of each recommended initiative, including key performance metrics and return on investment measures. With our extensive team of highly trained and experienced professionals and a 30-year history of successful projects, we provide highly valued strategic planning guidance to tourism organization clients throughout North America, Florida and Palm Beach County as well as owners and operators of major visitor generating assets domestically and internationally.

OUR WORK IN FLORIDA CSL will leverage its familiarity of Palm Beach County and past tourism-focused research and analysis in the State of Florida. Each of our recent engagements in Florida have focused on destinations and facility products that involved evaluating event demand, tourism strategy and marketing, and supporting tourism, hospitality, and attraction infrastructure. We expect this experience and expertise to give us a head start in producing the Tourism Master Plan for Palm Beach County.

Pensacola Convention Center Pensacola

Doak Campbell Stadium Tallahassee

JAXUSL TIAA Bank Field Jacksonville

Tourism Strategic Plan Clay County

Destin-Fort Walton Beach Convention Center Destin

Ben Hill Griffin Stadium Gainesville Amway Center WWE Performance Center Camping World Stadium CFE Arena Orlando

Destination Strategic Plan Osceola County

Osceola Heritage Park Kissimmee Palm Beach Convention Center Hard Rock Stadium West Palm Beach New Tampa Bay Rays Ballpark Steinbrenner Field New USF Stadium Tampa FAU Stadium Boca Raton Proposed Sarasota Arena Sarasota Convention Center Sarasota FLA Live Arena Sunrise Broward County Convention Center Ft. Lauderdale Miami Grand Prix Miami Gardens

FTX Arena Orange Bowl Committee SkyRise Miami Coconut Grove Convention Center Miami Miami Beach Convention Center Miami Beach

OUR WORK IN TOURISM STRATEGY CSL’s Tourism Strategy Practice, now led by Richard Cutting-Miller, has delivered a long list of tourism strategy projects, helping cities, counties and destinations agree a collective vision for their destinations that enhances the visitor experience and quality of life for residents. Please note, the following list includes projects delivered by CSL as well as projects delivered by Richard Cutting-Miller (previously head of Tourism Strategy for Resonance Consultancy). – LOS ANGELES (CITY OF) - TOURISM MASTER PLAN – PALM SPRINGS, CALIFORNIA – DESTINATION DEVELOPMENT PLAN – SAN LUIS OBISPO COUNTY CA - DESTINATION MANAGEMENT STRATEGY – SCOTTSDALE, ARIZONA – DOWNTOWN TOURISM FEASIBILITY STUDY – TUCSON, ARIZONA – TOURISM MASTER PLAN – PORTLAND, OREGON - TOURISM MASTER PLAN – VANCOUVER, BRITISH COLUMBIA - TOURISM MASTER PLAN While some of these projects took place before the COVID pandemic, others have been produced post-pandemic to address the specific recovery issues associated with restarting the tourism industry.

SUBCONTRACTORS For this project, CSL International has engaged two subject matter experts to provide specific research, destination assessments and recommendations regarding Sustainability and DEI, and a third firm (Palm Beach County Certified S/M/WBE) to help guide project team efforts in Palm Beach County.

GLOBAL SUSTAINABLE TOURISM COUNCIL The Global Sustainable Tourism Council® (GSTC®) establishes and manages global standards for sustainable travel and tourism, known as the GSTC Criteria. There are two sets: Destination Criteria for public policymakers and destination managers, and Industry Criteria for hotels and tour operators. They are the result of a worldwide effort to develop a common language about sustainability in tourism. They are arranged in four pillars: (A) Sustainable management; (B) Socioeconomic impacts; (C) Cultural impacts; and (D) Environmental impacts. Since tourism destinations each have their own culture, environment, customs, and laws, the Criteria are designed to be adapted to local conditions and supplemented by additional criteria for the specific location and activity. The GSTC Criteria form the foundation Accreditation for Certification Bodies that certify hotels/accommodations, tour operators/transport providers, and destinations as having sustainable policies and practices in place. GSTC does not directly certify any products or services; but provides an accreditation program through its partner ASI/Assurance Services International to accredit Certification Bodies. The GSTC is an independent and neutral organization, legally registered in the USA as a 501(c)3 non-profit organization that represents a diverse and global membership, including national and provincial governments, leading travel companies, hotels, tour operators, NGO’s, individuals, and communities – all striving to achieve best practices in sustainable tourism. It is a virtual organization without a main office, with staff and volunteers working from all six populated continents. Financial support from donations, sponsorship, and membership fees allows us to provide services at low costs and to create, revise, and make available the GSTC Criteria. GSTC is an ISEAL Community Member.

For more information, please visit our website at www.gstcouncil.org

TOURISM DIVERSITY MATTERS Tourism Diversity Matters (TDM), founded as the collaborative leader of Diversity, Equity, and Inclusion (DEI) initiatives and concepts that can address the blind spots of ethnic disparities and provide decision-makers in the tourism industry access, resources, and tactics to develop more effective Diversity & Inclusion strategies that will engage and retain a diverse workforce.

MISSION To be a diversity resource that will educate, advocate, engage and empower the tourism and events industry, in collaboration and cooperation with all other industry initiatives.

VISION To be an industry resource for diversity expertise in order to achieve inclusive excellence. TDM’s goal is to sustain and expand our platform by affiliating with fellow industry partners and notable research institutions, creating solutions that can be implemented, contributing to organizational success. In order to achieve that goal, our board is comprised of leaders from all facets of the greater industry- www.tourismdiversitymatters.org/about/

THE FOUR PILLARS OF TOURISM DIVERSITY MATTERS APPRENTICESHIP PROGRAM

DIVERSITY, EQUITY & INCLUSION

The goal of the program is to expand the hospitality and tourism workforce by attracting underrepresented and ethnically diverse college graduates and students to career opportunities they may not have considered.

Our knowledge provides fundamental diversity, equity, and inclusion (DEI) training for tourism organizations and individuals who want to implement real workplace changes.

RESEARCH & DATA WORKFORCE DEVELOPMENT Design and recommend hiring procedures, recruitment practices, and succession planning methods that will influence talent development.

TDM is dedicated to sharing groundbreaking research and thoughtprovoking insights on diversity, equity, and inclusion.

For more information, please visit our website at www.tourismdiversitymatters.org

S.A. NELSON & ASSOCIATES S.A.Nelson & Associates leverages our deep expertise in community outreach to develop and execute customized, strategic public involvement plans to fit the specific needs of every project and client we serve. Our goal is to use community resources to affect real change. We assist you with our communities’ biggest assets its “People” We fit in to help you stand out.

DIFFERENTIATORS/VALUE PROPOSITION Our expertise with diverse markets allows our clients to stand out and reach target audiences including the important Hispanic, African American and Caribbean consumers with the right media and the right message. We provide the total solution, a one stop-shop experience. We advise, direct, consult, plan, manage, organize, create and coordinate…. We make it all happen, the way you want it to happen, efficiently and effectively.

CORE COMPETENCIES: – Strategic Marketing Plan Development & Management – Advertising – Community Development Plans – Diversity Marketing/Outreach – Web Based Marketing – Grassroots Marketing – Marketing Communications & Public Relations – Product Introduction, Publicity & Support – Media Relations/Brand Identity – Press Release Development & Distribution

ACCOMPLISHMENTS AND RECOGNITION – South Florida Magazine Top 50 Business Leader – Business Matchmaker Small Business Advocate of the Year – South Florida Business Leader Women Extraordinaire Welcome to S.A. Nelson & Associates, a dynamic marketing and public engagement firm with a strong presence in the State of Florida. With a visionary leadership under President and CEO Sophia Nelson, we have become a prominent force in the industry since our establishment in 2016. Our seasoned team of marketing specialists possesses comprehensive knowledge and skills to handle every aspect of public relations and public engagement.

– Crisis Management – Social Media Marketing – Conference/Trade Show Planning & Management – Corporate Gala’s/Receptions – Groundbreaking Ceremonies – Grand Openings – Workshops & Seminars

OUR APPROACH: At S.A. Nelson & Associates, we firmly believe in the transformative power of effective public relations and public engagement. Our partnership approach revolves around the following core principles: 1.

STAKEHOLDER ENGAGEMENT: We excel in engaging stakeholders through strategic consultations, workshops, and dialogues. As Palm Beach County seeks proposals for a Tourism Master Plan, we understand the significance of involving key county and city officials, industry stakeholders, and community leaders. Our approach prioritizes inclusive engagement to gather insights and perspectives that shape the foundation of a successful plan.

COMPREHENSIVE RESEARCH: In developing a robust Tourism Master Plan, thorough research is essential. Our team is proficient in conducting in-depth market research, analyzing trends, and assessing current plans. We ensure that our strategies are grounded in data-driven insights to make informed decisions that drive meaningful results.

INNOVATIVE TECHNIQUES: Leveraging advanced techniques is fundamental to our approach. We integrate innovative methods for stakeholder engagement, data collection, and impact measurement. By incorporating cutting-edge tools, we ensure that our solutions are not only effective but also forward-thinking.

END-TO-END SOLUTIONS: From stakeholder engagement and research to negotiations, closing, and stewardship, we handle the entire process seamlessly. Our team’s expertise extends across every phase of the project, guaranteeing a holistic approach that delivers results with efficiency and precision.

RELATIONSHIP BUILDING AND STEWARDSHIP: At S.A. Nelson & Associates, we are committed to building lasting relationships. Our collaborative partnerships extend beyond project completion. We offer ongoing stewardship to maximize the impact of our initiatives and maintain a strong connection with our partners.

UNPARALLELED EXPERTISE: With our depth of knowledge and experience in public engagement, marketing, and strategic planning, we are uniquely positioned to drive your initiatives to new heights. The complex task of developing a Tourism Master Plan for Palm Beach County requires a partner who can navigate the intricacies with finesse and expertise. S.A.Nelson is a certified S/M/WBE in Palm Beach County.

For more information, please visit our website at https://sanelson.co

3.1.2 REFERENCES Following are three Tourism Master Plan project references completed by tourism strategy teams led by Richard Cutting-Miller, Vice President, Tourism Strategy for CSL International. These clients and the projects completed for them are directly applicable to the Tourism Master Plan for the Palm Beach County and each former client has given their expressed permission to be contacted regarding this proposal. Please note the contract amounts are not publicly disclosed, so amounts are approximate.

DOANE LIU

Executive Director City of Los Angeles Department of Convention and Tourism Development Los Angeles, California P: 213.765.1151 doane.liu@lacity.org

JEFF MILLER

President & CEO Travel Portland Portland, Oregon P: 503.275.9797

BRENT DERAAD

President & CEO Visit Arlington (Previously President & CEO, Visit Tucson) P: (800) 433-5374 brent@arlington.org

CITY OF LOS ANGELES TOURISM MASTER PLAN Contract Amount: Approx. $500,000 Dates of Service: 2019-2020 Scope of Work: See Case Study #1 Full-Time Staff: 3-4

PORTLAND (OR) TOURISM MASTER PLAN

Contract Amount: Approx. $250,000 Dates of Service: 2018-2019 Scope of Work: See Case Study #2 Full-Time Staff: 3-4

TUCSON (AZ) TOURISM MASTER PLAN Contract Amount: Approx. $250,000 Dates of Service: 2017-2018 Scope of Work: See Case Study #3 Full-Time Staff: 3-4

TOURISM AND DESTINATION MASTER PLANNING – CASE STUDY #1

CITY OF LOS ANGELES TOURISM MASTER PLAN 2020

In the fall of 2018, the City of Los Angeles Department of Convention and Tourism Development (CTD) embarked on the development of a Tourism Master Plan to identify priorities that would enable the City to close the gaps and inefficiencies in its current and past approach towards tourism and advise on investments and changes that could address such challenges. CTD Recognized several current and upcoming challenges for visitors on a regional and citywide basis, and asked that the Tourism Master Plan consider, among other things: – A path for the sustainable growth of tourism in the City, including environmental sustainability, impacts on existing resources and infrastructure, and mitigating or preventing negative implications for local stakeholders or the quality of life of residents. – Hotel growth within the City, including hotels within walking distance of the Los Angeles Convention Center. – Matters related to short-term rentals, ride sharing and the legalization of marijuana for recreational use. – Steps to be taken proactively to improve visitors’ experience in relation to the homelessness issue, while being sensitive to the crisis at hand. – Application of new technology and innovation, including market interruption and impacts, use of new analytics and application of new avenues of communication. – The competitiveness of LA’s approach to major sports and entertainment events. – The treatment and improvement of large-scale, logistically complex events spanning multiple venues across the City to compete for major opportunities and navigate the negotiation/contracting process. – How to attract and/or retain high-profile events bringing national and international acclaim to the City. – Walkability in Downtown Los Angeles versus citywide infrastructure transportation challenges. – General challenges that exist within certain Council Districts and the potential solutions the City could implement to initiate improvements.

TWENTY-EIGHT BY ‘28 CTD also asked that the Tourism Master Plan include a focus on visitor transportation in the City of Los Angeles and take into consideration City of Los Angeles Mayor Eric Garcetti’s Twenty-Eight by ‘28 initiative.

DEPARTMENT OF CONVENTION AND TOURISM DEVELOPMENT Finally, CTD asked that the Tourism Master Plan consider the organization itself, including its organizational structure, current workload, operating budget, mission, and scope of work. The Plan was envisioned to provide recommendations on how CTD could expand its scope of work and existing role to provide the organizational and budgetary tools necessary for implementing the Tourism Master Plan and provide recommendations on how CTD could collaborate with other agencies and stakeholders. Regarding the organization’s focus on strategic planning, CTD anticipated that the Tourism Master Plan will serve as a guide on this matter. The tourism strategy team’s approach to the creation of the Los Angeles Tourism Master Plan was designed to help officials, industry stakeholders and residents articulate and share a clear vision for the future—because when people share a vision of the future, it gives them shared belief, shared purpose, and shared passion. The approach sought to define the destination as more than the sum of its parts. While the Tourism Master Plan addresses critical hardware—such as transportation or the Los Angeles Convention Center—that is required to achieve the City of Los Angeles’ goals, it also addresses the software of relationships and programming required to foster the quality of life, culture, and experiences necessary to create a unique and compelling sense of place

PHASE 1

SIX PIECES OF RESEARCH Experience has taught us that successful destination management planning requires the participation and alignment of not only industry stakeholders but visitors and the local community as well. As such, the process was designed to consult, engage, and collaborate with tourism industry stakeholders, visitors, and the community. It is for this reason that the first stage of the Tourism Master Plan for the City of Los Angeles focused on six research activities. These six pieces of research, which were reviewed and critiqued by a Project Steering Committee of City and community leaders and industry stakeholders, have led to important insights that were considered in developing a future vision for Los Angeles as a destination and the resulting Tourism Master Plan.

1. TREND ANALYSIS

4. COMMUNITY RESEARCH

2. STAKEHOLDER ENGAGEMENT

5. COMPETITIVE ANALYSIS

3. VISITOR RESEARCH

6. HOSPITALITY ANALYSIS

1. TREND ANALYSIS With the tourism economy evolving rapidly, major long-term trends such as increased competition, evolving demand, labor shortages and crumbling infrastructure present both new opportunities and challenges for destinations. As such, the tourism strategy team identified, presented, and discussed several key tourism trends associated with visitor activities, experiences, markets, destinations, and tourism organizations that needed to be considered in developing the Los Angeles Tourism Master Plan. Hollywood Sign

2. STAKEHOLDER ENGAGEMENT The second piece of research included a listing of Strengths, Weakness, Opportunities and Threats (SWOT) identified in the Stakeholder Engagement conversations conducted in Los Angeles by the tourism strategy team Consultancy during February 2019. Approximately 125 stakeholders participated in 55 sessions. The primary purpose of these discussions was to identify participant opinions, aspirations, and ideas for the future of the City of Los Angeles as a destination, while also building an informal group of “champions” for the project who will be critical to endorsing and implementing the Tourism Master Plan upon completion.

3. VISITOR RESEARCH The objective of the Tourism Master Plan Visitor Survey was to better understand who the current Los Angeles visitors are, how they compare to US travelers in general and what types of travelers might be attracted to the destination in the future. In consultation with the City of Los Angeles Department of Convention and Tourism Development staff, the tourism strategy team developed an online survey to identify and gauge previous visitors’ travel habits, preferences, and perceptions of Los Angeles. The survey was distributed in English, Spanish and Chinese and extensively promoted by Los Angeles Tourism & Convention Board (LATCB) via email and social media platforms. A special secondary effort was undertaken by the tourism strategy team to reach Chinese-speaking visitors to assess their experiences.

The survey questions were designed to: – Assess the demographic and psychographic characteristics of previous visitors to Los Angeles. – Conduct a segmentation analysis of respondents to better understand Los Angeles visitors and how they differ from US travelers in general. – Identify the motivating factors that drove previous visitors to select Los Angeles as their destination of choice. – Assess the quality of and satisfaction with current services, accommodations, and amenities throughout Los Angeles. Assess previous visitor perceptions of Los Angeles both before and after their visit. More than 1,500 previous visitors to Los Angeles participated in the survey. TCL Chinese Theatre IMAX

4. COMMUNITY RESEARCH The organizations and agencies responsible for tourism marketing and management in destinations around the world are undergoing profound change. These organizations and agencies are increasingly becoming responsible for activities beyond attracting greater numbers of visitors. Today’s tourism leaders need to be thoughtful about how the quality of life for residents can be balanced with the quality of the visitor experience; about the kinds of visitors who would most appreciate the destination’s character, its people, and its offerings; and how communities can responsibly grow a tourism industry for the benefit of all. The fourth piece of research was conducted to identify and define general attitudes towards living in the City of Los Angeles and tourism’s impact on resident quality of life. – What do residents think of the City of Los Angeles as a place to live? – What are the most important attributes to resident quality of life? – How do residents view the tourism industry and its impact on the community? The answers to these questions helped to address key issues with respect to livability, culture, economy, and sense of place. In total, 909 residents of the City of Los Angeles participated in the community survey.

5. COMPETITIVE ANALYSIS The fifth piece of research analyzed peer review channels from increasingly influential websites such as TripAdvisor and Yelp to identify how many quality experiences cities offer from one product and experience category to the next, as rated by locals and visitors themselves. This research, which examined the quality of destinations from the visitors’ point of view to measure supply-side performance from one destination to the next, is a valuable tool to better understand the competitive advantages— and weaknesses—of the destination.

6. HOSPITALITY ANALYSIS Last, HVS Convention, Sports & Entertainment Facilities Consulting (HVS) conducted an analysis of the impact of the Los Angeles Convention Center (LACC) on tourism to Los Angeles. This research included: – A detailed analysis of lodging trends in Downtown Los Angeles and West LA, including projections of supply and demand. – A comparison of five lodging submarkets throughout Los Angeles. – A comparative analysis of the LACC to eight in-state convention centers and 16 national competitors based on function space and destination amenities. – An analysis of LACC lost-business reports, which indicate the impact of expansion and increased hotel supply on LACC demand. – An analysis of the net impacts historic LACC operations have had on the local lodging market through a “difference of means” test. – An analysis of home sharing in nine submarkets across Los Angeles, including the substitutability of shortterm rentals for hotel rooms.

PHASE 2 Upon completion of Phase 1, which focused on the current state of tourism in Los Angeles, the project team turned its attention to the future; culminating in the Tourism Master Plan and its associated recommendations. As in the first phase, this section of work began with qualitative research, Visioning Sessions, which then guided the formation of the draft, and ultimately final, recommendations that are articulated in the Tourism Master Plan.

VISIONING WORKSHOPS The results and information from these six research activities were presented and discussed in four visioning workshops to more than 75 stakeholders from a broad range of Los Angeles-based industry, government and community organizations, offices, agencies, and companies. The participants then engaged in a series of roundtable exercises designed to identify, develop, and articulate recommendations for the City of Los Angeles to address the various issues, opportunities and challenges that are facing LA travel and tourism. The exercises specifically focused on recommendations associated with destination development, destination programming and destination management, as well as overtourism.

DRAFT RECOMMENDATIONS The results of the four workshops were then compiled into a Draft Recommendations Report, which was presented to the Project Steering Committee for consideration, feedback, and comment. The Los Angeles Tourism Master Plan Recommendations, Roles and Responsibilities are the result of this effort. The Tourism Master Plan for Los Angeles sets forth a set of recommendations, roles and responsibilities that covers the major categories of destination management, from Visitor Mobility and Accommodations to Destination Stewardship and Management, that will allow the City to take the foundational steps to shape this new effort. To realize the vision for the City of Los Angeles and the Greater Los Angeles metro area, the Tourism Master Plan recommendations were organized into seven strategic areas of focus.

THE SEVEN STRATEGIC AREAS OF FOCUS 1. DESTINATION STEWARDSHIP 2. DESTINATION DEVELOPMENT 3. DESTINATION PROGRAMMING 4. VISITOR ACCOMMODATIONS 5. VISITOR MOBILITY 6. VISITOR INFORMATION & COMMUNICATIONS 7. DESTINATION MANAGEMENT

The Music Center’s Walt Disney Concert Hall

The Tourism Master Plan sets forth a discussion of priorities for implementation to help the City of Los Angeles pick the “low-hanging fruit” and organize the necessary resources for some of the more complex, long-term, and resourceintensive recommendations. The document also presents Financial Considerations for the Recommendations to help put the budget and funding requirements into perspective and how they might relate to future revenue sources. The following is an outline of the Tourism Master Plan recommendations. Further details can be found in the complete report available here.

1. DESTINATION STEWARDSHIP

4. VISITOR ACCOMMODATIONS

1.1 Create and Implement a Sustainable Tourism Program for Los Angeles

4.1 Increase Short-Term Rental Collaboration 4.2 Identify and Advocate for New Hotel Development Opportunities

2. DESTINATION DEVELOPMENT 2.1 Support the Expansion of the Los Angeles Convention Center 2.2 Support a New Hollywood Visitor Center and Scenic Aerial Tramway or Gondola to the Hollywood Sign 2.3 Support the Hollywood Walk of Fame Master Plan 2.4 Increase Neighborhood Tourism Development

3. DESTINATION PROGRAMMING 3.1 Develop and Position Los Angeles as a Leading Destination for Sports Tourism 3.2 Develop and Position Los Angeles as a Leading Center for Creative Tourism 3.3 Develop and Position Los Angeles as a Leading Culinary Destination 3.4 Develop and Manage a Citywide Festival and Events Strategy 3.5 Celebrate and Promote LA’s Rich Cultural Diversity

4.3 Monitor and Improve Visitor Satisfaction with Current Hotel Accommodations

5. VISITOR MOBILITY 5.1 Reduce Usage of Cars by Visitors to the City 5.2 Support the Redevelopment of Los Angeles International Airport

6. VISITOR INFORMATION & COMMUNICATIONS 6.1 Research and Monitor Visitor Behavior 6.2 Communicate and Inform Visitors 6.3 Modernize and Improve Wayfinding

7. DESTINATION MANAGEMENT 7.1 Establish Los Angeles Tourism Cabinet and Chief Tourism Officer 7.2 Improve Regional Cooperation

REPORT | A copy of the complete report is available here.

PORTLAND TOURISM MASTER PLAN – CASE STUDY #2

PORTLAND, OREGON TRAVEL PORTLAND, 2018

Leading up to 2018, TravelPortland recognized that the role of destination marketers was undergoing profound changes, and that the organization was then responsible for much more than simply attracting greater numbers of visitors. They wanted to be thoughtful about how the quality of life for residents can be balanced with the quality of the visitor experience; about the kinds of visitors who would most appreciate the city’s character, its people, and its offering; and how we they could responsibly grow the tourism industry for the benefit of all. That’s why, in 2016, they began the transition toward becoming a Destination Marketing and Management Organization, and why they embarked on a journey to create their first Tourism Master Plan. As a result, Travel Portland engaged the tourism strategy team led by Richard Cutting-Miller, now Vice President, Tourism Strategy for CSL to facilitate and produce a tourism master plan for Portland. The project engaged hundreds of stakeholders and citizens and pointed the way to three broad areas of focus and 10 action items for going forward:

EXPERIENTIAL ASPECTS OF OUR OFFERING, WHICH STRENGTHEN AND PROTECT THE FUNDAMENTAL, AUTHENTIC CHARACTER OF PORTLANDERS 1. AUTHENTICITY: Tell genuine, compelling stories

3. MAKERS’ MOVEMENT: Portland’s artisanal

about the destination in narratives that will inspire the Ideological Traveler, Sophisticated Wanderer, Cultural Vanguard and the Authentics we wish to attract.

manufacturing economy, from beer to soap, clothing to food, has made the city a global magnet and symbol. We will further nurture this identity and make it central to the Portland story.

2. CULTURAL DIVERSITY AND COMMUNITY ENGAGEMENT: We will bring fresh voices, perspectives, and experiences to Portland tourism by making diverse populations part of the industry and the tourism story.

4. NEIGHBORHOOD BUSINESS DISTRICTS Portland’s neighborhood culture is dynamic and differentiated; by engaging with SMEs for tourism marketing and product development, we will grow both the tourism offering and neighborhood businesses.

DEVELOPMENT / INVESTMENT ASPECTS, WHICH PRIORITIZE THE KINDS OF EVENTS AND NEW EXPERIENCES WE WANT TO CREATE AS A CITY 5. TOURISM DEVELOPMENT FUNDS: The Tourism Master Plan contains ten shortlisted ideas and numerous projects. Development funds will advance projects in tandem, vetting and readying them for major investment down the road. Funding for the next big thing might be here.

6. FESTIVALS & EVENTS PLUS SIGNATURE EVENTS: The need is to coordinate efforts and create a strategy for creating, incubating, developing, and facilitating beloved Portland events and festivals. That’ll help locals understand and benefit from them

and attract new visitors. And it’s time to contemplate the creation of a signature event.

7. JAMES BEARD PUBLIC MARKET PLUS RESTAURANTS: The food scene is critical to authentic Portland: we need to nurture restaurateurs and their ecosystem so they can stay in place and focus on the food. The opportunity is to meaningfully celebrate both a founding father of American cuisine and the ingredients that make Portland’s very special American food story possible.

ADVOCACY , THE LARGER CAUSES IN WHICH TRAVEL PORTLAND WILL ACTIVELY ENGAGE AS AN ORGANIZATION 8. VULNERABLE COMMUNITIES: The quality of life of residents, visitors, and vulnerable communities themselves can only degrade if solutions are not sought to address the plight of people who require shelter and treatment. Vulnerable communities is a local, regional, and national issue, one in which Travel Portland can take a leading role, working with other destinations to compare experience, study helpful practices and find solutions that can benefit other cities as well.

10. THE GREEN LOOP: Portland’s Green Loop, which is both in process and still on the drawing boards (for some sections), promises to be a gamechanger for resident transportation to and from work, play and recreation, and will be an important new tourism experience that provides both transportation and sightseeing to and from home-bases, neighborhoods, and visitor activities.

9. TOURISM TRANSPORTATION: As congestion in the city and region increases—affecting daily life for locals and visitors—Tourism Portland will encourage the study of the way visitors move about the city and region, and the adoption of alternate transportation options that will benefit both.

CRAFTING THE TOURISM MASTER PLAN A Tourism Master Plan serves a range of purposes: it creates a consensus between the stakeholders who participate in decision-making on tourism-related development for the City; it helps investors and businesses understand where they could be putting their energies as the vision for tourism Portland is realized; and it helps all audiences understand and close the gap between what visitors and residents of Portland wish to experience (the “demand side” of the equation) and those—like Travel Portland and policy makers at the City, State and Federal Government levels who can create and offer them (“the supply side”). This Tourism Master Planning project has given Travel Portland and hundreds of public and private sector stakeholders an opportunity to review and understand the history, current results, future plans and target market of Portland tourism within the context of the broader economy, economic development, and quality of life, and to embark on a detailed examination of its characteristics, visitor profile and market prospects. To serve as a foundation for the Tourism Master Plan, the project team undertook a series of research activities including a: – Synopsis of consumer research and ‘ideal’ guests analysis – Summary of relevant travel and tourism trends that may influence target audiences – Summary of feedback from strategic conversations with key stakeholders – Differentiators of the destination versus its competitive set – Summary of visitor appeal and product readiness assessments – Fit between key travel markets segments and the Portland product The results and information from this research were then used in two industry workshops to gain broad input and envision/develop priorities on tourism opportunities and challenges that might be addressed by the Tourism Master Plan. The first industry workshop was held with Portland’s public and private sector tourism marketing experts to define the Visitor of the Future, while the second industry workshop examined 8 general themes and 40 individual opportunities to consider how these might deliver on the “Portland Visitor of the Future” and inform Portland’s travel and tourism, economic development and place making strategy. Following the workshops, the penultimate step in the project was to collect feedback from a broad group of stakeholders thru an Open House / Online Forum that summarized the input and ideas collected in the workshops with respect to: – Consensus summary of key strengths, weaknesses, opportunities, and threats concerning Portland’s destination development in the decades ahead. – Prospective ideas and positioning strategies to express Portland’s community DNA and competitive identity. – Potential innovative niche economic and business development strategies for consideration. – Possible urban design and placemaking initiatives and concepts to help develop and foster a unique and compelling sense of place. The Open House and Online Forum were open for 2 days and 4 weeks respectively in conjunction with an online survey, to answer questions and collect input from Portland stakeholders and residents with respect to preferences and priorities in order to agree on the final recommendations included in the final report. The result? Clarity on what’s important, on our strategy and positioning, and an action plan to bring it all to life.

REPORT | A copy of the complete report is available here.

TOURISM AND DESTINATION MASTER PLANNING – CASE STUDY #3

VISIT TUCSON

TOURISM MASTER PLAN 2019 In the 10-year Tourism Master Plan for Metro Tucson, the tourism strategy team led by Richard Cutting-Miller consulted widely to create comprehensive recommendations and a roadmap to realize a positioning of the destination as an international hub of well-being and wisdom—tapping into Tucson’s historic roots as an innovative spa destination and leveraging a progressive, spirited character. The Tourism Master Plan for Metro Tucson initially focused on five research activities. These five pieces of research, which were reviewed and critiqued by a Steering Committee of community leaders and industry stakeholders, led to important insights that were considered in the development of a future vision for Metro Tucson as a destination and the resulting Tourism Master Plan that was developed by this project.

STAKEHOLDER ENGAGEMENT IDENTIFYING STRATEGIC ISSUES AND OPPORTUNITIES FOR METRO TUCSON The tourism strategy team met with approximately 50 stakeholders in 25 sessions during August 2018 and additional calls held in September. The primary purpose of these discussions was to identify participant opinions, aspirations, and ideas (issues and opportunities) for the future of Metro Tucson as a destination for visitors and place for residents to live, work and play.

VISITOR SURVEY OPINIONS AND PERCEPTIONS OF PREVIOUS VISITORS AND RESIDENTS ABOUT THEIR EXPERIENCES IN METRO TUCSON The tourism strategy team surveyed 972 English speaking visitors and 709 Spanish speaking visitors to understand who the current Metro Tucson visitor is, how they compare to U.S. travelers in general and what types of travelers and residents might be attracted to the destination in the future. The survey was also used to assess the quality of and satisfaction with current destination services, accommodations, and amenities; and create a segmentation analysis to better understand the Metro Tucson guests and residents and how they differ from U.S. travelers in general. Tucson, Arizona

DESTINATION ASSESSMENT BENCHMARKING METRO TUCSON EXPERIENCES VS 14 OTHER DESTINATIONS (ACTUAL AND ASPIRATIONAL) The tourism strategy team conducted a quantitative assessment of Metro Tucson’s destination assets and experiences, utilizing a combination of social media reviews and core performance statistics collected directly from TripAdvisor and Yelp. This research benchmarked both the quantity of Travel & Tourism assets and the quality of these experiences against 14 competing and aspirational destinations. The focus of this activity was to understand what visitors are saying about Metro Tucson’s products and what they compare online about Metro Tucson and 14 other destinations when making their travel plans. San Xavier Roman Catholic Parish / Patronato San Xavier

COMMUNITY SURVEY OPINIONS AND PERCEPTIONS OF RESIDENTS ABOUT KEY ISSUES AND OPPORTUNITIES FOR METRO TUCSON In consultation with Visit Tucson staff, The tourism strategy team developed an online survey to identify and gauge residents’ perceptions on a variety of key characteristics with respect to livability, culture, economy, and sense of place. The survey was extensively promoted via social media platforms and email to the databases of a variety of public and private organizations as introduced by Visit Tucson staff. The survey questions were designed to: – Assess the quality of and satisfaction with current services, accommodations, and amenities throughout Metro Tucson; – Identify hidden assets that may offer potential for increasing residents’ quality of life and tourism growth; – Assess the relative attractiveness of different new amenities and improvements under consideration for Metro Tucson; – Inform project decisions for stakeholders and prioritize opportunities for the region; – Assess the impact of key issues (current) and opportunities (future) on residents’ quality of life; and – Engage residents in the development phase to accelerate the approval and design process for permanent changes in the future.

FESTIVALS AND EVENT ANALYSIS UNDERSTANDING THE RETURN ON INVESTMENT (ROI) ON METRO TUCSON FESTIVALS & EVENTS The objective of the Festivals & Events Analysis was to assess the quantity, quality, calendar distribution (scheduling), resident and visitor attendance / satisfaction, diversity (interest group), current results (attendance, income, reviews), future viability / opportunity for growth, and economic impact of Metro Tucson’s existing events. The data source for the Festivals & Events Analysis was Visit Tucson’s calendar of 227 events against which each listing was scored across 7 categories of “Event Impact” based on publicly available information and the consultant’s expert opinion. – Economic Impact – Scalability – Tourism Potential – Brand Alignment – Uniqueness – Seasonality – Social / Cultural DUSK Music Festival

VISIONING WORKSHOPS The results and information from these five research activities were then used in two visioning workshops and one Board of Directors meeting, to gain broad input and envision / develop priorities for Metro Tucson opportunities and challenges that might be addressed by the project.

RECOMMENDATIONS / ROLES & STRATEGIES The results of the two workshops were then compiled into a Draft Recommendations Report, which was presented to the Project Steering Committee and the Visit Tucson Board of Directors for consideration, feedback, and comments. The Metro Tucson 10-Year Tourism Master Plan Recommendations and Roles and Strategies are the result of this effort.

PRIORITIES & IMPLEMENTATION A long-term plan such as this can be a little overwhelming when taken as a whole. It is for this reason that a Priority Analysis has been included at the end of the document to guide Visit Tucson and its partners in developing their annual plans and resources necessary to move this Plan forward to implementation. Colossal Cave Mountain Park

The analysis and engagement led to six strategic areas of focus and the individual recommendations that were interwoven and informed one another:

1. WELL-BEING

4. CULTURE

Focusing on the visitor experience by managing all destination and tourism product development activities for Metro Tucson.

Celebrating Metro Tucson’s history, heritage, and culture. – City of Gastronomy Activation

– Capital of Well-Being

– Events & Festivals

– Health Well-Being - Medical Tourism

– Native American Experience

– Intellectual Well-Being - Higher Education and Lifelong Learning

– Spanish-Speaking Visitor Experience

– Physical Well-Being - Biking Tourism

5. DEVELOPMENT / INVESTMENT

– Physical Well-Being - Sports Tourism – Spiritual Well-Being - Outdoor Experiences

Delivering a quality experience for our visitors via major infrastructure or large-scale projects. – Full-Service, Downtown and Headquarter Hotel(s)

2. PLACEMAKING

– Tucson Convention Center

Visit Tucson will create, enhance, and deliver destination products and services, activities and events that preserve and create a high quality of life experience for residents that reflects the unique environment, culture, and diversity of Metro Tucson.

– Technology and Tourism – Experience Hothouse – Economic and Workforce Development – Visit Tucson

– Downtown Tucson – Gathering Place – Community Villages, Main Streets and Downtowns

3. CONNECTIVITY

6. ADVOCACY Serving as the industry voice, champion, and conduit for a broader portfolio of policy, programs and opportunities that affect Metro Tucson as a visitor destination and a place to live.

Organizing the movement of residents and visitors into, out of and around Metro Tucson.

– Meetings and Conventions Business and Economic Development

– Connectivity, Accessibility and Proximity

– Neighborhood / Community Development

– Airlift Development

– Basic Infrastructure

– The Loop

– Sustainable Tourism

A Priority Analysis was created to guide Visit Tucson and its partners in developing their annual plans and resources necessary to move the plan forward to implementation.

REPORT | A copy of the complete report is available here.

3.1.3 ORGANIZATIONAL CHART Below is a copy of the CSL Organizational Chart including 34 full time employees.

DALLAS, LONDON, MINNEAPOLIS, & NEW YORK OF F ICES

ORGANIZATION

DALLAS OFFICE

CHART

LONDON OFFICE

MINNEAPOLIS OFFICE

NEW YORK OFFICE

BILL RHODA President

MARTIN JENNINGS

BEN WRIGLEY

Head of Global Planning, Legends International

COO

ADAM KERNS Executive Director Project Management Business Development Dallas

CASEY MCKENZIE Analyst

JULIANA ROGERS

BRIAN COHN

TBD Project Manager

JOSH BALKIN Analyst

Vice President Valuation & Consulting

Project Management Staff Development Dallas

Project Manager

PAIGE ROBINETT

JOSH MOORE

Executive Director

FUTURE POSITION Valuation Manager Domestic Projects

ANNA SCHRADER

BRAYDEN BOCHE

MIKE ATKENSON

Analyst

Senior Analyst

BRICKMAN CLOW Analyst

Managing Director International Projects London

JACK COBBOLD

EDDIE CUMMINGS

ROSS CHUMSKY

Project Manager

Valuation Manager

Project Management Europe

Project Management Spain

FUTURE POSITION Brand Consulting Analyst Domestic & International Projects

IN PROCESS

RICHARD CUTTINGMILLER

JOHN KAATZ

Vice President Tourism Strategy

Business Development Consulting

Project Management

TYLER OTHEN

JOEL FELDMAN

Project Manager

Project Director

KAMRUL ZAMAN Conjoint Development Analytics

DEAN CRAWLEY

Valuation Analyst International Projects

Data Analysis Analytics

JULIA MORGAN

HANNAH DAWSON

TOM BAUCHER

FREDDIE EDWARDS

Analyst

BILL KRUEGER

Senior Vice President

BAILEY HELGREN

NOAH RUTGERS

JACOB GUENTHER

Analyst

ROAN FLOER-MARTINEZ

Analyst

Below is a copy of the Project Organization Chart including sub-contractors.

CSL PROJECT TEAM

RICHARD CUTTING-MILLER

GREGORY L. DESHIELDS

RANDY DURBAND

SOPHIA NELSON

JOHN KAATZ

YVONNE E. DRAYTON

KATHLEEN PITTMAN

JEANETTE GORDON

SCOTT ERICKSON TYLER OTHEN

3.1.4 PROJECT TEAM We commit the highest level of dedication from some of the world’s leading tourism master planning, tourism branding and marketing strategy, tourism sustainability, DEI, and Palm Beach County project organizers.

UNMATCHED STRENGTHS AS TOURISM STRATEGY ADVISORS 1. UNIQUE MIX OF EXPERTISE: The international project team led by Richard Cutting-Miller (Vice President, Tourism Strategy, CSL) will provide the Plan with the expertise necessary for fully addressing the depth and breadth of issues and opportunities to sustainably grow the tourism sector in ways uniquely tied to the region.

2. DESTINATION-SPECIFIC, STATE, NATIONAL AND INTERNATIONAL EXPERIENCE: Members of our Project Team have years of experience working in the County, throughout the State of Florida, throughout the country, and in other markets large and small in the US and around the globe.

3. GLOBALLY TRUSTED DATA & METHODOLOGIES: Our team has worked with destinations around the world on providing data and conducting research required to effectively manage and grow a destination’s tourism brand and market capture.

4. UNDERSTANDING OF TODAY’S & TOMORROW’S TRAVELERS: The CSL project team has continued to deliver strategies for the evolution of placemaking, event facilities, attraction concepts, sales & marketing resources, and other factors that need to be addressed to cater to a changing traveler base.

5. IN THE MARKET: For all our clients, we stress an on-the-ground approach, meeting with hundreds of stakeholders and visiting every corner of the destination. Our tourism experts will spend extensive time in-market throughout the process of creating the Tourism Master Plan for Palm Beach County.

3.1.5 PROJECT TEAM DESCRIPTIONS RICHARD CUTTING-MILLER

TYLER OTHEN

VICE PRESIDENT, TOURISM STRATEGY, CSL INTERNATIONAL

PROJECT MANAGER, CSL INTERNATIONAL

Richard has produced more than 100 Strategic Plans for tourism-focused economies (national, state, and municipal). A 30-year travel industry veteran, Richard was most recently Executive Vice President at Resonance Consultancy where he led the Tourism Strategy Consulting Practice from 2012 to 2021. Richard’s most recent tourism strategy work includes the Tourism Master Plans for the City of Los Angeles, Portland OR, Tucson AZ, Vancouver BC and many more. Richard will serve as lead consultant for the Palm Beach County Tourism Master Plan.

JOHN KAATZ PRINCIPAL, CSL INTERNATIONAL Mr. Kaatz’s experience includes in-depth analyses for over 500 tourism development planning, convention, hospitality, and entertainment industry projects. The results of these planning studies have been used to assist public and private sector entities in preparing focused plans for engaging both existing and new visitor segments, defining visitor-generating investment in product and experiences, and addressing gaps in visitor industry infrastructure. John has led numerous Tourism Master Plan efforts including Palm Springs CA, Lexington KY, and Augusta GA. John will serve as principal consultant for the Palm Beach County Tourism Master Plan.

Mr. Othen has served as Project Manager for over 120 visitor industry development studies spanning a wide range of market sizes across the country. He has led efforts to provide solutions and creative recommendations for destination product development, sales, and marketing efforts, identifying market and financial support for visitor industry product investment, conducting analysis of destination development best practices, conducting destination policy and performance analysis, and assisting in the design of policy and/or product development implementation efforts. Tyler will serve as project manager for the Palm Beach County Tourism Master Plan.

RANDY DURBAND CEO, GLOBAL SUSTAINABLE TOURISM COUNCIL (GSTC) Randy Durband is the Chief Executive Officer of the Global Sustainable Tourism Council (GSTC), a UNcreated NGO that establishes and manages global standards for sustainability in travel and tourism. The GSTC Criteria include guidelines for minimizing negative environmental, cultural, and social impacts while maximizing travel and tourism as a force for good. Randy will serve as lead sustainability subject matter expert for the Palm Beach County Tourism Master Plan.

SCOTT ERICKSON TOURISM MARKETING STRATEGY, CSL INTERNATIONAL A global marketing leader, Scott has worked across startup and established organizations to craft marketing and brand initiatives that drive awareness, engagement, and advocacy. Scott manages destination marketing projects and works alongside DMOs, economic development and regional marketing teams to craft integrated and sustainable promotion strategies. Drawing on decades of insight, he tailors the approach and solutions for each project to customize marketing strategies as unique as each destination. Scott will serve as chief tourism marketing strategist for the Palm Beach County Tourism Master Plan

KATHLEEN PITTMAN

YVONNE E. DRAYTON

PROGRAM DIRECTOR FOR THE CARIBBEAN AND SPECIAL PROJECTS, GLOBAL SUSTAINABLE TOURISM COUNCIL (GSTC)

CDE, DIRECTOR OF OPERATIONS, TOURISM DIVERSITY MATTERS

Kathleen Pittman manages an international economic development consultancy helping companies and communities build mutually beneficial partnerships, programs, and policy. Kathleen helps governments to design legislation and programs to attract and retain businesses, and effect equitable economic development in collaboration with corporate and nonprofit partners; large companies to identify local issues of business interest, local partners, and make investments in places where they do (or want to do) business; small businesses to navigate regulatory landscapes, access capital, build capacity, and better connect to customers; and NGOs to design and manage impactful programming in communities. Kathleen will serve as sustainability subject matter expert for the Palm Beach County Tourism Master Plan.

GREG DESHIELDS EXECUTIVE DIRECTOR, TOURISM DIVERSITY MATTERS Qualified Tourism/Hospitality and Academic Professional Certified Hospitality Educator (CHE) proficient in developing and implementing plans, strategies, and initiatives specifically designed to raise destination’s image for diverse, multicultural travel. Experienced Certified Diversity Executive (CDE) with demonstrated cultural competence. Prepared to strategically position an organization to remove systemic barriers to inclusion, lead culture change, and transform the brand. Greg will serve as lead DEI subject matter expert for the Palm Beach County Tourism Master Plan.

Yvonne E. Drayton, CDE is the director of operations for Tourism Diversity Matters (TDM), an organization committed to empowering the tourism and hospitality industry to change and evolve, and advocates for an inclusive and diverse workforce and guest experience. As director of operations Yvonne develops, maintains, and evolves strategic partnerships and creates strategies to support the organization’s workforce development efforts, which include the national apprenticeship program. Yvonne will serve as DEI subject matter expert for the Palm Beach County Tourism Master Plan.

SOPHIA A. NELSON PRESIDENT/CEO, S.A.NELSON & ASSOCIATES Sophia’s career spans over 25 years of public and private involvement which allows her to have a unique point of view in today’s modern world of communications. Sophia Is President /CEO of SANelson and oversees the day-to-day operations, business development, public Involvement, and government/community relations. She is a longtime community strategist, entrepreneur, and motivator. Sophia will serve as the onsite project manager and stakeholder engagement manager for the Palm Beach County Tourism Master Plan.

JEANETTE GORDON DIRECTOR OF COMMUNITY IMPACT, S.A.NELSON & ASSOCIATES Jeanette has been helping South Florida communities advocate for and implement change. Jeanette will serve as an onsite project coordinator for the Palm Beach County Tourism Master Plan.

3.1.6 PROJECT TEAM RESUMES RICHARD CUTTING-MILLER VICE PRESIDENT, TOURISM STRATEGY

Richard has produced more than 100 Strategic Plans for tourism-focused economies (national, state, and municipal) ranging from China to South Carolina, the United Kingdom to Hawaii, the Caribbean to San Luis Obispo County CA, South Africa to Richmond VA.

ADDITIONAL PROJECT WORK – –

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Aruba Tourism Authority Strategic Business Plan Bermuda Competitive Destination Assessment and Periodic Trending Research City of Bellevue Washington, Destination Development Plan Cincinnati Tourism Growth Modeling Study Cleveland Tourism Events Strategy Destination Fayetteville Brand Development Finger Lakes Wine Country Branding and Marketing Strategy Ireland Thematic Tourism Brand Proposition and Identity Metro Tucson 10-Year Tourism Master Plan Quad Cities Destination Vision and Strategic Plan Snohomish County (WA) Tourism Strategic Plan Tourism Vancouver (BC) 2030 Scenario Report Tulsa, OK Destination Development Strategy

EXPERIENCE

Executive Vice President – Resonance Consultancy President – Tourism ROI Executive Vice President – World Travel & Tourism Council Tourism Consulting - Deloitte

FORMER MEMBER OF THE BOARD

US Travel Association Caribbean Tourism Organization

MEMBERSHIPS

Destinations International US Travel Association

EDUCATION

Southern Methodist University - MBA University of Oklahoma – BS Mathematics

A 30-year travel industry veteran, Richard was most recently Executive Vice President at Resonance Consultancy where he led the Tourism Strategy Consulting Practice from 2012 to 2021.

REPRESENTATIVE CLIENTS: – CITY OF LOS ANGELES TOURISM MASTER PLAN – The City of Los Angeles Department of Convention and Tourism Development selected the Resonance team, led by Richard Cutting-Miller, via an international RFP competition to develop a Tourism Master Plan to assist the City in delivering a positive visitor experience, while also enhancing the quality of life for residents. The 18-month project, the largest ever of its kind in the United States, included six pieces of customized research, numerous visioning workshops, seven strategic areas of focus and 22 long-term recommendations for enhancing the City of Los Angeles as a world leading tourism destination and place to live, work and play. – PORTLAND (OR) TOURISM MASTER PLAN – Richard led a two-year effort commissioned by Travel Portland to facilitate and produce a tourism master plan that engaged hundreds of stakeholders and citizens and pointed the way to three broad areas of focus and 10 action items for moving tourism in this premier destination forward for the next ten-years. – RICHMOND REGIONAL 2030 (TOURISM MASTER PLAN) - Resonance was selected by RRT as a partner to develop a 10-year Tourism Master Plan for the five-county region of Richmond, Virginia. The Resonance team, managed by Richard, was chosen in large part for the breadth of its experience, as well as its commitment to fostering community, preserving cultural heritage, protecting the environment, and generating economic benefits for all those involved. – EXPERIENCE SLO CAL 2050 (DESTINATION MANAGEMENT STRATEGY) – Visit SLO CAL engaged Resonance, led by Richard, to assist leaders across San Luis Obispo County, California to take a step back to purposefully consider what type of destination they would like the county to become in the future. The project helped stakeholders across the county work together to advance common economic, social, environmental, and cultural goals. – VANCOUVER (BC) TOURISM MASTER PLAN - A joint effort of the City of Vancouver, Tourism Vancouver, Vancouver Economic Commission, and the Vancouver Convention Centre. The project led by Richard assessed and defined the tourism product development needs of Vancouver.

JOHN KAATZ PRINCIPAL

Mr. Kaatz’s experience includes in-depth analyses for over 500 tourism development planning, convention, hospitality and entertainment industry projects. The results of these planning studies have been used to assist public and private sector entities in preparing focused plans for engaging both existing and new visitor segments, defining visitorgenerating investment in product and experiences, and addressing gaps in visitor industry infrastructure. John will help lead the Study effort and will be a primary client contact with project representatives. He will participate in all field research and will help present draft and final study results. In recent years, John has led numerous Tourism Master Plan efforts including the following: – A DESTINATION STRATEGIC PLAN FOR LEXINGTON, KENTUCKY – The Plan presents a set of initiatives focused on enhancing existing and developing new attractions, districts, programs, infrastructure and other relevant community-wide visitor industry assets to sustain and grow the tourism sector over the next ten years. Key recommendations included creating enhanced visitor connections to regional assets such as the Bourbon Trail, horse farms and outdoor adventure through the development of added tour operations, bike trails, and greater promotion. The Plan also focused on more diverse, unique and authentic dining mix in downtown Lexington; the continued re-purposing of historic properties throughout the area into tourism and quality of life assets such as breweries, distilleries, indoor sports, and artist lofts; and the development of a citywide music festival. – DEVELOPING THE DESTINATION ASSET STUDY FOR GRAND RAPID, MICHIGAN – The study helped guide Grand Rapids stakeholders by formulating and recommending strategies in order for Grand Rapids to gain market share in the tourism sector, increase hotel bookings and drive exposure to new markets for both the leisure and group sectors. The Study continues to serve as a valuable tool in helping to shape the vision of the destination by identifying opportunities for better leveraging the Grand River in the downtown area, enhancing outdoor adventure assets, improving tourism sector cultural diversity and equity, adding amateur and professional sports assets, and improving visitor industry transportation. – A DESTINATION BLUEPRINT FOR AUGUSTA, GEORGIA that guides local leadership in reaching short- and long-term visitor industry goals in the midst of the area’s evolving economic and demographic landscape. The resulting Blueprint prioritized development initiatives designed to address gaps in the Augusta destination product, including enhancement of the downtown’s connection to the Savannah River, development of regional outdoor adventure assets, creating visitor-generating festival concepts, and creation of new economic development entities to guide tourism-related development. – DEVELOPING THE PALM SPRINGS TOURISM INDUSTRY MASTER PLAN – The Master Plan represents a firsttime collaborative and comprehensive strategic plan for growing the tourism industry in the Palm Springs area, identifying need areas and implementing strategies for enhancing the visitor appeal of the destination. The Plan assembled alliance opportunities among each of 9 separate cities in the region to grow tourism.

SCOTT ERICKSON MARKETING STRATEGY

EXPERIENCE

A global marketing leader, Scott has worked across startup and established organizations to craft marketing and brand initiatives that drive awareness, engagement, and advocacy. From Russian TV advertising, to social media in Latin America, to launching products simultaneously around the globe, Scott’s experience infuses creative intuition with real-world practicality.

Chief Marketing Officer, Picnic: 2021-2023

For CSL International, Scott manages destination marketing projects and works alongside DMOs, economic development and regional marketing teams to craft integrated and sustainable promotion strategies. Drawing on decades of insight, he tailors the approach and solutions for each project to customize marketing strategies as unique as each destination.

Vice President, Marketing Strategy, Resonance Consultancy: 2019 - 2021

Scott’s background in omnichannel marketing, consumer research, brand development and design are central to his holistic approach to destination marketing and placemaking.

CEO, Manufaktur Marketing, Seattle / New York: 2016 - 2019

With an academic background spanning International Affairs, Executive Management and Hospitality Marketing, Scott continues to advise and lecture on international marketing and brand strategy. He holds a US patent on brand design, serves as a startup advisor and consults students, companies, and boards on effective strategies for growth.

Marketing Strategy Consultant, CSL International: 2023 – present

Partner & General Manager, Microsoft, Seattle: 1997 - 2016

EDUCATION Bachelor of Arts (International Affairs), University of Puget Sound, Tacoma, Washington, USA

REPRESENTATIVE CLIENTS – Finger Lakes Wine Country Marketing Strategy, Finger Lakes, NY – South Bend / Elkhart Regional Marketing Strategy, South Bend, IN

Executive Marketing, Kellogg School of Management, Northwestern University

– East West Hospitality Marketing Analysis, Vail, CO

Hospitality Marketing, School of Hotel Administration, Cornell University

– Lynchburg Tourism Marketing Strategy, Lynchburg, VA

– Jacksonville Tourism Marketing Strategy, Jacksonville, FL

– Quad Cities Marketing Assessment and Strategy, Quad Cities, IA and IL – Kohanaiki Brand Assessment, Kona HI – Four Seasons Resort Hualalai Marketing Strategy, Hualalai, HI

TYLER OTHEN PROJECT MANAGER

EXPERIENCE 8 Years Public Assembly Facility Consulting 2014 – Present Project Manager – CSL International Public Assembly Practice

AFFILIATIONS Destinations International (formerly DMAI) Member of the DI Advocacy Committee Esports Partner of Northstar Travel Group International Assn. of Venue Managers

EDUCATION

Mr. Othen has served as Lead Analyst or Manager for over 120 visitor industry development studies spanning a wide range of market sizes across the country. He has led efforts to provide solutions and creative recommendations for destination product development, sales and marketing efforts, identifying market and financial support for visitor industry product investment, conducting analysis of destination development best practices, conducting destination policy and performance analysis, and assisting in the design of policy and/or product development implementation efforts. Tyler has managed the development of several recent destination strategic plans for CSL, including the Tourism Master Plan for Lansing (MI), the Destination Blueprint for Augusta (GA), the Destination Development Plan for Lexington, the Destination Development Plan for Greater Palm Springs (CA), and the Tourism-Related Feasibility Study for Downtown Scottsdale (AZ). Tyler has been responsible for generating and analyzing research and formulating initial recommendations for each of our projects. He has also recently managed several other visitor and convention projects in a wide variety of markets including the Convention Center Expansion Feasibility Study for Vancouver, (WA), as well as studies in Greenville (SC), Biloxi, San Jose, Fort Wayne, Cleveland, Toronto, Henry County (GA), Oakland, Sacramento, West Palm Beach, and Phoenix.

REPRESENTATIVE CLIENTS: – Tourism Development Plan – Bradley, IL

B.S.B. in Marketing and Finance

– Tourism Master Plan – Evansville, IN

University of Minnesota

– Convention Center Expansion Feasibility Study – Vancouver, WA – Tourism Master Plan – Lansing, MI – Destination Blueprint – Augusta, GA – Downtown Tourism Plan – Scottsdale, AZ – Destination Strategic Plan – Lexington, KY – Convention and Destination Strategic Planning – Grand Rapids, MI – Destination Esports Strategic Plan – Broken Arrow, OK – Destination Development Plan – Greater Palm Springs, CA – Convention Center and Amateur Sports Feasibility Studies – Eugene, OR – Convention Center Expansion Feasibility Study – Bellevue, WA – Amateur Sports Destination Plan – Fairfax County, VA

RANDY DURBAND CEO@GSTCOUNCIL.ORG PROFESSIONAL EXPERIENCE

and CRM development; Director of Tour Director Resources, managed staff of 250 tour directors worldwide and transformed staff to global operations

– GLOBAL SUSTAINABLE TOURISM COUNCIL (GSTC) – Chief Executive Officer March 2014-present; member of Board of Directors and Chair of Market Access Working Group, 20122014. GSTC was created by UNEP and UNWTO to manage global standards for sustainable tourism. – INTERNATIONAL LABOR ORGANIZATION (ILO) – Technical advisor to community-based, small-enterprise based, and sustainable tourism development projects in Vietnam and Lao PDR, 2011-2013 – TRIP TRAVEL GRANTS, WILTON, CONNECTICUT USA FOUNDATION, 2009-2014, supported UNESCO, ICOMOS, and other tourism development projects in Vietnam, Lao PDR, Cambodia, Guatemala, Peru, Jordan, and USA; focus on cultural heritage tourism development and poverty reduction through tourism – UNESCO – Technical advisor to sustainable tourism development project in Quang Nam Province, Vietnam in and around the three UNESCO areas of Hoi An World Heritage Site, My Son World Heritage Site, and Cham Islands UNESCO Biosphere 2010-2014 – TRAVCOA, NEWPORT BEACH, CALIFORNIA, owned by TUI Travel plc, President (MD), 2007-2009. Led the strategic direction and global business operations of luxury tour operator ranked 10th best tour operator for 2009 by Travel & Leisure Magazine. Launched “Independent Journeys” product line. – INTRAV & CLIPPER CRUISE LINES, ST. LOUIS, MISSOURI, President (MD), 2007-2008. Led the strategic direction and global business operations of both brands, including land-based tours and boutique small-ship cruising and riverboat operations, and integration into TUI Travel. – TAUCK WORLD DISCOVERY, NORWALK, CONNECTICUT, 1986-2004, Executive Vice President and member of Executive Committee. Leader and creator of Brand Steering Committee; Yield Management and small-ship cruise charters; Guest Relations, developed highly profitable travelers’ insurance program; measured customer satisfaction and developed feedback loops; Online Marketing

– TEACHING ASSISTANT on Academic Study Programs in Eastern Europe, 1981-1982. European Urban Term of the Great Lakes Collegiate Associate, 1982; May Term in Yugoslavia, Hope College, 1981-1982.

EDUCATION – –

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Master of Arts, 1985. East European Studies, University of Michigan. Ann Arbor, Michigan, USA Bachelor of Arts, 1982. Majors: History & Political Science. Minor: Economics. Concentration on International Relations. Hope College, Holland, Michigan, USA Certified Travel Counselor (CTC), 1994. The Institute for Certified Travel Agents (ICTA), Boston, Massachusetts, USA Certificate, 2000. Columbia University Executive Education, Highlights of the Masters in Business Administration Program, New York, USA

PROFESSIONAL AFFILIATIONS AND ACTIVITIES BOARD OF DIRECTOR POSITIONS: – – – –

Global Sustainable Tourism Council (GSTC) 2013-present Sustainable Travel International (STI) 2010-2012 Global Exchange and its Reality Tours Program 20052011 European Tour Operators Association (ETOA) 19982003

JUDGE FOR SUSTAINABLE TOURISM AWARDS: – – –

World Travel & Tourism Council (WTTC) Tourism for Tomorrow Awards, several years UNEP/EU Switch Asia InSPIRE Awards 2015 (Chief Judge) Pacific Asia Travel Association (PATA) Gold Awards, several years 2013-202

COMMITTEES AND ACTIVE MEMBERSHIP PARTICIPATION HAVE INCLUDED: – –

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Travel Market Advisory Board of the Canadian Tourism Commission (CTC) 2000-2003 One Planet program of UNEP and UNWTO, active member of the Multi-Advisory Committee of the 10-Year Framework of Programmes for Sustainable Development (MAC) Sustainability & Social Responsibility Committee of PATA, the Pacific Asia Travel Association Institute for Certified Travel Counselors (ICTA) ICOMOS, the International Council on Monuments and Sites, and its International Cultural Tourism Committee (ICTC) USTOA, the United States Tour Operators Association

KATHLEEN PITTMAN KATHLEEN@GSTCOUNCIL.ORG

Experienced Lawyer Focused on Destination Planning, Sustainable Development and Management

EXPERIENCE

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AGILE COMMUNITY PARTNERS WASHINGTON, D.C. FOUNDER AND PARTNER (EXAMPLE CLIENT ENGAGEMENTS BELOW. FULL LIST AVAILABLE ON REQUEST.) 2014-PRESENT

Ministry of Tourism of St. Kitts and Nevis, Adviser (2014-Present) –

Advise on wide-ranging policy and programs for destination development and sustainable tourism management.

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Build partnerships locally and internationally to fund and manage destination development programming.

Adviser and Mentor to Small Businesses (2015-Present) –

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Provide strategic, organizational, and program support and mentorship for wide range of tourism industry partners. Write proposals for small businesses to access funding from international, federal, state, and local grantors.

Adviser and Mentor to Nonprofits and Industry Associations (2016-Present) –

Provide strategic, organizational, and program support and mentorship for organizations supporting destination development in various communities globally and within the U.S.—most recently as a Mentor for tourism organizations in Colorado on behalf of the Colorado Tourism Office.

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Write grant proposals (over $450K raised since 2016) to fuel destination development work.

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Assist nonprofits on key organizational and program management initiatives, including executive transitions, strategic planning, and creation of foundational tools from human resources to program monitoring and evaluation.

World Wildlife Fund, Private Sector Engagement Technical Lead (2016-Present) –

Advise and mentor corporate teams in strategy and implementation to improve sustainability of business practices.

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Manage projects investing corporate funds ($5M over 5 years) in destination development and sustainable tourism.

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Guide businesses through stakeholder mapping and engagement, and selection of local partners for grantmaking.

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Negotiate and draft wide variety of partnership agreements governing complex institutional relationships.

Global Sustainable Tourism Council, Program Director for The Caribbean and Special Projects (2014-Present) –

Lead regional work for standard-setting NGO for sustainable tourism business and destination management practices.

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Build and manage partnerships with governments, businesses, and NGOs.

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Conduct assessments to identify destination needs; engage local stakeholders in planning for sustainable management of tourism. Have conducted or overseen 16 GSTC Destination Assessments globally, including for U.S. counties.

Advise and mentor destination management organizations in various activities, from set-up through destination development program implementation.

SUSTAINABLE TRAVEL INTERNATIONAL WASHINGTON, D.C. SENIOR DIRECTOR, DESTINATIONS 2013-2014 –

Managed array of sustainable tourism projects with government, nonprofit, and corporate partners.

FEDERAL TRADE COMMISSION WASHINGTON, D.C. ATTORNEY, BUREAU OF CONSUMER PROTECTION 20092013 –

Led stakeholder engagement and policymaking for FTC on renewable energy advertising and marketing.

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Co-drafted the Green Guides, the U.S. rules, and guidelines for corporate sustainability advertising.

O’MELVENY & MYERS LLP WASHINGTON, D.C. ASSOCIATE ATTORNEY 2005-2009 –

Managed extensive caseload of legislative, regulatory, and litigation matters in antitrust (mergers), consumer protection, and energy. Drafted testimony, legislation, litigation materials. Participated in settlement negotiations.

EDUCATION –

University of Chicago Law School Chicago, IL; J.D. June 2005

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College of the Holy Cross Worcester, MA; B.A. in Spanish (fluent) and Political Science, Summa Cum Laude May 2001

LICENSES AND AFFILIATIONS –

District of Columbia Bar (2005-Present)

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Guest Lecturer, George Washington University School of Business (2015-Present)

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Vice Chair, Bladensburg Road and Rhode Island Avenue Main Streets, NE District of Columbia (20192022)

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Juror, World Travel and Tourism Council Tourism for Tomorrow Awards (2015-2019—when award suspended

GREGORY L. DESHIELDS, CDE, CHE

EXECUTIVE DIRECTOR, TOURISM DIVERSITY MATTERS gdeshields@tourismdiversitymatters.org | www.tourismdiversitymatters.org Qualified Tourism/Hospitality and Academic Professional Certified Hospitality Educator (CHE) proficient in developing and implementing plans, strategies, and initiatives specifically designed to raise destination’s image for diverse, multicultural travel. Experienced Certified Diversity Executive (CDE) with demonstrated cultural competence. Prepared to strategically position an organization to remove systemic barriers to inclusion, lead culture change, and transform the brand. Graduate of Johnson & Wales University Providence, Rhode Island, with an A.S. Degree in Hotel & Restaurant Management; and a B.S. in Hospitality Management.

CERTIFICATIONS

PROFESSIONAL AFFILIATIONS:

University of South Florida Muma College of Business Ethical and Inclusive Leadership and Diversity, Equity, and Inclusion in the Workplace Certificate

Vice President Independence Business Alliance Philadelphia LGBTQ Chamber of Commerce, Past President Skål Philadelphia Chapter, board member: EBANMAN Inc. American Heart Association, Blacks in Travel and Tourism, Greater Philadelphia Film Office, Center City Proprietors Association, COMHAR Inc., Greater Philadelphia Hispanic Chamber of Commerce, and Philadelphia Award.

PROFESSIONAL DEVELOPMENT LEADERSHIP GRADUATE Institute for Diversity Certification, Urban League of Philadelphia, Leadership Forum, Leadership Philadelphia, and Greater Philadelphia Leadership Exchange.

AWARDS AND HONORS: Boy Scouts of America the Hospitality “Good Scout” Award, 2022 Black Meeting and Tourism Apex Award, 2022 Pride Power 100 Most Influential Pennsylvania LGBTQ, 2022 Camden County Board of Commissioners Martin Luther King, Jr. Freedom Medal, 2022 PhocusWire Mover’s and Shakers, 2021 Event Industry Council: Social Impact Award” and 2021 Philadelphia Tribune Most Influential African American Leaders

PROFESSIONAL CERTIFICATIONS: Society of Diversity – Certified Diversity Executive (CDE), American Hotel & Lodging Association, Educational Institute – Certified Hospitality Educator (CHE), and CultureBrokers® LLC - Licensed Diamond Inclusiveness Assessment Provider. Asian American Hotel Owners Association – Certified Hotel Owner (CHO)

Greg is a longtime Tourism and Hospitality professional, a native Philadelphian with a passion for his work, and is dedicated to giving back to the next generation of hospitality leaders. Frequent presenter, specific Diversity, Equity, and Inclusion Fundamentals: Assessment, Planning, Strategies, and Implementation to reinforce the need for organizations to lead inclusion from the top.

YVONNE E. DRAYTON, CDE SUMMARY Creative professional with extensive experience building revenuegenerating partnerships and managing successful projects from concept to implementation. Savvy leader and team player adept at constructing teams and directing diverse collaborations. Sophisticated understanding of marketing strategies through a Diversity Equity and Inclusion lens and the expertise to work across multiple divisions to drive revenue and deliver successful brand-focused outcomes. Skillfully manage budgets and control costs to exceed organizational goals. Core competencies include: PROFESSIONAL CERTIFICATES AND LICENSES –

Certified Diversity Executive (CDE), Society for Diversity

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Diversity & Inclusion Certificate, Cornell University

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Diamond Inclusiveness Certified Facilitator, CultureBrokers, LLC

First Episcopal District – AME, Philadelphia, PA 2014 - 2016 –

Managed $700,000 budget to produce historic Bicentennial Celebration, a multi-dimensional special event for 3,100 guests to kick off eight-day international conference.

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Developed event planning strategies to align with revenue goals increasing profits 150%. Created event tactics to support organizational objectives focused on corporate and government fundraising goals garnering $125,000.

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Cultivated strategic partnerships with leaders representing regional corporations and elected officials. Solicited funds and ensured sponsor ROI fulfillment by maximizing recognition opportunities. Maintained portfolio of partnerships.

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Devised stewardship guidelines to affirm alliances and sustain relationships with strategic partners.

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Developed marketing plan with strategies and tactics to promote conference and broaden participation significantly increasing public awareness and growing attendance by 25%.

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Obtained 18 million impressions representing story placement by prominent television, radio, print, social media, and web outlets through the creation of strategic and tactical public relations and marketing plans.

SELECTED ACHIEVEMENTS TOURISM DIVERSITY MATTERS –

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Conduct culture analyses and devise strategies for implementation to assist clients by generating value for DEI through the role of data as a strategic asset that guides the evaluation of organizational strengths and weaknesses and builds DEI competencies across the organization to support successful, incremental structural change. Lead the national Tourism Diversity Matters Apprenticeship Program providing the framework to build diverse talent pipelines within the hospitality and tourism industry. Develop collaborative partnerships with Destination Management Organizations to host apprenticeship programs and with city and state economic development entities to support recruitment of potential candidates. Program has garnered 30+ apprentices with 98% receiving offers for full-time employment upon completion.

Executive Vice President, Riscoe & Associates, Inc. – Bala Cynwyd, PA | National Baptist Convention, USA, Inc. 2000 – 2010 –

Planned and executed comprehensive national association management services for conventions attracting 3000 (January), 45,000 (June), and 30,000 (September) attendees annually.

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Designed and implemented strategic planning sessions with national leadership to develop three-year and five-year plans resulting in the adoption of a new affiliate donation process.

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Facilitated the writing of grants to obtain state funding totaling $500,000.

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Directed collaborations with local and state officials and community leaders to obtain financial support for programs reducing conference expenses by an annual average of 30%.

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Grew meeting attendance 35% by improving internal and external communication strategies creating greater return on experience of attendees.

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Provided leadership, with key decision-making responsibility, for collaboration of three national media agencies to promote historic alliance of four denominations representing 45,000 attendees. Project resulted in 15 million impressions.

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Created brand awareness by executing tactical communication and media plans. Improved communication tools by redesigning collateral materials, optimizing website, and creating consistent messaging that resonated with organization’s unique demographics.

PENNSYLVANIA DUTCH CONVENTION & VISITORS BUREAU/ PENNSYLVANIA TOURISM OFFICE –

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Developed strategic partnership alliances for diverse tourism initiative. Built relationships with four convention and visitors bureaus; cultural and historical organizations; city planning entities, and a regional marketing corporation across five counties to form a collaborative: increasing diversity in branding, marketing, and the interpretation of new and existing tourism products. Directed development of tourism studies and plans focused on new market strategies; identified and directed development and site interpretation of tourism products throughout Pennsylvania, determined common links to assist in creating marketing focus based on strongest assets for heritage tourism connections, and supported development of marketing tools to attract diverse audiences through sixteen partner organizations. Co-facilitated series of training workshops to address cultural sensitivity with staff members from participating historical and cultural sites to improve the visitor experience of new target audiences. Conducted community charrettes to raise awareness and encourage support for visitor diversification.

SIX SQUARE AFRICAN AMERICAN CULTURAL DISTRICT –

Designed and facilitated stakeholder and community visioning sessions; developed operational plan to guide newly established organization; created case statement and developed strategic blueprint for future economic development in East Austin, TX, garnering $350,000 in initial sponsorship support.

PROFESSIONAL EXPERIENCE PRESIDENT, DRAYTON CROSS CONSULTING, WESTAMPTON NJ

EDUCATION Thomas Jefferson University, Philadelphia PA, Bachelor of Science: Marketing AFFILIATIONS –

PHLDiversity Advisory Board (Chair, Board Development and Nominations Committee) 2016 - 2021

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PHLDiversity Executive Committee Member, 2017 - 2021

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O.A.S.I.S. Community Development Corporation, Directors, Board Member 2017 - Present

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Quest Achievement and Scholastic Academy Board of Directors (Vice-chair) 2013 – Present

Board

Urban League of Philadelphia, 2010 - 2023 –

Plan, manage, and direct the execution of two signature fundraising events with a focus on education and social justice advocacy. Successful planning continues to garner increased revenue of 15% annually through corporate donor contributions that support scholarship funds and expand community programming.

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Direct collaborations with planning team and stakeholders to develop annual project management plan incorporating strategies to support annual fundraising, audience development, public relations, and marketing goals that reflect current trends in nonprofit management.

SOPHIA NELSON B.S., M.S., PHD. EXPERTISE Statewide relationships with elected officials, community, and civic organizations focused on innovation, creativity, and complete customer satisfaction.

SANELSON, CHIEF EXECUTIVE OFFICER Sophia A. Nelson, is the driving force behind SANelson & Associates, and a visionary in community engagement. Sophia has orchestrated transformative projects that bridge organizations with the heartbeat of their communities. Sophia’s portfolio is a tapestry of success stories, each project a thread that weaves organizations and communities together. From the annual Jazz in the Gardens a 60,000+ Music Festival project, to her influence The Cordish Companies’ upcoming LIVE! Pompano Beach, branded entertainment districts, where design and customer experiences set a new standard. To collaborating with the Seminole Tribe of Florida’s Tribal Community Development, Sophia is crafting the unique and harmonious blend of sustainable growth and cultural respect, to working with Immocorp Capital, a powerhouse in real estate and development her strategic approach didn’t just enhance physical structures; it enriched the very essence of the community’s identity. Sophia’s magic extends to her fostering relationships and understanding community needs, she turned community projects into legacies of progress. These projects aren’t just bricks and mortar; they’re cornerstones that elevate neighborhoods and economies. Her work isn’t confined to blueprints; it’s a blueprint for community growth and prosperity. Sophia A. Nelson is more than an expert – she’s a community matchmaker. With her guidance, organizations embrace their role as community stewards, and communities embrace the potential that these projects bring. Sophia doesn’t just engage; she unites, creating a legacy of collaboration that enriches lives, empowers dreams, and shapes brighter futures.

EDUCATION Walden University, PhD Public Admin & Policy University of Alabama, MS Criminology Theory Bethune-Cookman University, BS Pre-Law/Sociology

CERTIFICATIONS MBE, SBE, WBE, CBE, DBE

JEANETTE GORDON, B.S., M.B.A. SANELSON, DIRECTOR OF COMMUNITY IMPACT

Under Jeanette’s leadership she has deepened the impact of change throughout communities in the South Florida. She is skilled at bring people together across divides to discuss, decide, and act on today’s toughest issues. Jeanette advocates for positive change and a common good. Her professional life has been devoted to helping provide equal access to tools for health, social, and economic well-being. – Facilitation of resident/community engagement initiatives – Facilitation of focus groups and feedback loops to insure a common agenda – Facilitation of collaborative efforts – Conduct special projects and training – Program development & Implementation – Connecting resources and relevant trainings to community-based organizations – Resident leadership support – Manage philanthropic funding totaling over 1 million dollars – Partner in the 2020-2021 Robert Wood Johnson Foundation Culture of Health Prize Winner – With resident guidance, developed and implemented strategic plan/theory of change – Overseeing the development of set strategies intended to increase behavioral health outcomes – Creating and implementing annual funding and sustainability plan

– Engaging with resident stakeholders to develop community-based behavioral health standards – Established resident/community led subcommittees which provided direction based on their lived experience – Established “Healthier Neighbors Mini Grant”, grant making process awarding grant funds to residents, non-profits, and for-profits – Directed the first county-funded reentry program – Responsible for all aspects of management reporting, strategic planning, and budgeting, including presentation of program structure and fiscal recommendations to executive levels of management – Managed a yearly program budget ranging from $300k to $400k – Analyze, review, and monitor contractual agreements – Collaborated with outside agencies and obtained grants to further reentry services

– Overseeing the development and implementation of a shared measurement system using a collect impact model

EDUCATION University of Phoenix, School of Business, MBA Florida Agricultural and Mechanical University, BS

COMMUNITY ACHIEVEMENTS 2022 Top Frontliners and Healthcare Heroes 2020-2021 Robert Wood Johnson Foundation Culture of Health Prize Winner South Florida’s 50 Most Powerful Black Leaders in Business & Industry – Legacy Magazine, 2020 Community Service Award, Tabernacle Missionary Baptist Church, 2019 Collective Impact Trainer Level of Service Inventory Revised (LSI-r) Trainer

3.1.7 CONTRACT TERMINATIONS CSL affirms that no Tourism Master Plans have been terminated either voluntarily or involuntarily, within the past five (5) years.

3.1.8 JUDGMENTS AND LAWSUITS CSL affirms that there are no judgments or lawsuits currently pending against the proposer or its principals or any lawsuit filed against, or judgment offered against proposer or its principals within the last ten (10) years. CSL affirms that there are no lawsuits filed by proposer or its principals in the last ten (10) years.

3.1.9 BANKRUPTCY DECLARATION CSL affirms that neither the proposer or its principals have ever declared bankruptcy, filed a petition in any bankruptcy court, filed for protection from creditors in bankruptcy court, or had involuntary proceedings filed in bankruptcy court.

3.1.10 JOINT VENTURE The team constructed for this project is a Contractor-Subcontractors team. It is not a Joint Venture team.

3.2 PROJECT UNDERSTANDING INFORMATION

3.2.1 PROJECT REQUIREMENTS The project outlined in the Scope of Work involves the creation of a Tourism Master Plan (TMP) for Palm Beach County, Florida, with the aim of establishing a comprehensive and forward-looking roadmap to enhance the county’s tourism competitiveness and positioning. The plan is expected to align various stakeholders’ interests, guide investment decisions, and bridge the gap between visitor demands and available offerings. The key requirements of the project include:

BACKGROUND AND GOALS: – Develop a long-term visionary roadmap for Palm Beach County’s tourism development, with special attention and recommendations specific to the individual cities, towns, and communities. – Align stakeholders’ perspectives on tourismrelated decisions and development. – Assist investors and businesses in understanding where to focus their efforts. – Address the gap between visitor expectations and experiences provided. – Anticipate future development needs and opportunities. – Elevate Palm Beach County’s status as a premier destination at state, national, and international levels. – Promote economic opportunities for residents, enhance infrastructure, and support cultural and sports activities. – Foster transformational events and advocate for Diversity, Equity, and Inclusion (DEI) and sustainable tourism practices.

PROJECT SCOPE: – Produce a 20-year consensus-based Tourism Master Plan for Palm Beach County and its individual municipalities. – Assess and build upon existing capacities and strategic plans across industry partners and regions within the county. – Utilize expertise in destination planning to balance complexities and achieve consensus among multiple public and private stakeholders.

CORE ISSUES TO ADDRESS: 1. Enhance marketing, branding, and sales strategies to align with the Tourist Development Council’s goals. 2. Integrate county economic development and planning agencies, municipalities, and regions to establish a world-class destination brand. 3. Recommend key developments, including landmarks, attractions, cultural institutions, sports facilities, events, festivals, and infrastructure. 4. Propose mechanisms for funding these developments.

KEY PROJECT ELEMENTS: 1. Conduct a situational analysis, reviewing historical tourism performance, competitive activities, asset maps, strategic plans, SWOT/ GAP analysis, impact studies, and relevant future-facing studies. 2. Engage stakeholders through consultations and workshops with officials, industry representatives, and community leaders. 3. Provide recommendations on visitor experience, resident quality of life, community building, destination development, sustainability, and other identified issues. 4. Develop an implementation plan with timelines, metrics, and resources needed to execute key projects and strategies.

EXPECTED DELIVERABLES: 1. Deliver a comprehensive report addressing all core issues and key elements. 2. Present the plan to the TDC Board, TDC Agency boards, County Commissioners, and other stakeholders. 3. Offer initial guidance for plan implementation, with the option for further involvement in subsequent phases.

3.2.2 PALM BEACH COUNTY’S UNIQUE ASSETS & NEEDS Palm Beach County, located in the southeastern part of Florida, is renowned for its diverse and captivating tourism assets. This region offers a unique blend of natural beauty, cultural attractions, and recreational opportunities that make it a prime destination for travelers seeking both relaxation and adventure. 39 MUNICIPALITIES

INFRASTRUCTURE ENHANCEMENT

Palm Beach County includes 39 municipalities (cities, towns, and villages) which have varying parts to play in the County’s travel and tourism ecosystem. Some are primary destinations for tourism, while others are bedroom communities with little direct tourism. No matter their individual role to play, each is impacted by the broader tourism industry in Palm Beach County.

To accommodate the increasing number of tourists, Palm Beach County must invest in its infrastructure. Improving roads, expanding public transportation options, and upgrading airports will enhance the accessibility and overall experience for visitors.

NATURAL BEAUTY Palm Beach County’s natural beauty is a primary draw for tourists. With its pristine beaches stretching along the Atlantic Ocean, visitors can enjoy sunbathing, swimming, water sports, and stunning sunrises. The county is also home to the breathtakingly lush Florida Everglades, providing opportunities for eco-tours, birdwatching, and wildlife exploration. CULTURAL ATTRACTIONS The cultural diversity of Palm Beach County is reflected in its array of attractions. The Norton Museum of Art boasts an impressive collection of art spanning multiple centuries and genres. The Flagler Museum, housed in a historic mansion, offers a glimpse into the Gilded Age, showcasing the opulence of the past. The Morikami Museum and Japanese Gardens celebrate the county’s connection to Japanese culture, while the Kravis Center for the Performing Arts hosts a variety of world-class shows and performances. OUTDOOR ACTIVITIES For outdoor enthusiasts, Palm Beach County offers an array of activities. Golfers can choose from numerous championship golf courses set against the backdrop of lush landscapes. The Intracoastal Waterway provides opportunities for boating and fishing, while hiking and biking trails wind through scenic parks such as Okeeheelee Park and John D. MacArthur Beach State Park. LUXURIOUS ACCOMMODATIONS Luxury and comfort are paramount in Palm Beach County. The area boasts a range of upscale resorts, boutique hotels, and vacation rentals that cater to the discerning traveler. Many accommodations offer oceanfront views, world-class spas, and fine dining experiences, providing visitors with a truly indulgent escape.

SUSTAINABLE TOURISM PRACTICES As tourism grows, so does the need for sustainable practices. Palm Beach County should prioritize initiatives that minimize the environmental impact of tourism, such as promoting eco-friendly transportation options, reducing single-use plastics, and implementing conservation efforts to protect natural resources. CULTURAL PRESERVATION Preserving the unique cultural heritage of Palm Beach County is vital. The county should support local arts, traditions, and historical sites to maintain its authenticity amidst the influx of tourists. Collaborations with cultural institutions and community organizations can help achieve this goal. WORKFORCE DEVELOPMENT As the tourism industry expands, so does the need for a skilled workforce. Offering training programs and educational opportunities in hospitality, customer service, and other relevant fields can ensure that locals are well-equipped to meet the demands of the growing tourism sector. DIVERSIFICATION OF OFFERINGS While Palm Beach County is known for its beach resorts and golf courses, diversifying its tourism offerings can attract a broader range of visitors. Investing in adventure tourism, wellness retreats, and niche experiences can help the county appeal to different segments of the market. DIGITAL MARKETING AND TECHNOLOGY Embracing digital marketing and technology is crucial for effective tourism promotion. Palm Beach County should invest in a robust online presence, including user-friendly websites, mobile apps, and interactive platforms that provide visitors with comprehensive information and engaging experiences.

COMMUNITY INVOLVEMENT Engaging the local community in tourism development is essential for ensuring sustainable growth and positive interactions between tourists and residents. Open dialogues, public forums, and collaborative initiatives can address concerns and incorporate local perspectives into tourism planning. Palm Beach County’s unique blend of natural beauty, cultural attractions, and recreational opportunities make it a remarkable destination for tourists. By focusing on infrastructure enhancement, sustainable practices, cultural preservation, workforce development, diversification of offerings, digital marketing, and community involvement, the county can capitalize on its assets while addressing its evolving tourism needs. This comprehensive approach, the result of a well-developed Tourism Master Plan, will contribute to the continued success and prosperity of Palm Beach County’s tourism industry.

3.2.3A TOURISM INDUSTRY AND TRENDS Palm Beach County has long been a sought-after destination for travelers seeking a blend of natural beauty, cultural richness, and recreational experiences. As the tourism industry evolves, it’s crucial to understand the prevailing trends shaping visitor preferences, behaviors, and expectations in Palm Beach County. SUSTAINABLE AND ECO-FRIENDLY TOURISM Sustainability is no longer a buzzword; it’s a driving force in the tourism industry. Travelers are increasingly conscious of their impact on the environment and are seeking destinations that prioritize sustainable practices. Palm Beach County, with its diverse ecosystems and natural wonders like the Everglades, is positioned to capitalize on this trend. Investments in eco-friendly transportation, conservation efforts, and responsible wildlife encounters will resonate with environmentally conscious tourists. WELLNESS AND HEALTH TOURISM The pursuit of wellness has become a paramount concern for travelers. Palm Beach County’s serene beaches, tranquil gardens, and world-class spas provide an ideal backdrop for wellness-oriented tourism. From yoga retreats to holistic wellness programs, the county can tap into this trend by offering rejuvenating experiences that cater to both physical and mental well-being. CULTURAL IMMERSION AND AUTHENTIC EXPERIENCES Modern tourists seek more than just sightseeing; they yearn for authentic cultural experiences. Palm Beach County’s rich history, diverse heritage, and cultural attractions offer ample opportunities for immersive encounters. Embracing local traditions, supporting cultural events, and providing genuine interactions with the community can elevate the visitor experience and create lasting memories.

DIGITAL TRANSFORMATION AND PERSONALIZATION Technology has revolutionized how travelers plan and experience their trips. Palm Beach County should harness the power of digital tools, from interactive maps to personalized itineraries, to engage visitors throughout their journey. Leveraging social media, virtual tours, and mobile apps can facilitate seamless trip planning and enhance the overall guest experience. NICHE AND ADVENTURE TOURISM Niche tourism segments, such as adventure and experiential travel, are gaining traction. Palm Beach County’s diverse landscapes, water activities, and outdoor adventures provide a playground for adrenaline junkies and thrill-seekers. By promoting activities like kayaking through mangroves, snorkeling in coral reefs, and hiking trails, the county can attract a more adventurous demographic. CULINARY AND FOOD TOURISM The gastronomic scene has become a significant draw for travelers, with many seeking to explore local flavors and cuisines. Palm Beach County’s dining options, including farm-to-table experiences and seafood delights, can entice food enthusiasts. Collaborating with local chefs and organizing food festivals can position the county as a food lover’s paradise. FLEXIBLE AND REMOTE WORK OPPORTUNITIES The rise of remote work has blurred the lines between business and leisure travel. Palm Beach County can attract a new wave of visitors by promoting itself as a “workcation” destination. Offering reliable Wi-Fi, co-working spaces, and tailored packages for digital nomads can create a symbiotic relationship between work and play.

HEALTH AND SAFETY CONCERNS In the wake of global health challenges, health and safety have become paramount considerations for travelers. Palm Beach County must prioritize visitor safety by implementing rigorous hygiene protocols, clear communication about health measures, and promoting a safe environment. These efforts will reassure tourists and facilitate their travel decisions. DIVERSITY, EQUITY, AND INCLUSION (DEI) In today’s world, the tourism industry is increasingly recognizing the importance of diversity, equity, and inclusion. Palm Beach County, with its vibrant multicultural makeup and rich heritage, has a unique opportunity to lead in this area. Fostering an environment that celebrates cultural diversity and promotes inclusivity is not only ethically sound but also makes good business sense. By supporting diverse-owned businesses, showcasing local traditions, and ensuring that tourism benefits are equitably distributed among all communities, Palm Beach County can create an environment where all visitors feel valued and represented. Initiatives aimed at promoting DEI in the workforce, local partnerships, and tourism marketing will contribute to a more authentic and enriching experience for every traveler, irrespective of their background or identity.

As Palm Beach County’s tourism industry continues to evolve, staying attuned to these trends is imperative. By embracing sustainability, wellness, cultural immersion, digital transformation, adventure experiences, culinary delights, remote work possibilities, health precautions, and DEI focus, the county can position itself as a dynamic and responsive destination. By aligning its offerings with these prevailing trends, Palm Beach County will not only attract a diverse array of visitors but also ensure its lasting prominence in the global tourism landscape.

3.2.3B PALM BEACH COUNTY’S COMPETITION During the Kickoff Phase of the Tourism Master Plan project CSL will work with the Palm Beach County project team to suggest, consider, and select the specific destinations that will be reviewed in the Benchmarking Phase. Below is a list of directly competitive destinations as well as a list of aspirational destinations that Palm Beach County may want to consider for the benchmarking analysis.

DESTINATIONS DIRECTLY COMPETING WITH PALM BEACH COUNTY MIAMI, FLORIDA: Known for its vibrant nightlife, cultural diversity, and trendy art scene, Miami offers a bustling urban experience and beautiful beaches. ORLANDO, FLORIDA: A major family destination, Orlando is home to world-famous theme parks like Disney World and Universal Studios, attracting millions of visitors. FORT LAUDERDALE, FLORIDA: Just a short drive away, Fort Lauderdale boasts stunning beaches, upscale shopping, and a thriving boating culture. KEY WEST, FLORIDA: Renowned for its laid-back atmosphere, colorful architecture, and water-based activities, Key West draws travelers seeking a tropical getaway. NAPLES, FLORIDA: Known for its high-end shopping, golf courses, and upscale resorts, Naples offers a luxurious and relaxing escape.

SARASOTA, FLORIDA: An arts and cultural hub, Sarasota features museums, galleries, and performing arts venues, appealing to those seeking artistic experiences. HILTON HEAD ISLAND, SOUTH CAROLINA: With pristine beaches, golf courses, and nature preserves, Hilton Head Island is a competitor for those seeking outdoor and leisure activities. CHARLESTON, SOUTH CAROLINA: Rich in history and charm, Charleston offers historic architecture, Southern cuisine, and a distinctive cultural experience. SAN DIEGO, CALIFORNIA: With its pleasant climate, diverse attractions, and family-friendly activities, San Diego offers a mix of beach life, culture, and outdoor adventures.

MYRTLE BEACH, SOUTH CAROLINA: Known for its extensive beaches, golf courses, and family-oriented attractions, Myrtle Beach draws vacationers seeking a laid-back coastal experience.

VIRGINIA BEACH, VIRGINIA: Known for its expansive beaches, family-friendly attractions, and maritime heritage, Virginia Beach competes for visitors seeking a mix of coastal relaxation and entertainment.

NEWPORT BEACH, CALIFORNIA: An upscale coastal town with stunning beaches, upscale shopping, and a yachting culture, Newport Beach competes for luxury travelers.

ASPIRATIONAL DESTINATIONS FOR PALM BEACH COUNTY ASPEN, COLORADO: A high-end ski resort town, Aspen is synonymous with luxury, outdoor adventure, and a refined cultural scene. MONTEREY, CALIFORNIA: Known for its stunning coastline, world-class golf courses, and the renowned Monterey Bay Aquarium, this destination aligns with Palm Beach County’s upscale appeal.

DUBAI, UNITED ARAB EMIRATES: A symbol of opulence and innovation, Dubai showcases how a desert destination can transform into a modern hub of luxury and entertainment. CANNES, FRANCE: Famous for its film festival and luxury tourism, Cannes sets a benchmark for upscale experiences, cultural events, and beachfront allure.

MAUI, HAWAII: Offering breathtaking beaches, diverse landscapes, and a strong focus on wellness and relaxation, Maui sets a precedent for tropical paradise tourism.

MALDIVES: Famous for its overwater bungalows, crystal-clear waters, and coral reefs, the Maldives can inspire Palm Beach County to enhance its luxury beachfront offerings.

SANTORINI, GREECE: This iconic Mediterranean destination epitomizes luxury, romance, and aweinspiring views, inspiring Palm Beach County to enhance its offerings.

QUEENSTOWN, NEW ZEALAND: Renowned for its adventure tourism, Queenstown offers a plethora of outdoor activities, stunning landscapes, and adrenaline-pumping experiences.

BARCELONA, SPAIN: A city that seamlessly blends culture, architecture, and beach life, Barcelona can inspire Palm Beach County to integrate urban and coastal experiences.

AMALFI COAST, ITALY: With its breathtaking coastline, charming villages, and Mediterranean allure, the Amalfi Coast embodies the essence of coastal luxury.

BALI, INDONESIA: Known for its spirituality, stunning landscapes, and holistic retreats, Bali exemplifies wellness and adventure in a tropical setting.

KYOTO, JAPAN: A city steeped in history, tradition, and natural beauty, Kyoto’s blend of cultural experiences and serene surroundings can inspire Palm Beach County to emphasize authenticity and cultural immersion.

Of course, there is an endless list of competitive and aspiration destinations that can be selected for benchmarking, so this list is presented to illustrate some expected and unexpected choices. A final list will be developed in concert with the Palm Beach County project team.

3.2.4 UNIQUE SERVICES/ABILITIES In reviewing the RFP and the current situation in Palm Beach County we believe there are three unique services / abilities that CSL possesses that are needed to deliver a successful Tourism Master Plan project:

FIRST IS OUR EXPERIENCE AND EXPERTISE IN DELIVERING WORLD CLASS STRATEGIC PLANNING FOR DESTINATIONS. CSL has performed comprehensive Tourism Strategy work for a variety of communities throughout the world and has designed a proven, industry-leading strategic planning method that has provided aligned projects, strategies, and goals for destinations large and small. EXTENSIVE STAKEHOLDER OUTREACH is a cornerstone of our successful Tourism Strategy process. Our process includes dozens of in-person interviews with key stakeholders and a deep dive into resident perspectives to develop a community-informed launchpad for the direction of our work. ASSET EVALUATION requires thorough online and in-person reviews of existing attractions, event experiences, event facilities, infrastructure, and other destination amenities to help create a baseline from which to identify opportunities for future enhancement. This also includes reviewing and building on past tourism research efforts. COMPARABLE BENCHMARKING includes both broad comparisons of product and marketing with peer destinations and identification of “micro” case study examples of successful destination product, experience, and marketing in other destinations. These exercises are used to discover destination development ideas for our clients. OUT-OF-MARKET DEMAND ANALYSIS takes the observations and ideas from the above tasks and “tests” the feasibility of various product and marketing initiatives for our clients. As feasibility consultants, we conduct extensive outreach to potential users of various destination investments, including travelers, travel writers, event planners, and sports organizers, among others. CONCEPT DEVELOPMENT identifies and details market-tested product and marketing initiatives that should be prioritized by our client destinations in the short-, mid-, and long-term. ACTIONABLE PLANNING puts developed concepts on real-world timelines, establishes the planning or implementation roles for stakeholder organizations for each concept, and identifies potential funding sources, timing, and performance metrics, among other important components. MEASURABLE OUTCOMES assigns research-supported, quantitative goals to track success of recommended concepts and initiatives. PRAGMATIC IMPLEMENTATION is the realization of an inclusive and sustainable Tourism Master Plan process that can strengthen and prepare a destination for the future with stakeholder and community support built thru a collective and positive process.

SECOND IS OUR ABILITY TO DELIVER WORLD CLASS SUBJECT MATTER EXPERTS. By teaming with: – Global Sustainable Tourism Council - The Global Sustainable Tourism Council (GSTC) establishes and manages global sustainable standards, known as the GSTC Criteria. There are two sets: Destination Criteria for public policymakers and destination managers, and Industry Criteria for hotels and tour operators. These are the guiding principles and minimum requirements that any tourism business or destination should aspire to reach in order to protect and sustain the world’s natural and cultural resources, while ensuring tourism meets its potential as a tool for conservation and poverty alleviation. – Tourism Diversity Matters - Tourism Diversity Matters (TDM), founded as the collaborative leader of Diversity, Equity, and Inclusion (DEI) initiatives and concepts that can address the gaps of ethnic disparities and provide decision-makers in the tourism and events industry access, resources, and tactics to develop more effective Diversity & Inclusion strategies that will engage and retain a diverse workforce. We know that it takes experience and expertise to deliver a comprehensive a Tourism Master Plan for a destination like Palm Beach County, and we aren’t afraid to bring in subject matter experts to deliver the detailed knowledge and insight necessary to round out the team.

THIRD IS OUR DEEP DESIRE TO WORK WITH AND HELP OUR CLIENTS DELIVER SUCCESSFUL STRATEGY AND IMPLEMENTATION PLANS FOR THEIR DESTINATION. At the end of the day, our clients must be enthusiastic and prepared to embrace the Tourism Master Plan and direct / manage the implementation to make change happen. That’s why we spend significant time and effort with the client’s project team, the project’s steering committee and a broad collection of officials, agencies and organizations that will be responsible for implementation. From start to finish, and beyond, CSL will work in concert with Palm Beach County, it’s project team and steering committee to: – Engage the industry, officials, and community; – Employ and deploy multiple research activities to guide the process; – Develop consensus on the destination’s vision, recommendations, strategies, and plans; and – Build champions for the final product and use those voices and momentum to implement and affect change. CSL will also stay around long after the Tourism Master Plan is delivered to assist with the rollout and implementation of the recommendations, strategies, activities, timing, budgeting, monitoring and measurement. These optional implementation activities are specified in optional Task 12 of the workplan.

3.3 PROJECT APPROACH INFORMATION

3.3.1 PROJECT TASKS 3.3.2 COLLABORATION WITH STAKEHOLDERS 3.3.3 EVENTS AND INTERVIEWS 3.3.4 STAKEHOLDER INPUT AND CONSENSUS 3.3.5 COUNTY RESOURCES REQUIRED

TASK 1. PROJECT KICK-OFF AND PLANNING We will initiate the tourism planning process during a kick-off session with Palm Beach County management and staff. This will include initial on-site meetings to discuss project timing, data requests, stakeholder lists and other kickoff items. During our initial visit to the destination, we will conduct an in-person work session with the Palm Beach County project team to ensure that existing research, insight, and experience with respect to the tourism industry in the county is incorporated. The visit will also itemize the assistance we expect from Palm Beach County including, but not limited to, collection and provision of documents; logistics and invitations to stakeholders for interviews, focus groups, meetings, and presentations; organization and logistics for project steering committee meetings; and timely review and feedback of all interim and final work products. This effort is usually undertaken by a senior staff person at the DMO who has broad industry and destination experience and an excellent network of personal relationships throughout the destination. The time and effort commitment varies depending on the stage of the project, with significant time requirements upfront for logistics, during periods of work product review and feedback, and at the end project when documents are being finalized and socialized with the community. On average, Palm Beach County should expect this internal project manager to be engaged 50% on Tourism Master Plan efforts over the duration of the project. We will also undertake important planning for stakeholder and community outreach, which is critical in identifying and engaging public sector, private sector and the community in the process and garner “buy-in” to the plan and eventual recommendations.

KEY ACTIVITIES – Perform kick-off meeting and orientation between CSL and PBC team – Discuss roles and responsibilities and project requirements – Collect secondary research, including existing customer research from appropriate sources – Collect county, city, and community research, reports, strategies etc. that might influence, feed into, or impact the Tourism Master Plan project – Collect existing cultural tourism and diversity initiatives – Facilitate detailed project planning between CSL and PBC team to coordinate project timing and rollout for work plan activities – Perform engagement planning and stakeholder analysis (see below) •

Identify the specific stakeholders to be engaged, including creative efforts to engage culturally diverse, underrepresented, and marginalized communities as well as cross sector civil society organizations including environmental, social, and community-led groups.

•

Build calendars for stakeholder engagement, community survey, visioning workshops, draft recommendations, and reports

•

Execute engagement invitations

– Determine the ratings and traffic threshold to be applied for in-person destination assessment – Conduct familiarization tour of the destination and in-person review of selected venues – Initiate discussions with PBC’s communications and community engagement team to define work program for TMP project messages and vehicles for dissemination – Schedule periodic meetings and briefings for PBC team and TMP Steering Committee.

DELIVERABLES Project Management Plan: The first deliverable will summarize planning activities for Tourism Master Plan project. It will document the kick-off meeting, summarize roles and responsibilities for the CSL project team and the PBC client team. It will itemize secondary research that will be collected and provided to the project team. It will summarize the community research that will take place, as well as chart out the precise project planning with scheduled tasks and dates. The report will document the stakeholder engagement strategies that will be employed to engage diverse groups and cross-sector organizations. The report will document the destination assessment criteria, the list of venue assessment completed, and the collaboration on messaging. Regular meetings will be agreed and scheduled. Overall, the report will present a comprehensive, inclusive, and well-coordinated strategy for an effective undertaking of the Tourism Master Plan project.

STAKEHOLDER PLANNING The stakeholder outreach process draws from the leadership and insight of a broad base of key constituent organizations for the purposes of identifying, analyzing, and prioritizing the most important issues facing Palm Beach County as a destination for visitors and residents. We suggest that the list of individuals and organizations include the following:

PUBLIC SECTOR OFFICES AND AGENCIES (COUNTY): – PALM BEACH COUNTY TOURISM DEVELOPMENT COUNCIL (TDC): The primary entity responsible for tourism development and promotion in the county.

– PALM BEACH COUNTY HISTORIC PRESERVATION BOARD: Involved in preserving and promoting historic sites and landmarks that can attract tourists.

– PALM BEACH COUNTY PLANNING AND ZONING DEPARTMENT: Responsible for land use planning and regulations that may impact tourism infrastructure and development.

– PALM BEACH COUNTY PUBLIC RELATIONS OFFICE: Responsible for managing communication and public relations efforts related to the tourism industry.

– PALM BEACH COUNTY ECONOMIC DEVELOPMENT OFFICE: Responsible for fostering economic growth, which includes promoting and supporting the tourism industry.

– PALM BEACH COUNTY HEALTH DEPARTMENT: Ensures health and safety standards are met in tourism-related establishments.

– PALM BEACH COUNTY PARKS AND RECREATION DEPARTMENT: Manages public parks, facilities, and recreational spaces, which are often significant attractions for tourists. – PALM BEACH COUNTY TRANSPORTATION DEPARTMENT: Involved in developing transportation infrastructure to facilitate easy access for tourists to various attractions. – PALM BEACH COUNTY ENVIRONMENTAL RESOURCES MANAGEMENT DEPARTMENT: Responsible for preserving and managing natural resources, which can be a key component of tourism. – PALM BEACH COUNTY CULTURAL COUNCIL: Responsible for supporting and promoting cultural activities and events that can contribute to the tourism experience. – PALM BEACH COUNTY CHAMBER OF COMMERCE: Represents the business community, including hospitality and tourismrelated businesses. – PALM BEACH COUNTY CONVENTION AND VISITORS BUREAU: Focuses on marketing and promoting the county as a tourist destination.

– PALM BEACH COUNTY EMERGENCY MANAGEMENT AGENCY: Involved in planning for and responding to emergencies that might affect tourism. – PALM BEACH COUNTY ENVIRONMENTAL HEALTH DEPARTMENT: Ensures sanitation and health standards are met in hotels, restaurants, and other tourism-related facilities. – PALM BEACH COUNTY SMALL BUSINESS DEVELOPMENT CENTER: Supports small businesses within the tourism sector. – PALM BEACH COUNTY HOUSING AND COMMUNITY DEVELOPMENT DEPARTMENT: Can be involved in initiatives related to affordable accommodations for tourists. – PALM BEACH COUNTY WATER UTILITIES DEPARTMENT: Ensures reliable water and utility services for tourism-related facilities. – PALM BEACH COUNTY DEPARTMENT OF CULTURAL AFFAIRS: Supports cultural and artistic events that can attract tourists. – PALM BEACH COUNTY SHERIFF’S OFFICE: Responsible for maintaining safety and security in tourist areas.

COUNTY MUNICIPALITIES: Please note, although this project is focused on the broader Palm Beach County, many of the ultimate recommendations will reside in one or more of the 39 Palm Beach County municipalities. As such, it will be particularly important to engage each of the communities in the project and process. – WEST PALM BEACH: The county seat and a major city, it hosts cultural events, attractions, and plays a central role in the county’s tourism. – BOCA RATON: Known for its upscale amenities, cultural institutions, and beautiful beaches, it’s a significant tourist destination. – DELRAY BEACH: Famous for its vibrant arts scene, historic downtown, and events, Delray Beach attracts many tourists. – PALM BEACH: A renowned luxury destination with upscale shopping, high-end resorts, and beautiful oceanfront views. – JUPITER: Offers a mix of natural beauty, outdoor activities, and waterfront attractions. – LAKE WORTH BEACH: Known for its artistic community, historic downtown, and beachfront events.

– TEQUESTA: Offers a peaceful environment and access to the Loxahatchee River. – JUNO BEACH: Known for its pristine beaches and conservation efforts. – HYPOLUXO: Offers waterfront attractions and access to the Intracoastal Waterway. – LAKE PARK: Features parks, events, and access to the Lake Worth Lagoon. – SOUTH PALM BEACH: Offers a quieter beach experience and oceanfront attractions. – MANGONIA PARK: Known for its natural beauty and recreational facilities. – PALM BEACH SHORES: Offers small-town charm and oceanfront attractions. – GULF STREAM: Known for its upscale residential areas and coastal attractions.

– BOYNTON BEACH: Offers diverse recreational opportunities, shopping districts, and cultural experiences.

– CLOUD LAKE: Offers a small residential community with easy access to nearby attractions.

– WELLINGTON: Recognized for its equestrian events and facilities, it draws visitors interested in horse-related activities.

– BRINY BREEZES: Known for its unique mobile home community and proximity to the ocean.

– PALM BEACH GARDENS: Home to upscale shopping, golf courses, and cultural attractions, it’s a draw for both residents and tourists.

– OCEAN RIDGE: Offers coastal attractions and a relaxed atmosphere. – HAVERHILL: Known for its community parks and green spaces.

– ROYAL PALM BEACH: Known for its familyfriendly environment and community events.

– ATLANTIS: Offers a peaceful environment and golf course attractions.

– NORTH PALM BEACH: Offers boating, golfing, and waterfront attractions.

– MANALAPAN: Known for its luxury estates and oceanfront views.

– RIVIERA BEACH: Features attractions like the marina and Singer Island beaches.

– PAHOKEE: Offers access to Lake Okeechobee and outdoor recreational opportunities.

– GREENACRES: Known for its parks, recreational facilities, and family-oriented events.

– BELLE GLADE: Known for its agricultural heritage and access to Lake Okeechobee.

– LANTANA: Offers coastal attractions, events, and a laid-back atmosphere.

– SOUTH BAY: Offers a small-town feel and access to outdoor activities.

– PALM SPRINGS: Known for its parks, recreation, and community events.

COMMUNITY ORGANIZATIONS: – Palm Beach County Cultural Council – Palm Beach County Hotel and Lodging Association

INDUSTRY STAKEHOLDERS – Hotel/resort owners, managers, and operators

– Palm Beach County Restaurant Association

– Vineyard and winery owners, managers, and operators

– Palm Beach County Chamber of Commerce

– Restaurant and retail sector leadership

– Historical Society of Palm Beach County

– Outdoor, art/culture, performing arts, family, and other attraction representatives

– Palm Beach County Environmental Alliance – Palm Beach County Arts Alliance – Palm Beach County Sports Commission – Palm Beach County Nonprofit Association – Palm Beach County LGBTQ+ Organizations – Palm Beach County Seniors’ Associations – Palm Beach County Youth Organizations

– Meetings, sports, music, and other public assembly facility representatives – Transportation / mobility officials, agencies, owners /operators – Organizers and producers of major Palm Beach County events – Private developers

– Palm Beach County Agricultural and Farmers’ Associations – Palm Beach County Nature Conservancy Groups – Palm Beach County Community Arts Organizations – Palm Beach County Neighborhood Associations – Palm Beach County Minority Business Associations

DELIVERABLES – Stakeholder Engagement Plan: This deliverable will document that list of Stakeholders that will be engaged by the project team and client team in the Stakeholder Engagement (Task 4) and the methods by which each group will be engaged, such as 1-on-1 interviews, small group sessions, focus group sessions, public / town hall meetings, online surveys, etc.

– Palm Beach County Historical Preservation Societies – Palm Beach County Women’s Organizations – Palm Beach County Volunteer Associations – Palm Beach County Environmental Education Organizations – Palm Beach County Civic Associations – Palm Beach County Wellness and Health Organizations – Palm Beach County Arts and Crafts Guilds

TASK 2. INITIAL STEERING COMMITTEE WORKSHOP To help launch the project, CSL will host and facilitate a Steering Committee Workshop with its Subject Matter Experts to align on project goals, priorities, and focus. This workshop serves to introduce the CSL project team and subject matter experts to the Steering Committee, provide an overview of the project activities and timing, and articulate expectations for Steering Committee engagement. It will also be used to engage the Steering Committee to articulate their goals, priorities, and focus.

KEY ACTIVITIES – Meet and brief the TMP Steering Committee on Project Management Plan – Introduce Subject Matter Experts and agree the depth of subject matter research – Conduct TMP goals definition and priorities exercises

DELIVERABLES – Report on TMP Goals, Priorities and Focus: This deliverable will document the goals, priorities and focus of the TMP Steering Committee and be used by the project team to prepare research materials, create visitor and resident survey questions, outline stakeholder engagement questions, as well as prioritize TMP recommendations and strategies. Please note, we anticipate asking the Steering Committee to meet for a couple hours about one a month for the duration of the project. In addition, we will work with the PBC project manager to distribute and collect feedback from the Steering Committee on interim work products, final reports, etc.

TASK 3. LEVERAGING IMPORTANT PLANS & RESEARCH A THOROUGH REVIEW AND INCORPORATION OF PRIMARY AND SECONDARY RESEARCH, STRATEGIES, AND PLANS Numerous economic and other development plans have been prepared that target growth for Palm Beach County. We will review these documents and develop a coherent message as to how the Tourism Master Plan interacts, supports, and benefits from existing strategic planning. In fact, the tourism sector interacts heavily throughout the local and regional economy in terms of supporting quality of life and business / resident attraction, providing jobs for a wide income spectrum, and supporting large and small businesses. We will thoroughly review existing research, data, strategic plans, studies, and other documents that are relevant to preparing the Tourism Master Plan. These include the following. – Information to be received from Palm Beach County, including existing and planned hotel inventory, lodging performance data, event space inventory, and convention and sports event contact directories. – County and City Government Reports: Comprehensive Plans, Resident Surveys, Strategic Plans, Parks and Recreation Plans, Natural Resource Management Plans, etc. – Event, attendee, occupancy, financial performance and related information for existing area attractions and venues (sports, convention, music, etc.) that impact the visitor industry. – Current and planned economic development projects (business, residential, retail, etc.), including public/ private partnerships, that can help create a density and energy that is beneficial for enhancing visitor experiences and creating a higher quality of life for residents. – Performance data for the various special events held throughout the year, particularly those that currently or could potentially be leveraged towards attracting visitors. – Current area transportation data and conditions (air access, freeway access, transit assets, first/last mile transportation), with a focus on assessing the impacts of any planned future projects on both the visitor appeal of the destination and the local population. – Other regional infrastructure in place to support the visitor industry. – Public sector policies and procedures, considering their effectiveness (or lack thereof) in supporting the visitor industry and resident quality of life. This review will ensure that highly valuable and relevant insight that has already been developed is leveraged into the Tourism Master Plan.

KEY ACTIVITIES – Review and analyze all relevant current travel and tourism studies and plans – Review and analyze market and visitor data, studies, reports, and existing consumer research – Collect and analyze reporting of global, national, and statewide consumer and travel and tourism research and trends – Review and analyze all county, city, community and neighborhood research, reports, strategies plans, crisis management plans, workforce development plans, etc. – Review cultural and inclusion initiatives to identify opportunities for cultural tourism development and improving diversity, equity, inclusion, and accessibility. – Conduct Sustainability Assessment of the above across economic, environmental, social, cultural impact areas to identify key challenges, performance to date, gaps, and opportunities for potential future action to improve sustainability including climate change resilience and equity.

DELIVERABLES – Destination Research Report: This deliverable will collate, review, and analyze Palm Beach County’s consumer, visitor, economic, market and all other types of destination research, and produce a series of conclusions from the research that should be considered for action by the Tourism Master Plan.

TOURISM ASSET REVIEW During our extensive in-market work within Palm Beach County, we will conduct an in-person area-by-area analysis focusing on the visitor appeal and resident quality of life of specific tourism products, amenities, attractions, and communities within the destination. This review will help to identify gaps or challenges and begin the process of developing initiatives to address them. During our tourism asset review, we will visit / assess Palm Spring County’s major tourism infrastructure, venues and facilities including, but not limited to: 1. BEACHES: – Notable beaches include Palm Beach, Delray Beach, Juno Beach, and Jupiter Beach. 2. CULTURAL ATTRACTIONS: – Kravis Center for the Performing Arts: Showcases live theater, music, and dance performances. – Morikami Museum and Japanese Gardens: Offers insights into Japanese culture and beautifully landscaped gardens. 3. ECOTOURISM AND NATURE: – Loxahatchee National Wildlife Refuge: A haven for birdwatching, wildlife observation, and kayaking. – Lion Country Safari: Offers a drive-through safari experience with exotic animals. – Grassy Waters Preserve: A wetlands ecosystem for guided hikes, birding, and nature education. – McCarthy’s Wildlife Sanctuary offers educational tours featuring rescued animals. 4. ENTERTAINMENT COMPLEXES: – CityPlace: A shopping, dining, and entertainment district in West Palm Beach. – Downtown at the Gardens: Features shops, dining, and a variety of entertainment options. 5. EQUESTRIAN VENUES: – International Polo Club Palm Beach: Hosts high-goal polo matches and events. – Palm Beach International Equestrian Center: Venue for show jumping and dressage competitions. – –

6. FAMILY-FRIENDLY ATTRACTIONS: – South Florida Science Center and Aquarium offers interactive exhibits for all ages. – Rapids Water Park is a family-friendly water park with slides and attractions. 7. GOLF COURSES AND COUNTRY CLUBS: – Numerous championship golf courses, many designed by world-renowned golf architects. – Prominent clubs include PGA National Golf Club and Trump International Golf Club. 8. LOCAL FOOD AND FARMERS’ MARKETS: – GreenMarket at the Palm Beaches: Offers fresh produce, artisanal products, and live entertainment. 9. LUXURY SHOPPING: – Worth Avenue: An iconic shopping district in Palm Beach with upscale boutiques, galleries, and dining. – The Gardens Mall: A premier shopping destination with high-end retailers and dining options. 10. MARINAS AND WATERFRONT FACILITIES: – Harbourside Place: A waterfront complex in Jupiter featuring shops, dining, and entertainment. 11. MUSEUMS AND HISTORICAL SITES: – Norton Museum of Art: Features a collection of European, American, and Chinese art. – Henry Morrison Flagler Museum: Offers a glimpse into the Gilded Age through a historic mansion. – Jupiter Inlet Lighthouse and Museum: Provides insights into local maritime history. – Whitehall, the Henry Morrison Flagler Museum, offers a glimpse into the Gilded Age.

12. NATURE AND WILDLIFE CENTERS:

– Okeeheelee Park: Offers sports fields, nature trails, and water sports on lakes.

– Loggerhead Marinelife Center: A rehabilitation and education center focused on sea turtles.

– John Prince Park: Features picnic areas, playgrounds, and water activities. – John D. MacArthur Beach State Park: Features natural trails, a pristine beach, and snorkeling.

– McCarthy’s Wildlife Sanctuary: Offers educational tours with rescued animals 13. NIGHTLIFE AND ENTERTAINMENT:

– Intracoastal Waterway: Provides opportunities for boating and sightseeing along the scenic waterway.

– Clematis Street in West Palm Beach is known for its vibrant nightlife, live music, and dining. 14. PALM BEACH INTERNATIONAL AIRPORT (PBI): – The primary airport serving the county, connecting travelers to various domestic and international destinations.

17. SPORTING FACILITIES: – Roger Dean Chevrolet Stadium: Spring training home to the Miami Marlins and St. Louis Cardinals.

15. PALM BEACH COUNTY CONVENTION CENTER: – A modern venue for conferences, trade shows, and large-scale events, located in West Palm Beach. 16. PARKS AND OUTDOOR RECREATION:

– FITTEAM Ballpark of the Palm Beaches: Spring training venue for the Washington Nationals and Houston Astros. 18. RESORTS AND HOTELS: – Notable resorts include The Breakers Palm Beach and PGA National Resort & Spa.

– Jonathan Dickinson State Park: Offers hiking, camping, kayaking, and wildlife viewing. – Grassy Waters Preserve: A wetlands ecosystem with guided hikes and birdwatching.

TOURISM EVENTS AND FESTIVALS REVIEW We will also review and assess the most important events and festivals that take place in Palm Beach County, including but not limited to: 1.

SUNFEST: A multi-day music and arts festival featuring live music performances, art exhibits, and a diverse range of food vendors. It’s one of Florida’s largest waterfront music and art festivals.

PALM BEACH INTERNATIONAL BOAT SHOW: An annual event that showcases a wide range of boats and marine accessories, drawing boating enthusiasts and professionals from around the world.

SOUTH FLORIDA FAIR: An iconic event featuring agricultural exhibits, carnival rides, live entertainment, and a variety of food offerings. It’s a celebration of local culture and traditions.

ARTPALMBEACH: An art fair that brings together galleries, artists, and collectors, showcasing contemporary art, photography, and design.

PALM BEACH FOOD AND WINE FESTIVAL: A culinary event featuring top chefs, wine tastings, cooking demonstrations, and gourmet experiences.

DELRAY AFFAIR: One of the largest outdoor arts and crafts festivals in the Southeast, featuring artwork, crafts, live music, and local cuisine in downtown Delray Beach.

PALM BEACH JEWELRY, ART & ANTIQUE SHOW: Showcasing a stunning collection of jewelry, antiques, and fine art from around the world, this event attracts collectors and enthusiasts.

FLORIDA RENAISSANCE FESTIVAL: A medievalthemed event offering jousting tournaments, stage performances, artisan crafts, and immersive entertainment.

WELLINGTON WINTER EQUESTRIAN FESTIVAL: An internationally recognized equestrian event showcasing show jumping and dressage competitions, attracting riders and spectators.

10. JUPITER SEAFOOD FESTIVAL: Celebrating the area’s maritime heritage, this festival features fresh seafood, live music, arts and crafts, and family-friendly activities.

11. BOCA RATON SEAFOOD AND MUSIC FESTIVAL: A waterfront festival featuring seafood dishes from local restaurants, live music, and a vibrant atmosphere.

16. SCREEN ON THE GREEN: A series of outdoor movie nights in West Palm Beach’s Waterfront Park, providing a family-friendly entertainment option.

12. SUNFEST BATTLE OF THE BANDS: A platform for local bands to showcase their talent, with the winner earning a spot to perform at SunFest.

17. PALM BEACH SHAKESPEARE FESTIVAL: An annual event featuring outdoor Shakespeare performances in a picturesque setting.

13. POLO MATCHES IN WELLINGTON: The Winter Equestrian Festival includes high-goal polo matches that attract equestrian enthusiasts and socialites.

18. EASTER PARADE AND EGG HUNT: A familyfriendly Easter celebration featuring a parade, egg hunts, and festive activities.

14. JUPITER JUBILEE: A community event celebrating the town’s history with live entertainment, food vendors, and activities for all ages. 15. CLEMATIS BY NIGHT: A free weekly concert series in downtown West Palm Beach, featuring live music, food vendors, and a lively atmosphere.

19. PALM BEACH PRIDE: A LGBTQ+ pride festival celebrating diversity and inclusion, featuring live entertainment, vendor booths, and a parade 20. WEST PALM BEACH GREENMARKET: A weekly farmer’s market offering fresh produce, artisanal products, and live entertainment.

We stress an on-the-ground approach, and our destination experts will spend extensive time in-market conducting this research.

KEY ACTIVITIES – Work with PBC and research providers to conduct a destination-wide assessment of tourism-related assets, establishments, activities, experiences, events, and festivals.

DELIVERABLES – Destination Asset and Experience Report: This deliverable will document the strengths and weaknesses (specific and general) associated with Palm Beach County’s tourism assets and experiences (events and festivals). From this analysis, the report will produce a series of conclusions from the effort that should be considered for action by the Tourism Master Plan.

TASK 4. STAKEHOLDER & RESIDENT ENGAGEMENT We will undertake a phase of important stakeholder and community outreach to collect and gauge the issues and opportunities regarding Palm Beach County tourism that should be incorporated in the Tourism Master Plan from both an industry and resident perspective. Stakeholder involvement (public sector, private sector, and industry) in the tourism planning process will help to assess and evaluate the destination’s current market position, asset base and current / future target markets. It will also serve as the basis for a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis of the destination, and help build stakeholder “buy-in” to the process and eventual Plan recommendations. The Stakeholder engagement will consist of one-on-one interviews with VIPs, focus group sessions with collective interest groups, public forums with community / neighborhood groups and more depending on the list of stakeholders developed with PBC during the Kickoff planning session. To ensure that useful insight and information is developed during this Task, we will undertake the following steps to provide for a well-organized and productive stakeholder facilitation process. – Fully develop the initial list of individuals and organizations that should be included in the process. This will be refined and expanded as the research continues. – Define the types of forums to be used to solicit feedback and to coherently organize perspectives, opinions, and recommendations. These forums can include individual interviews, focus groups, online surveys (for broader audiences), and various other planning sessions designed to bring together community stakeholders. – Develop presentation materials to facilitate discussion amongst stakeholder participants. – Develop a schedule for conducting stakeholder outreach.

KEY ACTIVITIES – Review and agree outline and questions for stakeholder engagement – Conduct a series of interviews and meetings with the destination’s key stakeholders (tourism industry, government, and community stakeholders) to vision a forward-looking destination. Efforts will be undertaken to engage culturally diverse, underrepresented, and marginalized communities as well as cross sector civil society organizations including environmental, social, and community-led groups. – Identify participant opinions, values, aspirations, priorities, and ideas for the future of the destination and tourism marketing in the destination and each of the major communities and neighborhoods – Build an informal group of “champions” for the project who will be critical to the endorsement and implementation of the Tourism Master Plan upon completion

DELIVERABLES – Stakeholder Engagement and SWOT Analysis: This deliverable will document and summarize the conversations and learnings from the Stakeholder Engagement process. This information will then be presented as a SWOT Analysis illustrating the Strengths, Weaknesses, Opportunities and Threats that should be considered for action by the Tourism Master Plan.

If needed and / or necessary, to complement the in-person Stakeholder engagement, CSL will conduct: – In-depth surveys of the frontline workers in Palm Beach County tourism industry, including hotel and restaurant staff/concierges, tour operators, outfitters and others that directly interact with visitors. – Surveys of leading travel and tourism representatives concerning their perceptions of Palm Beach County tourism industry product. Surveys can be sent to over 500 members of the Society of American Travel Writers. This type of research can give a useful, unbiased view as to opinions of current conditions, perceived threats to future success, and suggestions for future target markets. – Lodging property survey to assess market mix, desired room night balance (events/other leisure), top feeder markets and future performance projections. – Surveys of sports, convention, meeting, and other planners that have held or considered holding events in Palm Beach County, and of those who have considered the market but went elsewhere with their event(s).

TAPPING INTO THE VIEWS AND OPINIONS OF AREA RESIDENTS. To round out our Stakeholder Engagement activity, we will develop and conduct an extensive survey of the County’s resident base regarding their views of tourism, its importance to the overall economy, and how their quality of life is impacted by Palm Beach County tourism, tourism assets and experiences. This information, coupled with the 2022 Destination Analysts San Diego Visitor Profile Study will provide insight and suggestions as to potential improvement of the tourism-related product in Palm Beach County and its opportunity for enhancing the visitor experience as well as resident quality of life. Our research effort will carefully consider and incorporate these visitor and resident findings into the Tourism Master Plan, helping to ensure the relevancy, impact, and effectiveness of the final recommendations.

DELIVERABLES – Resident Engagement Report: This deliverable will document resident sentiment associated with the tourism industry in Palm Beach County, including but not limited to its economic impact, overtourism, sustainability, DEI, and many other topics. It will also document and analyze their perspectives and opinions of specific and general tourism assets, experiences, and their ideas for enhancement and improvement among many other topics. From this analysis, the report will produce a series of conclusions that should be considered for action by the Tourism Master Plan.

TASK 5. DESTINATION BENCHMARKING COMPARISON AND GAP ANALYSIS WITH RESPECT TO BENCHMARK DESTINATIONS We will prepare a benchmarking analysis of Palm Beach County and peer / aspirational destinations, visitor infrastructure, visitation / performance levels, traveler reviews, financial resources, and planning strategies. We believe it is vital to learn from comparable destinations that have garnered reputations as vibrant places to visit, work, and live, and as a result have attracted millions of visitors and residents in recent years.

KEY ACTIVITIES – Identify direct competitive set and aspirational cities / destinations for destination benchmarking analysis – Review and assess budgets for selected destination marketing organizations. – Collect and analyze new and creative use of sports, convention, conference, entertainment, festival, cultural, historic, natural, and other tourism assets to help drive optimal visitation to the destination; attendance mix (residents/visitors); financial performance, seasonality, and related information. – Compile trending initiatives that have led to sustainable increases in destination visitation and enhanced quality of life for residents. – Identify creative development and investment initiatives designed to build assets that can deliver positive benefits to Palm Spring County’s economy, environment, and communities. – Align benchmarked product portfolios with existing and planned Palm Beach County product to understand gaps and opportunities to differentiate the destination. – Review of demographics, population shifts and trends to place market niches and opportunities in context (ex: sports, arts, outdoor recreation, cultural diversity, communities, local enterprises, connecting visitors to stewardship and restoration opportunities, etc.) Some of the key direct competitors to Palm Beach County include (see 3.2.3b above): – Miami, Florida

– Sarasota, Florida

– Myrtle Beach, South Carolina

– Orlando, Florida

– Hilton Head Island, South Carolina

– Newport Beach, California

– Fort Lauderdale, Florida – Key West, Florida – Naples, Florida

– Virginia Beach, Virginia

– Charleston, South Carolina – San Diego, California

Some of the aspirational cities for San Diego to consider include (see 3.2.3b above): – Aspen, Colorado

– Barcelona, Spain

– Maldives

– Monterey, California

– Bali, Indonesia

– Queenstown, New Zealand

– Maui, Hawaii

– Dubai, United Arab Emirates

– Amalfi Coast, Italy

– Santorini, Greece

– Cannes, France

– Kyoto, Japan

DELIVERABLES – Destination Benchmarking Report: The Destination Benchmarking data will be summarized into a concise benchmarking assessment of key visitor industry product, facility, placemaking and other strategic initiatives. The analysis will yield a useful comparison of Palm Beach County to peer and aspirational destinations and will help to identify effective initiatives that should be considered by stakeholders and the community to help increase tourism industry market share. From this analysis, the report will produce a series of conclusions that should be considered for action by the Tourism Master Plan.

TASK 6. DESTINATION BRANDING, MARKETING & MESSAGING ASSESSMENT With the research and stakeholder engagement in hand, CSL will use these findings along with its extensive destination strategy and marketing experience to review Palm Beach County’s marketing vision, strategy, and plans, and provide recommendations to enhance the same. The review will include a comprehensive assessment of how the brand is brought to life through communications, advertising, and engagement strategies.

KEY AREAS OF FOCUS – HISTORY AND BACKGROUND: The organization’s roots and the regional partners who contribute to promoting the riches of the area. – BRAND STORY: The driving force of what makes the brand unique, stand out, and the framework for how it sounds and is positioned in the market. – MARKETING VISION: The direction of the marketing programs with the vision of the organization and the strategies and tactics to unify the plan. – SUSTAINABILITY AND DEI: The risks and opportunities of the Palm Beach County brand and marketing strategies related to destination stewardship principles including improving climate resiliency and equity, diversity, inclusion, and accessibility. – INDUSTRY CONTEXT: The bigger picture of travel, technology, and the factors that make people think – or think twice – about taking a trip to Palm Beach County. – MARKETING PERFORMANCE AND INSIGHTS: The numbers for Palm Beach County and its performance in the ever-changing landscape of marketing. – TARGET AUDIENCE: Descriptions and details of the traveler segments and personas who are most apt to love the area as much as the locals do as well as support community priorities and destination stewardship goals. – REACHING EACH AUDIENCE: Details on how, where, why, and what the target markets care about when it comes to Palm Beach County. – MARKETING CHANNEL STRATEGIES: Diving into each channel on what’s been working and plans to reach new eyeballs. – CAMPAIGN THOUGHT STARTERS AND CO-MARKETING CONCEPTS: Themes used to reach the targets in ways that matter to them and how partnerships can amplify brand affinity. – RESIDENT ENGAGEMENT: Efforts by Palm Beach County to engage residents in local activities / events and become champions for the region. – MARKETING MATERIALS, PLANS, AND ROLLOUT: The key assets used to tell others all about Palm Beach County, when to deploy them, and how to grow optimally year over year based on metrics and successes.

DELIVERABLES – Destination Branding, Marketing and Messaging Assessment - Please note this marketing review and recommendation task is not intended to deliver an updated marketing strategy, rather a review and analysis of the existing marketing strategy and how future marketing efforts might fit into the Tourism Master Plan recommendations. From this analysis, the report will produce a series of conclusions that should be considered for action by the Tourism Master Plan.

TASK 7. DESTINATION ASSESSMENT – DIVERSITY, EQUITY, AND INCLUSION (DEI) Incorporating diversity, equity, and inclusion (DEI) principles into the Tourism Master Plan involves evaluating all aspects of the project within the broader context of assessing a location’s suitability and potential for Diversity, Equity, and Inclusion. As such, this task helps ensure that the development and promotion of Palm Beach County is done in a way that is fair, respectful, and welcoming to all individuals, regardless of their backgrounds. It also creates a positive and enriching experience for residents and visitors, fostering a more vibrant and sustainable destination. Tourism Diversity Matters (TDM) considers multiple aspects and angles and helps the project create strategic action items for Measuring, Reporting, and Improving structural DEI actions. TDM will use tools to collect and report valuable information about Palm Beach County’s current strengths and opportunities for improvement. We pair that knowledge with processes that will help decide strategically where to focus limited resources, time, and energy to make the most significant sustainable progress toward goals. The critical components of a DEI destination assessment generally include: – PHYSICAL AND GEOGRAPHIC FACTORS: Examining the geographical location and environmental factors that might impact the destination’s appeal and development potential. – INFRASTRUCTURE AND ACCESSIBILITY: Assessing the quality of transportation networks (roads, airports, ports, etc.) and other infrastructure contributing to the destination’s accessibility and convenience. – ECONOMIC AND BUSINESS ENVIRONMENT: Analyzing the local economy, business environment, job market, industries, and potential for economic growth and diversification. – CULTURAL AND HISTORICAL ASSETS: Identifying unique cultural heritage, historical landmarks, and local traditions that contribute to the destination’s identity and attractiveness. – TOURISM AND RECREATION: Evaluating the existing tourism infrastructure, accommodation options, attractions, entertainment, and recreational opportunities that can draw visitors to the destination. – ENVIRONMENTAL SUSTAINABILITY: Assessing the destination’s commitment to sustainable practices, conservation efforts, and responsible tourism to ensure long-term viability and minimize negative impacts. – COMMUNITY AND SOCIAL FACTORS: Examining the local community’s attitudes, values, quality of life, and support for development initiatives. – LEGAL AND REGULATORY FRAMEWORK: Understanding the legal and regulatory environment for businesses and investments in the destination, including zoning laws, permits, and potential barriers. – COMPETITIVE ANALYSIS: Comparing the destination with similar or competing locations to identify its unique selling points and areas for improvement. Because many of these activities are articulated in previous Tasks of the workplan, this Task is focused on coordination of that work with TDM and their focus on DEI.

KEY ACTIVITIES The DEI destination assessment conducted by Tourism Diversity Matters will work closely with the CSL project team to coordinate the: – Collection of research, materials, and reports (Task 1) – Stakeholder planning (Task 1) – Stakeholder workshop (Task 2) – Review of destination documents (Task 3) – Tourism asset review (Task 3) – Event and festivals review (Task 3) – Materials used in stakeholder engagement (Task 4) – SWOT analysis (Task 4) – Resident survey (Task 4) – Destination benchmarking (Task 5) – Destination marketing assessment (Task 6) – Situational analysis (Task 8) – Visioning workshops and draft recommendations (Task 9)

DELIVERABLES – DEI Assessment: Based on the findings of the qualitative and quantitative DEI assessment documented in this report, TDM will deliver a series of conclusions that should be considered for action by the Tourism Master Plan.

TASK 8. DESTINATION ASSESSMENT – SUSTAINABILITY This project for Palm Beach County is an important opportunity for public policymakers and destination managers to include effective and credible sustainable tourism policies in the Master Plan. In this Task, our partners from the Global Sustainable Tourism Council (GSTC) will ensure that sustainability in tourism and destination management is systematized, coherent, put into practice, measured, and monitored. The GSTC Destination Assessment is designed to introduce the destination management team to the core elements required to develop sustainable policies and practices by applying the GSTC Criteria to the specific destination. This task allows Palm Beach County stakeholders to participate directly in GSTC application of the Criteria to the destination, to understand the destination’s sustainability status against the world’s leading standard, and to identify areas for improvement based on the GSTC Criteria. The Assessment is led by a GSTC expert with global experience in the practical evaluation of sustainability and best practices globally, and a thorough understanding of the GSTC Destination Criteria. The GSTC Destination Criteria (GSTC-D) have been built on decades of prior work and experience around the world, and they take into account the numerous guidelines and standards for sustainable tourism from every continent. During the process of development, they were widely consulted throughout the globe, in both developed and developing countries, in several languages. They reflect certification standards, indicators, criteria, and best practices from different cultural and geo-political contexts around the world in tourism and other sectors where applicable. Potential indicators were screened for relevance and practicality, as well as their applicability to a broad range of destination types. They were field-tested around the world. The process of developing the Criteria was designed to adhere to ISO codes of conduct and the standards-setting code of the ISEAL Alliance, the international body providing guidance for the development and management of sustainability standards for all sectors. Some of the expected uses of the criteria by tourism management organizations include the following: – Serve as basic guidelines for destinations that wish to become more sustainable – Help consumers identify sound sustainable tourism destinations – Serve as a common denominator for information media to recognize destinations and inform the public regarding their sustainability – Help certification and other voluntary destination level programs ensure that their standards meet a broadly accepted baseline – Offer governmental, non-governmental, and private sector programs a starting point for developing sustainable tourism requirements – Serve as basic guidelines for education and training bodies, such as hotel schools and universities

KEY ACTIVITIES – Starting at 5 days of onsite engagement, liaison with stakeholders – Guided overview of the destination’s major areas of best practices, current sustainability achievements and risks – Guided overview of select documented plans and policies coverage of GSTC Destination Criteria – Preliminary results presentation by GSTC expert – Concise Report outlining recommendations for overall sustainability improvement – Summaries of the Report, which can be easily communicated to stakeholders, decision makers, community members, and target markets – Marketing benefits, including media pieces distributed to GSTC global network

DELIVERABLES Sustainability Assessment: The Sustainability Assessment will include a series of conclusions that should be considered for action by the Tourism Master Plan. – Build capacity among destination stakeholders in the GSTC Destination Criteria and the principles of sustainable tourism and sustainable destination management – Learn the destination’s current sustainability status according to the world’s leading destination sustainability standard — the GSTC Destination Criteria – Understand which policies and practices are currently working well, to improve efficient resource use and effective policymaking – Generate positive marketing storylines about the destination’s commitment to sustainability and its areas of good practice – Gain practical tools to compare sustainability performance across the major areas of destination sustainability: destination management, local economic benefit, community and cultural well-being, and environmental resource protection – Identify concrete actions necessary to comply with the GSTC Destination Criteria – Improve destination governance, policymaking, stakeholder engagement, and performance in the areas of sustainability management, economic development, community and cultural well-being, and energy and environmental conservation – Prioritize urgent, important, and achievable next steps to address the destination’s sustainability risks – Develop a baseline for sustainability monitoring, to track progress over time along the GSTC Criteria, beginning with GSTC expert analysis

TASK 9. SITUATIONAL ANALYSIS The research, findings and insights developed as part of the previous project tasks will help to create a platform for facilitating the visioning workshops with Palm Beach County stakeholders. This Task is simple and direct, to summarize learnings to date and create a comprehensive and universal understanding of where Palm Beach County stands as a destination for visitors and residents today.

KEY ACTIVITIES Prepare Situational Analysis Report and presentation deck, which includes the following: – Review of Project Initiative, Goals, Priorities and Focus – Destination and Tourism Asset Research – Stakeholder and Resident Engagement and SWOT Analysis – Destination Benchmarking – Destination Branding, Marketing and Messaging Assessment

DELIVERABLES – Situational Analysis Report and Visioning Workshop Presentation: This report will summarize the research and analysis produced by Tasks 1-8 and present a summarization of the conclusions that should be considered for action by the Tourism Master Plan. This material will be used to prepare Visioning Workshop participants for Task 10.

TASK 10. VISIONING WORKSHOPS & DRAFT RECOMMENDATIONS ARTICULATING AN UPDATED VISION FOR PALM BEACH COUNTY AS A DESTINATION We find that the visioning workshops are an ideal method to introduce creativity, collaboration, and important local insight into the process of developing Tourism Master Plan recommendations with respect to target markets, tourism industry product gaps and new product initiatives. The visioning workshop process begins with creating a common understanding of where our destination is at today, what our competition is doing, and how future trends will impact tourism growth in Palm Beach County market. We will start the sessions with an overview of our research findings to date, followed by a structured yet free flowing discussion of the future visitors, vision, opportunities, and priorities. Our project team will lead the stakeholders through a process of focused creativity, targeting a variety of specific initiatives based on the planning process learnings to date. For each initiative, the sessions will generate a vision for engaging both new and traditional visitors, aligned with strategies and tactics to grow, empower, and diversify the County’s tourism industry. As part of the stakeholder workshops, we will work with participants to align the various visions, strategies, and tactics into an initial, coordinated plan outline for the updated Tourism Master Plan. This will not represent a final product, but rather the initial stage of generating ideas for enhancing and expanding visitor-generating assets and experiences, growing existing tourism markets, and identifying new/emerging markets that should be targeted. As we conduct the Visioning Workshops, we will stress: – Ensuring a diversity of voices, from within, adjacent to and even outside the tourism sector. – An openness to new ideas and a willingness to adapt and incorporate ideas into what we call initial Plan Pillars. – The ability to envision how these Plan Pillars will eventually be assembled to support a tailored, future focused, actionable collective vision encompassed in the Tourism Master Plan.

We continually find that the blending of important research and analysis, our extensive past tourism planning experience, and extensive local stakeholder insight and creativity provides for consensus-driven, insightful, and actionable Plan initiatives. Rather than a Plan that “sits on a shelf”, the Visioning Workshops help lead to an excitement to execute within the community.

KEY ACTIVITIES Host and facilitate visioning workshops with destination stakeholders to: – Obtain a common understanding of where the destination is today – Place Palm Beach County within its competitive and aspirational set – Identify and assess how future trends will impact the destination – Discuss future issues, opportunities, and priorities – Define visitors of the future – Update the Vision Statement – Select and prioritize TMP issues and opportunities Draft TMP Recommendations – Draft initial TMP recommendations – Present to the Steering Committee for feedback, selection, and prioritization

DELIVERABLES – Visioning Workshop Report This deliverable will document the results from the Visioning workshop including but not limited to Vision Statement, definition of Visitors of the Future (FIT, Group, MICE, etc.), and priority list of conclusions from the research that should be addressed by the Tourism Master Plan. – TMP Draft Recommendations: This deliverable, based on research to date, will present a series of recommendations for the Tourism Master Plan that are presented to the PBC Project Team and Steering Committee for review and feedback.

TASK 11. TOURISM MASTER PLAN Using the information generated from the previous research tasks and the Visioning Workshops, we will work with the Palm Beach County project team and Steering Committee to develop initial and final Tourism Master Plan documents incorporating the following elements: 1. A near and long-term “Vision for Palm Beach County Tourism” 2. A clear description of recommended Tourism Master Plan initiatives (county-wide and municipality-specific) 3. Detailed plans for implementation a. A listing of key organizations and individuals that should be involved in the implementation process for each initiative, and their respective roles and responsibilities for implementation b. A timeline for implementing each initiative, including near-term initiatives that can be pursued immediately, mid-term initiatives to target over a two-to-five-year period, and longer-term initiatives that may take several years of planning and development. c. Defining key performance metrics and measurement benchmarks for each initiative. d. Organizing and putting in place the operational resource(s) (committee, working group, personnel) to birddog the plan and translate the vision into action. Ultimately, the Tourism Master Plan will inform and guide Palm Beach County in identifying community needs and opportunities, setting a vision and roadmap for visitor-based economic growth and development that will also contribute to a healthy community for residents.

KEY ACTIVITIES Draft Tourism Master Plan – Articulate a 20-Year Vision for the City of Palm Beach County tourism. – Present and prioritize a series of Tourism Master Plan Goals and Initiatives (countywide and municipality-specific).

– Define key performance metrics and measurement benchmarks for each initiative. – Create oversight committee to assess, direct, manage, and monitor TMP implementation Present to PBC team and Steering Committee – Collect and input feedback

– Identify key organizations and individuals that should be involved in the implementation process for each initiative, and their roles and responsibilities

Finalize Tourism Master Plan

– Define the timeline for implementing each initiative, including near-term initiatives that can be pursued immediately, mid-term initiatives to target over a two-to-five-year period, and longer-term initiatives that may take several years of planning and development.

Launch and present TMP to Industry Stakeholders, Government Leaders, and Community Groups

– Provide graphic design of TMP according to PBC brand guidelines

– Work with PBC to socialize TMP – Conduct capacity-building session(s) with champions / key stakeholder groups around behavior change solutions to support future implementation.

DELIVERABLES Tourism Master Plan (Full Report and Executive Summary)

•

– Project Goals and Overview – Situational Analysis – 20-Year Vision Statement – Definition of Visitors of the Future – Destination Pillars / Areas of Focus – Recommendations •

Goals

Strategies / Action Plans (county-wide and municipality-specific)

– Implementation Plan •

Strategy Rollout and Timing

•

Roles & Responsibilities

•

Performance Metrics

•

Implementation Structure and Management

TASK 12. IMPLEMENTATION ADVISORY SERVICES (OPTIONAL) PROVIDING OPTIONAL SERVICES TO ASSIST IN THE IMPLEMENTATION OF THE TOURISM MASTER PLAN Beyond the comprehensive delivery of the Tourism Master Plan project, report, executive summary, and implementation plan envisioned by the RFP and articulated by this proposal, CSL would like to suggest an OPTIONAL second phase of the project, to assist Palm Beach County with implementation of the TMP. Optional services that CSL can deliver include: – RESOURCE ALLOCATION AND BUDGETING: Help – IMPLEMENTATION WORKSHOPS AND TRAINING: Palm Beach County allocate resources and budget Offer workshops and training sessions for key effectively to support the implementation efforts. This stakeholders, local government officials, and tourism includes identifying funding sources, cost estimates industry representatives. These sessions can help for various initiatives, and prioritizing high-impact ensure that everyone involved understands the master projects. plan’s objectives, strategies, and their respective roles in implementation. – REGULATORY AND PERMITTING ASSISTANCE: Provide guidance on navigating regulatory processes, – PROJECT MANAGEMENT SUPPORT: Provide project obtaining necessary permits, and adhering to legal management services to oversee the execution of requirements for infrastructure and development various initiatives outlined in the master plan. This projects. includes setting up timelines, tracking progress, identifying bottlenecks, and ensuring tasks are – SUSTAINABILITY INTEGRATION: Suggest completed on schedule. ways to integrate sustainable practices into the implementation process, such as eco-friendly – TASK FORCE CREATION: Recommend the infrastructure, waste management solutions, and establishment of task forces or working groups responsible tourism guidelines. dedicated to specific areas or projects outlined in the master plan. These groups can bring together experts, stakeholders, and community members to collaborate – FEEDBACK AND ADAPTATION MECHANISMS: Recommend regular reviews and feedback loops to on implementation. assess the effectiveness of implemented strategies. Use the insights gained to adjust and refine the – PUBLIC-PRIVATE PARTNERSHIPS: Advise Palm approach over time. Beach County to explore partnerships with private businesses and organizations that have a vested – CAPACITY BUILDING: Provide training and capacityinterest in tourism development. These partnerships building programs for local businesses, service can provide additional resources, expertise, and providers, and entrepreneurs to align their offerings funding for implementation with the new tourism objectives. – PERFORMANCE METRICS AND MONITORING: Assist in measuring TMP performance indicators (KPIs) and – CRISIS PREPAREDNESS AND MANAGEMENT: Help Palm Beach County develop contingency plans and setting up a monitoring system to track the success strategies for addressing unexpected challenges, and impact of implemented strategies. Regular such as natural disasters, pandemics, or economic reporting and analysis of these metrics will help Palm downturns. Beach County gauge progress and make necessary adjustments. – REGULAR PROGRESS REPORTING: Suggest a structured reporting framework to keep all – STAKEHOLDER ENGAGEMENT CAMPAIGNS: stakeholders informed about the progress of Recommend strategies to engage the local implementation. Regular updates can maintain community, residents, and other stakeholders momentum and transparency. throughout the implementation process. This could include public awareness campaigns, community events, and feedback mechanisms to ensure inclusivity and transparency. Each of these options will be tailored to the specific context, goals, and resources of Palm Beach County and the Tourism Master Plan. Details for assistance and associated fees / expenses will be determined and agreed toward the end of the Tourism Master Plan development according to PBC needs and budget.

3.3.6 PROJECT TIMELINE Below is the sequencing of the major activities, milestones and deliverables proposed by CSL for this project. As with all strategic planning initiatives, we suggest that the timing be flexible to accommodate activity scheduling, logistics, review and feedback, and holidays. CSL will work with PBC and the Steering Committee to deliver the most appropriate timing for the project. Please note that the sequencing of events envisions 33 weeks of work effort to research, prepare and deliver the Tourism Master Plan for Palm Beach County, assuming all tasks, meetings, feedback, and logistics happen according to plan. However, it is our experience and recommendation that when more time is added to the project, the better, so we suggest that the Tourism Master Plan should target delivery in approximately one-years’ time (kickoff to launch). Adding time into the schedule for review and consideration of interim work products, a thorough and deep engagement with stakeholders, and socialization of various elements to build support and champions for the effort. In the City of Los Angeles, the Tourism Master Plan development and delivery took about one-year (kickoff to launch), which provided ample time for the project activities and socialization of the results. It is envisioned that the Palm Beach County Tourism Master Plan project would follow the same timing. 1 1. PROJECT KICK-OFF AND PROJECT PLANNING KEY ACTIVITIES – Perform kick-off meeting and orientation between CSL and PBC team – Discuss roles and responsibilities and project requirements – Collect secondary research, including existing customer research from appropriate sources – Collect county, city, community and neighborhood research, reports, strategies etc. that might influence, feed into, or impact the Tourism Master Plan project – Collect existing cultural tourism and diversity initiatives and master plans as noted in RFP – Facilitate detailed project planning between CSL and PBC team to coordinate project timing and rollout for work plan activities – Perform engagement planning and stakeholder analysis – Determine the ratings and traffic threshold to be applied for in-person destination assessment – Conduct familiarization tour of destination and in-person review of selected venues – Initiate discussions with PBC’s Communications and Community Engagement consultant to define work program for TMP project messages and vehicles for dissemination – Schedule periodic meetings and briefings for PBC team and TMP Steering Committee. DELIVERABLES – Project Management Plan 2. INITIAL STEERING COMMITTEE WORKSHOP KEY ACTIVITIES – Meet and brief the TMP Steering Committee on Project Management Plan – Introduce Subject Matter Experts and agree the depth of subject matter research – Conduct TMP goals definition and priorities exercises DELIVERABLES – Report on TMP Goals, Priorities and Focus 3. LEVERAGING IMPORTANT PLANS AND RESEARCH KEY ACTIVITIES – Review and analyze all relevant current travel and tourism studies and plans – Review and analyze market and visitor data, studies, reports, and existing consumer research – Collect and analyze reporting of global, national, and statewide consumer and travel and tourism research and trends – Review and analyze all county, city, community and neighborhood research, reports, strategies plans, crisis management plans, workforce development plans, etc. – Review cultural and inclusion initiatives to identify opportunities for cultural tourism development and improving diversity, equity, inclusion, and accessibility. DELIVERABLES – Destination Research Report

1 3. LEVERAGING IMPORTANT PLANS AND RESEARCH (CONTINUED) TOURISM ASSET REVIEW – Work with PBC and research providers to conduct a destination-wide assessment of tourism-related establishments, activities, and experiences DELIVERABLES – Destination Asset Report 4. STAKEHOLDER AND RESIDENT ENGAGEMENT KEY ACTIVITIES – Review and agree outline and questions for stakeholder engagement, as well as general questions for community survey, etc. – Conduct a series of interviews and meetings with the destination’s key stakeholders (tourism industry, government, and community stakeholders) to vision a forwardlooking destination. Efforts will be undertaken to engage culturally diverse, underrepresented, and marginalized communities as well as cross sector civil society organizations including environmental, social, and community-led groups. – Identify participant opinions, values, aspirations, priorities, and ideas for the future of the destination and tourism marketing in the destination and each of the major communities and neighborhoods – Build an informal group of “champions” for the project who will be critical to the endorsement and implementation of the Tourism Master Plan upon completion DELIVERABLES – Stakeholder Engagement and SWOT Report RESIDENT SURVEY – Develop and conduct an extensive survey of the Region’s resident base regarding their views of tourism, its importance to the overall economy, and how their quality of life is impacted by San Diego tourism, tourism assets and experiences DELIVERABLES – Resident Engagement Report 5. DESTINATION BENCHMARKING KEY ACTIVITIES – Identify direct competitive set and aspirational cities / destinations for destination benchmarking analysis – Review and assess budgets for selected destination marketing organizations. – Collect and analyze new and creative use of sports, convention, conference, entertainment, festival, cultural, historic, natural, and other tourism assets to help drive optimal visitation to the destination; attendance mix (residents/visitors); financial performance, seasonality, and related information. – Compile trending initiatives that have led to sustainable increases in destination visitation and enhanced quality of life for residents. – Identify creative development and investment initiatives designed to build assets that can deliver positive benefits to San Diego’s economy, environment, and communities. – Align benchmarked product portfolios with existing and planned San Diego product to understand gaps and opportunities to differentiate the destination. – Review of demographics, population shifts and trends to place market niches and opportunities in context (ex: sports, arts, outdoor recreation, cultural diversity, communities, local enterprises, connecting visitors to stewardship and restoration opportunities, etc.) DELIVERABLES – Destination Benchmarking Report 6. DESTINATION BRANDING, MARKETING AND MESSAGING ASSESSMENT KEY ACTIVITIES – The destination branding, marketing and messaging review will include a comprehensive assessment of how the brand is brought to life through communications, advertising, and engagement strategies including: – History and Background - The organization’s roots and the regional partners who contribute to promoting the riches of the area. – Brand Story - The driving force of what makes the brand unique, stand out, and the framework for how it sounds and is positioned in the market. – Marketing Vision - The direction of the marketing programs with the vision of the organization and the strategies and tactics to unify the plan. – Sustainability and DEI – The risks and opportunities of the San Diego brand and marketing strategies related to destination stewardship principles including improving climate resiliency and equity, diversity, inclusion, and accessibility. – Industry Context - The bigger picture of travel, technology, and the factors that make people think – or think twice – about taking a trip to San Diego. – Marketing Performance and Insights - The numbers for San Diego and its performance in the ever-changing landscape of marketing. – Target Audience - Descriptions and details of the traveler segments and personas who are most apt to love the area as much as the locals do as well as support community priorities and destination stewardship goals. – Reaching Each Audience – Details on how, where, why, and what the target markets care about when it comes to San Diego.

6. DESTINATION BRANDING, MARKETING AND MESSAGING ASSESSMENT – Marketing Channel Strategies - Diving into each channel on what’s been working and plans to reach new eyeballs. – Campaign Thought Starters and Co-Marketing Concepts - Themes used to reach the targets in ways that matter to them and how partnerships can amplify brand affinity. – Resident Engagement - Efforts by San Diego Tourism Authority to engage residents in local activities / events and become champions for the region. – Marketing Materials, Plans, and Rollout - The key assets used to tell others all about San Diego, when to deploy them, and how to grow optimally year over year based on metrics and successes. DELIVERABLES – Destination Branding, Marketing and Messaging Assessment 7. DESTINATION ASSESSMENT - DIVERSITY, EQUITY & INCLUSION KEY ACTIVITIES – Coordinate with other TMP Tasks DELIVERABLES – DEI Report 8. DESTINATION ASSESSMENT - SUSTAINABILITY KEY ACTIVITIES – Conduct Sustainability Risk & Opportunity analysis assessing the above across economic, environmental, social, cultural impact areas to identify key challenges, performance to date, gaps, and opportunities for potential future action to improve sustainability including climate change resilience and equity. – Starting at 5 days of onsite engagement, liaison with stakeholders – Guided overview of the destination’s major areas of best practices, current sustainability achievements and risks – Guided overview of select documented plans and policies coverage of GSTC Destination Criteria – Preliminary results presentation by GSTC expert – Concise Report outlining recommendations for overall sustainability improvement – Summaries of the Report, which can be easily communicated to stakeholders, decision makers, community members, and target markets – Marketing benefits, including media pieces distributed to GSTC global network DELIVERABLES – Sustainability Report 9. SITUATIONAL ANALYSIS KEY ACTIVITIES – Prepare situational analysis report and presentation deck DELIVERABLES – Situational Analysis Report and Visioning Workshop Presentation Deck

19 20

29 30

10. VISIONING WORKSHOPS & DRAFT RECOMMENDATIONS KEY ACTIVITIES – Host and facilitate visioning workshops with destination stakeholders (includes prep) – Draft TMP Recommendations – Draft initial TMP recommendations – Present to the Steering Committee for feedback, selection, and prioritization DELIVERABLES – TMP Draft Recommendations for PBC Project Team and Steering Committee review and feedback 11. TOURISM MASTER PLAN KEY ACTIVITIES – Draft Tourism Master Plan – Articulate a 10-Year Vision for the City of San Diego tourism. – Present and prioritize a series of Tourism Master Plan Goals and Initiatives. – Identify key organizations and individuals that should be involved in the implementation process for each initiative, and their roles and responsibilities – Define the timeline for implementing each initiative, including near-term initiatives that can be pursued immediately, mid-term initiatives to target over a two-to-five-year period, and longer-term initiatives that may take several years of planning and development. – Define key performance metrics and measurement benchmarks for each initiative. – Create oversight committee to assess, direct, manage, and monitor TMP implementation – Present to PBC team and Steering Committee – Collect and input feedback – Finalize Tourism Master Plan – Provide graphic design of TMP according to PBC brand guidelines – Launch and present TMP to Industry Stakeholders, Government Leaders, and Community Groups – Work with PBC to socialize TMP – Conduct capacity-building session(s) with champions / key stakeholder groups around behavior change solutions to support future implementation. DELIVERABLES – Tourism Master Plan (Full Report and Executive Summary)

22 23 24 25 26 27 28 29 30 31

PROJECT MANAGEMENT – PBC Project Meetings (Bi-Weekly) – TMP Steering Committee Meetings (Monthly)

3.4 BUSINESS LOCATION

APPENDIX D CERTIFICATION OF BUSINESS LOCATION RFP NO. 23-104/LAC In accordance with the Palm Beach County Local Preference Code, a preference may be given to: (1) proposers having a permanent place of business in Palm Beach County (“County”); or (2) proposers having a permanent place of business in the Glades that are able to provide the goods, services or construction to be utilized or built within the Glades. To receive a local preference, proposers must have a permanent place of business within the County or the Glades, as applicable, prior to the County’s issuance of any solicitation. A Business Tax Receipt which is issued by the Palm Beach County Tax Collector, authorizes the proposer to provide the goods/services to be purchased, and will be used to verify that the proposer had a permanent place of business prior to the issuance of the solicitation. The proposer must submit this Certification of Business Location (“Certification”) along with the required Business Tax Receipt at the time of proposal submission. The Business Tax Receipt and this Certification are the sole determinant of local preference eligibility. Errors in the completion of this Certification or failure to submit this completed Certification will cause the proposer to not receive a local preference. In instances where the proposer is exempt by law from the requirement of obtaining a Business Tax Receipt, the proposer must: (a) provide a citation to the specific statutory exemption; and (b) provide other documentation which clearly establishes that the proposer had a permanent place of business within the County or the Glades prior to the date of issuance of the solicitation. The County hereby retains the right to contact said proposer for additional information related to this requirement after the proposal due date. I.

Proposer is a: _________

Local Business:

A local business has a permanent place of business in Palm Beach County.

(Please indicate): ________ Headquarters located in Palm Beach County ________ Permanent office or other site located in Palm Beach County from which a vendor will produce a substantial portion of the goods or services. _________

Glades Business: A Glades business has a permanent place of business in the Glades. (Please indicate): ________ Headquarters located in the Glades ________ Permanent office or other site located in the Glades from which a vendor will produce a substantial portion of the goods or services.

II.

The attached copy of proposer’s County Business Tax Receipt verifies proposer’s permanent place of business.

Richard Cutting-Miller THIS CERTIFICATION is submitted by __________________________________, as (Name of Individual) Vice President, Tourism Strategy CSL International _____________________________________, of _____________________________________. (Title/Position) (Firm Name of Proposer) who hereby certifies that the information stated above is true and correct and that the County Business Tax Receipt is a true and correct copy of the original. Further, it is hereby acknowledged that any misrepresentation by the proposer on this Certification will be considered an unethical business practice and be grounds for sanctions against future County business with the proposer. ________________________________ (Signature)

9/5/2023

____________ (Date)

3.5 COMMERCIAL NON-DISCRIMINATION CSL agrees to comply with the County’s Commercial Non-discrimination Policy as described in Resolution 2017-1770 as amended. Agreement is indicated by signature to the Price Proposal Page(s).

3.6 FINANCIAL/BUSINESS STABILITY

REQUIRED APPENDICES

3.7 PRICE PROPOSAL INFORMATION PROPOSED BUDGET Total professional fees for any engagement will depend on the number of hours required to complete the project and skill levels of the assigned personnel. The following exhibit outlines the professional fees and expenses associated with the scope of work outlined in Section 3.3

STAGE TOTAL

ACTIVITY TOTAL

ASST – $100

PRINCIPAL – $200

SANELSON

SPECIALIST – $175

TDM

PRINCIPAL – $250

SPECIALIST – $175

PRINCIPAL – $250

ANALYST – $175

GDSM

MANAGER – $225

MKT STRAT – $275

Virtual/Online

PRINCIPAL 2 – $300

Onsite

PRINCIPAL 1 – $300

CSL INTL.

$39,200

1. PROJECT KICK-OFF AND PROJECT PLANNING KEY ACTIVITIES – Perform kick-off meeting and orientation between CSL and PBC team – Discuss roles and responsibilities and project requirements – Collect secondary research, including existing customer research from appropriate sources – Collect county, city, community and neighborhood research, reports, strategies etc. that might influence, feed into, or impact the Tourism Master Plan project – Collect existing cultural tourism and diversity initiatives and master plans as noted in RFP – Facilitate detailed project planning between CSL and PBC team to coordinate project timing and rollout for work plan activities – Perform engagement planning and stakeholder analysis – Determine the ratings and traffic threshold to be applied for in-person destination assessment – Conduct familiarization tour of destination and in-person review of selected venues – Initiate discussions with PBC’s Communications and Community Engagement consultant to define work program for TMP project messages and vehicles for dissemination – Schedule periodic meetings and briefings for PBC team and TMP Steering Committee.

8 Incl

Incl

4 Incl

$11,200 $1,600

$2,300 4

$700

Incl

2 2

$17,600

$1,450

$2,900

DELIVERABLES – Project Management Plan

$9,550

2. INITIAL STEERING COMMITTEE WORKSHOP KEY ACTIVITIES – Meet and brief the TMP Steering Committee on Project Management Plan – Introduce Subject Matter Experts and agree the depth of subject matter research – Conduct TMP goals definition and priorities exercises

4 Incl Incl

$7,500

$2,050

DELIVERABLES – Report on TMP Goals, Priorities and Focus

$42,400

3. LEVERAGING IMPORTANT PLANS AND RESEARCH KEY ACTIVITIES – Review and analyze all relevant current travel and tourism studies and plans – Review and analyze market and visitor data, studies, reports, and existing consumer research – Collect and analyze reporting of global, national, and statewide consumer and travel and tourism research and trends – Review and analyze all county, city, community and neighborhood research, reports, strategies plans, crisis management plans, workforce development plans, etc. – Review cultural and inclusion initiatives to identify opportunities for cultural tourism development and improving diversity, equity, inclusion, and accessibility.

$3,800

$2,900

$5,600 $5,600

$2,900

DELIVERABLES – Destination Research Report

Incl

$13,100

$8,500

Incl

TOURISM ASSET REVIEW – Work with PBC and research providers to conduct a destination-wide assessment of tourism-related establishments, activities, and experiences DELIVERABLES – Destination Asset Report

STAGE TOTAL

ACTIVITY TOTAL

ASST – $100

PRINCIPAL – $200

SANELSON

SPECIALIST – $175

TDM

PRINCIPAL – $250

SPECIALIST – $175

PRINCIPAL – $250

ANALYST – $175

GDSM

MANAGER – $225

MKT STRAT – $275

Virtual/Online

PRINCIPAL 2 – $300

Onsite

PRINCIPAL 1 – $300

CSL INTL.

$64,500

4. STAKEHOLDER AND RESIDENT ENGAGEMENT KEY ACTIVITIES – Review and agree outline and questions for stakeholder engagement, as well as general questions for community survey, etc. – Conduct a series of interviews and meetings with the destination’s key stakeholders (tourism industry, government, and community stakeholders) to vision a forwardlooking destination. Efforts will be undertaken to engage culturally diverse, underrepresented, and marginalized communities as well as cross sector civil society organizations including environmental, social, and community-led groups. – Identify participant opinions, values, aspirations, priorities, and ideas for the future of the destination and tourism marketing in the destination and each of the major communities and neighborhoods – Build an informal group of “champions” for the project who will be critical to the endorsement and implementation of the Tourism Master Plan upon completion

Incl

20 $43,600

Incl

$7,100

$13,800

Incl

DELIVERABLES – Stakeholder Engagement and SWOT Report RESIDENT SURVEY – Develop and conduct an extensive survey of the Region’s resident base regarding their views of tourism, its importance to the overall economy, and how their quality of life is impacted by San Diego tourism, tourism assets and experiences DELIVERABLES – Resident Engagement Report

$52,250

5. DESTINATION BENCHMARKING KEY ACTIVITIES – Identify direct competitive set and aspirational cities / destinations for destination benchmarking analysis – Review and assess budgets for selected destination marketing organizations. – Collect and analyze new and creative use of sports, convention, conference, entertainment, festival, cultural, historic, natural, and other tourism assets to help drive optimal visitation to the destination; attendance mix (residents/visitors); financial performance, seasonality, and related information. – Compile trending initiatives that have led to sustainable increases in destination visitation and enhanced quality of life for residents. – Identify creative development and investment initiatives designed to build assets that can deliver positive benefits to San Diego’s economy, environment, and communities. – Align benchmarked product portfolios with existing and planned San Diego product to understand gaps and opportunities to differentiate the destination. – Review of demographics, population shifts and trends to place market niches and opportunities in context (ex: sports, arts, outdoor recreation, cultural diversity, communities, local enterprises, connecting visitors to stewardship and restoration opportunities, etc.)

$2,150

$1,600

$6,600

$7,400

$10,000

DELIVERABLES – Destination Benchmarking Report

$11,300 $41,200

6. DESTINATION BRANDING, MARKETING AND MESSAGING ASSESSMENT KEY ACTIVITIES – The destination branding, marketing and messaging review will include a comprehensive assessment of how the brand is brought to life through communications, advertising, and engagement strategies including: – History and Background - The organization’s roots and the regional partners who contribute to promoting the riches of the area. – Brand Story - The driving force of what makes the brand unique, stand out, and the framework for how it sounds and is positioned in the market. – Marketing Vision - The direction of the marketing programs with the vision of the organization and the strategies and tactics to unify the plan. – Sustainability and DEI – The risks and opportunities of the San Diego brand and marketing strategies related to destination stewardship principles including improving climate resiliency and equity, diversity, inclusion, and accessibility. – Industry Context - The bigger picture of travel, technology, and the factors that make people think – or think twice – about taking a trip to San Diego. – Marketing Performance and Insights - The numbers for San Diego and its performance in the ever-changing landscape of marketing. – Target Audience - Descriptions and details of the traveler segments and personas who are most apt to love the area as much as the locals do as well as support community priorities and destination stewardship goals. – Reaching Each Audience – Details on how, where, why, and what the target markets care about when it comes to San Diego.

120

Incl

$41,200

Incl

STAGE TOTAL

Incl

PRINCIPAL – $200

Incl

SPECIALIST – $175

Incl

PRINCIPAL – $250

Incl

SPECIALIST – $175

Incl

PRINCIPAL – $250

Incl

ANALYST – $175

Incl

ACTIVITY TOTAL

SANELSON

ASST – $100

TDM

MANAGER – $225

GDSM

MKT STRAT – $275

Virtual/Online

PRINCIPAL 2 – $300

Onsite

PRINCIPAL 1 – $300

CSL INTL.

6. DESTINATION BRANDING, MARKETING AND MESSAGING ASSESSMENT (CONTINUED) – Marketing Channel Strategies - Diving into each channel on what’s been working and plans to reach new eyeballs. – Campaign Thought Starters and Co-Marketing Concepts - Themes used to reach the targets in ways that matter to them and how partnerships can amplify brand affinity. – Resident Engagement - Efforts by San Diego Tourism Authority to engage residents in local activities / events and become champions for the region. – Marketing Materials, Plans, and Rollout - The key assets used to tell others all about San Diego, when to deploy them, and how to grow optimally year over year based on metrics and successes. DELIVERABLES – Destination Branding, Marketing and Messaging Assessment

$12,200

7. DESTINATION ASSESSMENT - DIVERSITY, EQUITY & INCLUSION KEY ACTIVITIES – Coordinate with other TMP Tasks

Incl

DELIVERABLES – DEI Report

$12,200 $16,600

8. DESTINATION ASSESSMENT - SUSTAINABILITY KEY ACTIVITIES – Conduct Sustainability Risk & Opportunity analysis assessing the above across economic, environmental, social, cultural impact areas to identify key challenges, performance to date, gaps, and opportunities for potential future action to improve sustainability including climate change resilience and equity. – Starting at 5 days of onsite engagement, liaison with stakeholders – Guided overview of the destination’s major areas of best practices, current sustainability achievements and risks – Guided overview of select documented plans and policies coverage of GSTC Destination Criteria – Preliminary results presentation by GSTC expert – Concise Report outlining recommendations for overall sustainability improvement – Summaries of the Report, which can be easily communicated to stakeholders, decision makers, community members, and target markets – Marketing benefits, including media pieces distributed to GSTC global network

$9,000

Incl

Incl Incl

Incl

DELIVERABLES – Sustainability Report

$7,600 $20,700

9. SITUATIONAL ANALYSIS KEY ACTIVITIES – Prepare situational analysis report and presentation deck

Incl

$20,700

DELIVERABLES – Situational Analysis Report and Visioning Workshop Presentation Deck

Incl $61,600

24 24 Incl 4

24 4 Incl 4

20 4 Incl 4

24 24 Incl 4

Incl

20 4 Incl 4

Incl

$37,900 $17,100 $6,600

DELIVERABLES – TMP Draft Recommendations for PBC Project Team and Steering Committee review and feedback

Incl

STAGE TOTAL

ACTIVITY TOTAL

ASST – $100

PRINCIPAL – $200

SANELSON

SPECIALIST – $175

PRINCIPAL – $250

TDM

SPECIALIST – $175

ANALYST – $175

PRINCIPAL – $250

GDSM

MANAGER – $225

MKT STRAT – $275

Virtual/Online

PRINCIPAL 2 – $300

Onsite

PRINCIPAL 1 – $300

CSL INTL.

$96,350

11. TOURISM MASTER PLAN KEY ACTIVITIES – Draft Tourism Master Plan – Articulate a 10-Year Vision for the City of San Diego tourism. – Present and prioritize a series of Tourism Master Plan Goals and Initiatives. – Identify key organizations and individuals that should be involved in the implementation process for each initiative, and their roles and responsibilities – Define the timeline for implementing each initiative, including near-term initiatives that can be pursued immediately, mid-term initiatives to target over a two-to-five-year period, and longer-term initiatives that may take several years of planning and development. – Define key performance metrics and measurement benchmarks for each initiative. – Create oversight committee to assess, direct, manage, and monitor TMP implementation – Present to PBC team and Steering Committee – Collect and input feedback – Finalize Tourism Master Plan – Provide graphic design of TMP according to PBC brand guidelines – Launch and present TMP to Industry Stakeholders, Government Leaders, and Community Groups – Work with PBC to socialize TMP – Conduct capacity-building session(s) with champions / key stakeholder groups around behavior change solutions to support future implementation.

Incl

Incl 16

Incl 4

Incl 2

Incl 16

Incl 4

$43,800

$13,300

Incl 4

Incl 2

$11,950

$10,500

Incl

$16,800

DELIVERABLES – Tourism Master Plan (Full Report and Executive Summary)

Incl

$35,000

PROJECT MANAGEMENT – PBC Project Meetings (Bi-Weekly) – TMP Steering Committee Meetings (Monthly)

20 12

$18,400

$16,600 $491,550

TOTAL PROFESSIONAL FEES – Total Hours – Total Fees – Total Firm Fees

380 162 $114,000 $48,600 $370,550 75.4%

178 $48,950

436 $98,100

348 $60,900

8 $2,000 $44,700

244 $42,700 9.1%

20 $5,000 $40,700

204 $35,700 8.3%

148 $29,600 $35,600

60 $6,000 7.2% $58,986

OTHER EXPENSES – Estimated Travel @12% TOTAL BUDGET

$58,986 $550,536

Professional fees for the Tourism Master Plan project are set at $491,550 plus out-of-pocket expenses for travel, printing, etc. estimated at $58,986. The total project budget is set at $550,536. All fees and expenses will be billed and are payable monthly. Should additional work or travel be requested beyond the scope of services detailed herein, professional fees will be billed on an hourly rate basis and additional out-of-pocket expenses will be billed at cost. We would be happy to discuss with Palm Beach County potential adjustments to the scope of services to best meet any requirements that you may have for this study. Please note that Task 12 – Implementation Advisory Services IS NOT included in the Proposed Budget but would be proposed at a later date once Palm Beach County determines what specific activities and services would be helpful to assist in the implementation of the Tourism Master Plan. We look forward to discussing our proposal with the Palm Beach County project team and thank you for your consideration.

APPENDIX A PRICE PROPOSAL PAGES RFP NO. 23-104/LAC Page 1 of 2

The following pricing is submitted as the all inclusive pricing to provide the Tourism Development Council with a Tourism Master Plan in accordance with the Requirements/Scope of Work/Services set forth in this RFP document. TOTAL PROPOSED PRICE: $ 550,536 The Proposer certifies by signature below the following: a. This pricing is current, accurate complete, and is presented as the Total Pricing, including “out-of-pocket” expenses (if any), for the performance of this Contract in accordance with the Requirements/Scope of Work/Services of this RFP. b. This Proposal is current, accurate, complete, and is presented to the County for the performance of this Contract in accordance with all the requirements as stated in this RFP. c. The Proposal is submitted without prior understanding, agreement, or connection with any corporation, firm, or person submitting a Proposal for the same materials, services, and supplies and is, in all respects, fair and without collusion or fraud. d. The financial stability to fully perform the terms and conditions as specified herein. The County reserves the right to request financial information from the proposer at any time during the solicitation process and in any form deemed necessary by the County.

APPENDIX A PRICE PROPOSAL PAGES RFP NO. 23-104/LAC Page 2 of 2 e. The information in Section 3.5 Commercial Non-Discrimination Certification is true and correct to the best of the Proposer’s knowledge. f. There are no legal proceedings required to be disclosed, as required by Section 3.5 Commercial Non-Discrimination, except as disclosed in Proposer’s proposal, if any. Note: Failure to certify and submit the required information, if applicable, shall deem your proposal non-responsive. IMPORTANT: FAILURE TO SUBMIT THESE PAGES, INCLUDING ALL REQUIRED INFORMATION AND SIGNATURES, WILL BE CAUSE FOR "IMMEDIATE REJECTION” OF THE ENTIRE PROPOSAL RESPONSE. NAME (PRINT): TITLE:

Richard Cutting-Miller

Vice President, Tourism Strategy

COMPANY:

CSL International

ADDRESS:

61 Broadway, Suite 2400

CITY/STATE/ZIP: TELEPHONE NO.

New York, NY 10006 646-338-0300

SIGNATURE:

3.8 BUSINESS INFORMATION

APPENDIX B BUSINESS INFORMATION RFP NO. 23-104/LAC Full Legal Name of Entity: Conventions Sports & Leisure International LLC Entity Address:

(Exactly as it is to appear on the Contract/Agreement)

61 Broadway, Suite 2400, New York, NY 10006

Telephone Number: ( 646-338-0300 )

Fax Number: (

)

Form of Entity: [ ] Corporation [X ] Limited Liability Company [ ] Partnership, General [ ] Partnership, Limited [ ] Joint Venture [ ] Sole Proprietorship Federal I.D. Number:

45-3340743

(1) If Proposer is a subsidiary, state name of parent company. Legends Caution: All information provided herein must be as to Proposer (subsidiary) and not as to parent company. (2) Is Entity registered to do business in the State of Florida? Yes [ X ] If yes to the above, as of what date?

No [ ]

11/5/2013

If not presently registered with the Division of Corporations to do business in the State of Florida as either a Florida or foreign corporation, Proposer acknowledges, by signing below, that if it is the Awardee it will register with the State of Florida prior to the effective date of the contract with Palm Beach County. SIGNATURE: _______________________ Richard Cutting-Miller NAME (PRINT): ____________________ Vice President, Tourism Strategy TITLE: ____________________________ CSL International COMPANY: ________________________

APPENDIX C

OEBO SCHEDULE 1 RFP NO. 23-104-LAC SOLICITATION/PROJECT/BID NO.: ______________________________________ Purchasing Department COUNTY DEPARTMENT: ______________________________________________

Tourism Master Plan Consultant SOLICITATION/PROJECT/BID NAME: _________________________________________ SOLICITATION OPENING/SUBMITTAL DATE: ___________________________________ September 5, 2023 Section A

PLEASE LIST THE DOLLAR AMOUNT OR PERCENTAGE OF WORK TO BE COMPLETED BY THE PRIME CONTRACTOR/CONSULTANT* ON THE PROJECT:

61 Broadway, Suite 2400, New York, NY 10006 CSL International NAME OF PRIME RESPONDENT/BIDDER: _______________________________________________ ADDRESS: ___________________________________________________ Richard Cutting-Miller 646-338-0300 CONTACT PERSON: _______________________________________________________ PHONE NO.: ________________________ E-MAIL:_________________________________ RCuttingMiller@cslintl.com 75.4% PRIME’S DOLLAR AMOUNT OR PERCENTAGE OF WORK: __________________________________

*SMWBE Prime’s must include their percentage or dollar amount in the Total Participation line under section B.

Section B

Global Sustainable Tourism Council® (GSTC®)

MBE

Tourism Diversity Matters

(Check all Applicable Categories) Non-SBE

MBE

WBE

SBE

Minority Business

Women Business

Small Business

S.A.Nelson and Associates

4. 5. (Please use additional sheets if necessary) Total

I hereby certify that the above information is accurate to the best of my knowledge:

DOLLAR AMOUNT OR PERCENTAGE OF WORK Hispanic

Women

Caucasian

Asian

Other

_________

7.2% _________

_________

7.2% _________

_________

7.2% ___________

___________

7.2% ____________

___________

__________

___________

Total Certified S/M/WBE Participation $

35,600 (Prof Fees Only) _____________

Richard Cutting-Miller Name & Authorized Signature

1. 2.

SBE

Black

491,550 (Professional Fees Only) Total Bid/Offer Price $______________________________________

Note:

WBE

PLEASE LIST THE DOLLAR AMOUNT OR PERCENTAGE OF WORK TO BE COMPLETED BY ALL SUBCONTRACTORS/SUBCONSULTANTS ON THE PROJECT BELOW:

Subcontractor/Sub consultant Name

Non-SBE

______________________________

Vice President, Tourism Strategy

Title

The amount listed on this form for a Subcontractor/sub consultant must be supported by price or percentage listed on the properly executed Schedule 2 or attached signed proposal. Only those firms certified by Palm Beach County at the time of solicitation due date are eligible to meet the established OEBO Affirmative Procurement Initiative (API). Please check the applicable box and list the dollar amount or percentage under the appropriate demographic category. Modification of this form is not permitted and will be rejected upon submittal.

REVISED 09/22/2022

OEBO LETTER OF INTENT – SCHEDULE 2 A completed Schedule 2 is a binding document between the Prime Contractor/consultant and a Subcontractor/subconsultant (for any tier) and should be treated as such. The Schedule 2 shall contain bolded language indicating that by signing the Schedule 2, both parties recognize this Schedule as a binding document. All Subcontractors/subconsultants, including any tiered Subcontractors/subconsultants, must properly execute this document. Each properly executed Schedule 2 must be submitted with the bid/proposal.

RFP NO. 23-104-LAC SOLICITATION/PROJECT NUMBER: ________________________________________________________________________________ Tourism Master Plan Consultant SOLICITATION/PROJECT NAME: __________________________________________________________________________________ Global Sustainable Tourism Council® (GSTC®) CSL International Prime Contractor: ___________________________________________Subcontractor:______________________________________ (Check box(s) that apply) � SBE � WBE � MBE � M/WBE �XNon-S/M/WBE Date of Palm Beach County Certification (if applicable):_______________. The undersigned affirms they are the following (select one from each column if applicable): Column 1 Column 2

Column 3

� Male � Female

� Supplier

� African-American/Black � Asian American � Hispanic American � Native American

� Caucasian American

S/M/WBE PARTICIPATION – S/M/WBE Primes must document all work to be performed by their own work force on this form. Failure to submit a properly executed Schedule 2 for any S/M/WBE participation may result in that participation not being counted. Specify in detail, the scope of work to be performed or items supplied with the dollar amount and/or percentage for each work item. S/M/WBE credit will only be given for the areas in which the S/M/WBE is certified. A detailed proposal may be attached to a properly executed Schedule 2. Line Item

Item Description

TRXrism Sustainability Assessment

Unit Price

44,700

Quantity/ Units

Contingencies/ Allowances

Total Price/Percentage

44,700 / 9.1%

The undersigned Subcontractor/subconsultant is prepared to self-perform the above-described work in conjunction with the aforementioned project at the following total price or percentage: If the undersigned intends to subcontract any portion of this work to another Subcontractor/subconsultant, please list the business name and the amount below accompanied by a separate properly executed Schedule 2. Price or Percentage:

Name of 2nd/3rd tier Subcontractor/subconsultant

CSL International ________________________________________________ Print Name of Prime

Global Sustainable Tourism Council ___________________________________________________ Print Name of Subcontractor/subconsultant

By: _____________________________________________ Authorized Signature

Richard Cutting-Miller ________________________________________________ Print Name

By: ________________________________________________ Authorized Signature Randy Durband ___________________________________________________ Print Name

Vice President, Tourism Strategy ________________________________________________ Title

CEO ___________________________________________________ Title

9/5/2023 Date: ___________________________________________

21 August 2023 Date: ______________________________________________

Revised 09/17/2019

RFP NO. 23-104-LAC SOLICITATION/PROJECT NUMBER: ________________________________________________________________________________ Tourism Master Plan Consultant SOLICITATION/PROJECT NAME: __________________________________________________________________________________ Tourism Diversity Matters CSL International Prime Contractor: ___________________________________________Subcontractor:______________________________________ (Check box(s) that apply)  SBE  WBE  MBE  M/WBE X  Non-S/M/WBE Date of Palm Beach County Certification (if applicable):_______________. The undersigned affirms they are the following (select one from each column if applicable): Column 1 Column 2

Column 3

 Male  Female

 Supplier

 African-American/Black  Asian American  Hispanic American  Native American

 Caucasian American

Item Description

Tourism DEI Assessment

Unit Price

40,700

Quantity/ Units

Contingencies/ Allowances

Total Price/Percentage

40,700 / 9.1%

Name of 2nd/3rd tier Subcontractor/subconsultant

40,700/9.1%

CSL International ________________________________________________ Print Name of Prime

Tourism Diversity Matters ___________________________________________________ Print Name of Subcontractor/subconsultant

By: _____________________________________________ Authorized Signature

By: ________________________________________________ Authorized Signature Greg DeShields

Richard Cutting-Miller ________________________________________________ Print Name

___________________________________________________ Print Name

Vice President, Tourism Strategy ________________________________________________ Title

___________________________________________________ Title

9/5/2023 Date: ___________________________________________

Date: ______________________________________________

Executive Director, Tourism Diversity Matters

8/22/2023

Revised 09/17/2019

THANK YOU FRISCO OFFICE

MINNEAPOLIS OFFICE

NEW YORK OFFICE

One Cowboys Way

520 Nicollet Mall

61 Broadway

Suite 325

Suite 520

Suite 2400

Frisco, TX 75034

Minneapolis, MN 55402

New York, NY. 10006

cslintl.com | 602.294.2000

EXHIBIT C AFFIRMATIVE PROCUREMENT INITIATIVES (“API”s) FOR PROFESSIONAL SERVICES CONTRACTS Contract No. 23-104/LAC The API(s) approved for this project is listed below.

SBE Evaluation Preference for SBE Prime Respondents (Contracts less than $500,000) (Ordinance 2-80.27 (3)(d) Option 1) Up to 15 Points (up to 15% of the total evaluation points) are available to SBE prime respondents An SBE Evaluation Preference of up to 15 percent (15%) of the total number of available evaluation points for scoring of proposals shall be reserved for SBE prime respondents or bidders on County Professional Services Contracts valued at less than $500,000.

124

The Palm Beach County Sports Commission in partnership with the Mircale League of Palm Beach County hosted the 5th Miracle League All-Star Weekend, from November 3-5, 2023. This inclusive and inspiring event happened at the Miracle League Field, located in the picturesque Gardens Park and Roger Dean Chevrolet Stadium, home to the St. Louis Cardinals and Miami Marlins, during the Major League Baseball Spring Training season. The climatic awards gala occurred at Wellington International, which is annually home to the Winter Equestrian Festival. The Miracle League stands as one of the most inspirational youth sports organizations in America, breaking down barriers that have historically kept children with mental and physical disabilities from experiencing the joy of America’s favorite pastime. Unlike conventional leagues that employ natural grass fields, the Miracle League teams play on a custom-designed, rubberized turf field that accommodates wheelchairs and other assistive devices while prioritizing injury prevention. The Miracle League All-Star Weekend brought together 125 Miracle League players, representing the nationwide network of more than 300 Miracle Leagues from across the United States. What sets this event apart is the presence of able-bodied "Buddies," drawn from local baseball and softball teams, who accompany each All-Star player. These Buddies provide invaluable support, helping their All-Star teammates bat, run the bases, and field their positions. The eight (8) All-Star teams will play five (5) games with one game being a competitive match, adding an extra layer of excitement to the weekend.

6E. - 2.

Roger Dean Chevrolet Stadium opened the Miracle League All-Star Weekend on Friday, November 3rd with an opening celebration and a competitive game on its big-league field. The Mircale League All-Star Games took place on Saturday, November 4th at the Mircale League Field within Gardens Park. The 125 players, comprised of mostly youth, filled the rosters of eight teams named the Marlins, Cardinals, Phillies, Braves, Reds, Rangers, Yankees, and Rays. After the games, the Mircale League players participated in a “Home Run Derby”. An awards celebration for the players and family members took place at Wellington International on Saturday night. The attendees were also treated to an equestrian show jumping exhibition at Wellington International. The Miracle Week All-Star Weekend concluded with a closing breakfast at the Palm Beach Gardens Marriott on Sunday, November 5th. The Miracle League All Star Weekend represents one of the Palm Beach County Sports Commission's greatest efforts to advance accessibility in The Palm Beaches. This event is undoubtably one of the most memorable events organized and hosted by the Palm Beach County Sports Commission. Planning this event allowed children to overcome severe disabilities and challenges to play the game of baseball. The impact of the Miracle League All-Star Weekend extends beyond the playing field. The influx of family members and friends, traveling to witness their loved ones play baseball during the Miracle League All-Star Weekend, is substantial. Therefore, the economic and tourism impacts created due to this event are extensive. The Miracle League All-Star Weekend attracted 1,002 attendees, which included 125 players, 210 coaches & volunteers, and 667 spectators (family members). A total of 1,347 hotel room nights were realized and $1.4 million in total business sales ensued. These economic benefits are significant; however, they are eclipsed by the broader impact of the Miracle League All-Star Weekend on disabled youth, their families, and the inclusiveness and accessibility it fosters within the host destination.