TDC Board Book May 2025

Palm Beach County

Tourist Development Council Board Book

May 8, 2025

Table of Contents

1. TDC Board Meeting Attendance 05.08.2025

2. TDC Board Meeting Agenda 05.08.2025

3. TDC Board Meeting Minutes 04.10.2025

4. CONSENT ITEMS

4.A. DTPB Activity Report

4.B. Cultural Council Activity Report

4.C. Sports Commission Activity Report

4.D. Film & TV Monthly Newsletter

4.E. Film & TV Production Report

4.F. Convention Center Income Statement & Financial Operations Analysis Compared to Budget & Prior Year

4.G. Convention Center Marketing Update

4.H. Convention Center Pace Revenue Report

4.I. ERM Project Status Report

4.J. PBI Traffic Report

4.K. Contract Tracking Report

6. NEW BUSINESS

6.A. TDC FY24 Agencies Audits Report

6.B. Tourism Master Plan Big Ideas

6.F. - 1. DTPB Update

(Seat)

(1)Mayor Maria G. Marino, Chair

(4) Jim Bronstien, Vice Chair(9/30/26)

(4) Mabel Melton Appt (9/30/26), Dist. 3

(2)Joseph Fisher Appt(9/30/25)Dist. 1

(2) Elena Peroulakies (9/30/25)Dist. 1

(3) Jim Mostad (9/30/20) Appt (9/30/28), Dis.2

(5)Daniel Hostettler(0930/23) Appt (09/30/27). Dis 4.

(6)Deputy Vice-Mayor Rob Long (9/30/24) Appt (03/08/22) Dis.5

(7)Don Dufresne ReAp(9/30/27) Dis6

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

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

STAFF

Isami Ayala Collazo, Assistant County Administrator

Liz Herman, Assistant County Attorney

Dave Lawrence, Culture

George Linley, Sports

Michelle Hillery, Film & TV

Milton Segarra, Discover

Deborah Drum, ERM

Dave Anderson, PBCCC

Kathy Griffin, PBCCC

Emanuel Perry, TDC

Joan Hutchinson, TDC

Vannette Youyoute, TDC

Does not count towards

TOURIST DEVELOPMENT COUNCIL

Thursday, May 8, 2025 – 9:00 A.M.

2195 Southern Boulevard

West Palm Beach, Florida 33406 AGENDA

TO APPROVE AGENDA ADDITIONS AND DELETIONS*

MOTION TO RECEIVE AND FILE CONSENT ITEMS FOR MAY 2025*

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 INCOME STATEMENT & FINANCIAL OPERATIONS ANALYSIS COMPARED TO BUDGET & PRIOR YEAR*

G. CONVENTION CENTER MARKETING UPDATE*

H. CONVENTION CENTER “PACE” REVENUE REPORT*

OTHER TDC-SUPPORTED AGENCY/DEPARTMENT REPORTS

I. ERM PROJECT STATUS REPORT*

J. PBI TRAFFIC REPORT*

K. CONTRACT TRACKING REPORT*

5. OLD BUSINESS – DISCUSSION ITEMS

A. JIM BRONSTIEN PRESENTATION* - Emanuel Perry

B. TDC TOURISM PERFORMANCE METRICS

1. TDC DASHBOARD CURRENT MONTH & FY2025* - Emanuel Perry

a. Bed Tax Collections*

C. PBI UPDATE – Nichole Hughes

6. NEW BUSINESS – DISCUSSION ITEMS

A. MOTION TO APPROVE FY24 AGENCIES AUDIT REPORTS*- Dave Zamora/Emanuel Perry

B. TOURISM MASTER PLAN BIG IDEAS* – Emanuel Perry

C. CONVENTION CENTER

1. OVG Venue Management

a. Update - Dave Anderson

2. OVG Hospitality

b. Update - Kathy Griffin

c. Chef Giovanni Arias Introduction – Kathy Griffin

D. ERM

3. Update – Deb Drum

E. CULTURAL COUNCIL

1. Update - Dave Lawrence

F. DISCOVER THE PALM BEACHES

1. Update* – Milton Segarra

G. SPORTS COMMISSION

1. Update – George Linley

H. FILM & TV

1. Update – Michelle Hillery

The next Meeting will be on June 12, 2025. *Attachment included.

TOURIST DEVELOPMENT COUNCIL

Thursday, April 10, 2025 – 9:00 A.M.

MINUTES

1. ROLL CALL*

Present Absent

Mayor Maria G. Marino, Chair Davicka Thompson

Mabel Melton

Elena Peroulakies

Jim Mostad

Daniel Hostettler

Deputy Vice-Mayor Rob Long

Don Dufresne

Commissioner Christina Lambert

Staff

Isami Ayala Collazo, Assistant County Administrator

Liz Herman, Assistant County Attorney

Emanuel Perry, Tourist Development Council

Vannette Youyoute, Tourist Development Council

Joan Hutchinson, Tourist Development Council

Colton Hearn, Tourist Development Council

Patricia Ramirez, Tourist Development Council

Dave Lawrence, Cultural Council

Jennifer Sullivan, Cultural Council

George Linley, Sports Commission

David Fontanarosa, Sports Commission

Michelle Hillery, Film & TV Commission

Alberto Jordat, Film & TV Commission

Milton Segarra, Discover The Palm Beaches

Evan Lomrantz, Discover The Palm Beaches

Gustav Weibull, Discover The Palm Beaches

Erika Constantine, Discover The Palm Beaches

Heather Andrews, Discover The Palm Beaches

Robin Prakash, Discover The Palm Beaches

Deb Drum, ERM

Matt Mitchell, ERM

Mike Brodnicki, Palm Beach County Convention Center

Kathy Griffin, Convention Center/Spectra Hospitality

Lacey Sprague, Palm Beach County Convention Center

Nicole Hughes, PBI Airports

Paul Connell, Parks & Recreation

Devin Vaides, ISS

Other

Ed Chase, PBC Intergovernmental Affairs & Community Engagement

Jodi Cross, FRLA

Josh Brown, Sinclair Travel

2. MOTION TO APPROVE AGENDA ADDITIONS AND DELETIONS*

Motion to approve the agenda was made by Don Dufresne and seconded by Jim Mostad. Motion carried 7-0 with Commissioner Christina Lambert and Davicka Thompson absent.

3. MOTION TO APPROVE FEBRUARY 13TH TDC MEETING MINUTES*

Motion to approve the February 13th TDC Meeting Minutes was made by Jim Mostad and seconded by Don Dufresne. Motion carried 7-0 with Commissioner Christina Lambert and Davicka Thompson absent.

4. MOTION TO RECEIVE AND FILE CONSENT ITEMS FOR MARCH 2025 emailed to the Board and APRIL 2025 included under this Agenda*

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 INCOME STATEMENT & FINANCIAL OPERATIONS ANALYSIS COMPARED TO BUDGET & PRIOR YEAR*

G. CONVENTION CENTER MARKETING UPDATE*

H. CONVENTION CENTER “PACE” REVENUE REPORT*

OTHER TDC-SUPPORTED AGENCY/DEPARTMENT REPORTS

I. ERM PROJECT STATUS REPORT*

J. PBI TRAFFIC REPORT*

K. CONTRACT TRACKING REPORT*

L. AGENCIES Q1 FY2025 REPORTS*

Motion to receive and file Consent Items for March and April 2025 was made by Don Dufresne and seconded by Deputy Vice-Mayor Rob Long. Motion carried 7-0 with Commissioner Christina Lambert Davicka Thompson.

5. OLD BUSINESS – DISCUSSION ITEMS

A. TDC TOURISM PERFORMANCE METRICS

1. TDC DASHBOARD CURRENT MONTH & FY2025* - Emanuel Perry

a. Bed Tax Collections*

Perry

Bed Tax Collection – February 2025 collected in March was $12.7M compared to the same month last year at $11.6M, a 9% increase. Actual February was 7% above the Budget and 26% above the prior month at $10M. Actual February was 13% higher than February 2023. Revenues from Hotels skyrocketed this month, boosting the tourism industry.

FYTD 2025 Collections, at $49M, were 11% higher than the last fiscal year to date, at $44M. FYTD collections are 10% above theApproved Budget and 11% higher than 2023 collections.

The Rooms sold for February were 467,855, 7% higher than last year. Rooms available for February at 545,560 are (2%) lower than last year. Hotel RoomsActive today in the county at 19,520

Occupancy for February 2025 was 85.6%, 5% higher than last year. Occupancy for February 2024 was 81.3%. February 2023 was 83.4%. The average daily rate for February was $384.45, 2% higher than last year and 6% above 2023. The Revenue/Available Room for February 2025 was $329.05 higher than the prior February by 12%.

In February, Hotel Room Net Sales FY25 year over year increased 13% at $173M compared to $153M. Non-hotel room sales FY25 year over year in February increased 9% at $39M compared to $35M. Hotel room net sales FYTD 2025 increased 10% from $656M to $596M. Non-hotel Room Sales FYTD 2025 increased 7% at $154M compared to $144M. FYTD 2025 Taxable Revenues Fiscal Year over FY2024 increased 10% at $811M compared to $740M. FYTD 2025 Taxable Revenues Fiscal Year over FY2023 increased 10% at $811M compared to $735M.

Airport passengers for February 2025 were 807,230 (3%) lower than in February 2024, and the Total Estimated Seat Capacity is (0.1%) lower than last February 2024, with 1,014,286 seats. PBI Passenger 12-month rolling is an 8% increase at 8,481,485 over last year.

Leisure & Hospitality Employment for February, 96,600, decreased (3%) over the same month last year. Accommodation employment was 3% higher compared to last year at 12,800 employees. F&B was (2%) lower than last year at 61,100 employees. Arts & Entertainment employment is (9%) lower than last year at 22,700 employees.

B. BCC PROCLAMATIONS ON MAY 6TH – Emanuel Perry

1. National Travel & Tourism Week

2. Art & Culture Month

Perry

Join us on May 6th for a special event at the BCC! The mayor will present a proclamation for National Travel and Tourism Week, and we encourage everyone to wear

red to show support for our County's travel and tourism. We’ll also receive theArt and Culture Month Proclamation from Commissioner Woodward to celebrate our cultural organizations. Come out and help us capture these moments!

C. LEGISLATIVE UPDATE – Ed Chase

Chase

I'm the director of PBC Legislative IntergovernmentalAffairs, and I will provide you with a five-minute legislative update. We will discuss the budget, tax issues, and policy matters, focusing on how the first two impact the last. The House and Senate recently released their budgets, showing some significant differences. The Senate's budget is set at $117B, while the House's budget is just under $113B, creating a $4.4 B difference between the two proposed budgets. Typically, the discrepancies are only $500M, and although I have seen differences of up to $1.1B before, a $4.4B gap at this stage is unprecedented and indicates a potential problem moving forward.

As we are now in the sixth week of the legislative session, we have only three and a half weeks remaining. This limited timeframe makes it challenging to bridge a $4.4B gap. We need to send a consolidated budget to the conference committees, allowing them sufficient time to resolve the differences before putting the final proposal on members' desks byApril 29th for a timely signature. If we do not achieve this, we risk facing delays in the first week of May. Part of this gap can be attributed to proposed tax changes that differ between the House and Senate. The governor suggested a $1,000 reduction in the property tax rebate for December, but neither the House nor the Senate supported this proposal, so it is currently off the table.

Additionally, the governor has proposed an overall reduction in property taxes statewide. Two bills are being sponsored that approach this issue in different ways. One bill aims to implement a flat $100,000 tax exemption on homesteaded properties, simplifying the current system where the first $25,000 is exempt, followed by taxable amounts until reaching a total of $75,000. This proposed change would allow for an exemption on the first $100,000 of assessed value. The second bill proposes an exemption of $75,000 on assessed value. These are the initial debates in the ongoing property tax exemption discussions, which are expected to unfold over the next one to three years. I believe the ultimate goal regarding these property tax changes is to set the stage for 2027 when the Budget and Tax Reform Commission is scheduled to convene, a process that occurs every 20 years.

Members of this commission are appointed by the governor, the Senate president, and the House leaders. They will meet over nearly a year, gather public input, and then vote on issues to be placed directly on the 2028 ballot. I see this as a long-term roadmap aimed at establishing a comfortable and sustainable approach to tax reform. These issues will be placed on the ballot in 2028. The two bills I discussed this year have not yet been heard in either the House or the Senate. Therefore, this is not an issue for this year; it is an issue for next year and 2027 going forward. We did very well with individual appropriations for Palm Beach County.All of our Palm Beach County Board of County Commissioners'

appropriations are currently in play in either the House or the Senate, along with dozens of municipal appropriations.

Even though both budgets have been reduced, particularly the House budget compared to last year, all of our appropriations are still very much in play. However, we now face a $4.4B budget gap, which complicates matters. The House has passed a few bills, and the Senate has passed a few bills, but neither has passed legislation that matches the other. This situation is not ideal as we enter week six of the legislative session. The budget argument will overshadow every policy vote that both the House and Senate make, impacting their discussions on various policy issues as well. I tend to be optimistic, but the current situation appears to be a significant challenge, considering they’ve given themselves such a short time to resolve multiple issues.

Is it possible to fix this?Absolutely. We can always hope for the best. However, if I were a betting person, I wouldn't wager on finishing on time. Judging by the governor's statements, he is prepared to fight and might even veto the entire budget, forcing them to reconvene over the summer to address it. There is a lot to watch over the next couple of weeks. Regarding the two policy bills we are monitoring for this organization; one is related to the tourist development tax (TDT). The first bill, often referred to as the “Orange County food fight,” would restrict TDT spending to a maximum of $50M on advertising. This issue has been a regular contention between the Orange County Board of County Commissioners and the Orange County Convention Center for years. The bill, filed by two members from Orange County, has not been heard yet and is currently off the table. We will keep an eye on it, as we do with any legislation that could either expand or limit the use of TDT taxes.

That leaves us with Senate Bill 1664 and House Bill 1221, which are our current concerns. This legislation mandates that the TDT tax in Palm Beach County must go to a referendum on the ballot every eight years, regardless of circumstances. While the bill has changed slightly, it now states that if there is a bond issue, such as our 2020 housing bond, it would be exempt from the voting referendum requirement. This change does not favor us in any way. In the Senate, during the last vote on this bill, Senator Barbara Sharif from Broward County raised an important point. She noted that their transportation tax, which requires long-term planning and bonding, would be significantly affected by this bill. While this issue was acknowledged, it still does not change the eight-year limit, which continues to be a concern for us.

The bill passed the House committee by a vote of 10 to 7. This outcome is noteworthy, as it included three members from Palm Beach County on that committee. Mike Caruso voted decisively against it, whileAnn Gerwig voted yes but expressed that she would not support it on the floor without further modifications to provide more flexibility for situations like ours.Another member, Peggy, was absent, but the seven no votes in the committee signal substantial concerns moving forward. This bill still has to go through another Senate stop, indicating that it faces significant questions. It is likely to become a key talking point for the Senate president and the speaker as they work to conclude this session. We need to continue advocating with our local representatives to explain the importance of this issue. policy-wise.

Mayor Marino

I know that Emanuel sent out an email with legislatives contact information. My suggestion is to please make sure you send those emails and clearly stating your position. They need to hear from us since we can't all go to Tallahassee. If you could send those letters and make the phone calls. The recent vote was 10 to 7, which indicates weakness in support. We need to push harder to ensure our voices are heard.

Dufresne

How much was the budget last year?

Chase

The total budget is $117B. The Senate's number was slightly lower than last year's, while the House was $6B less than that. Both the House and the Senate fully funded Visit Florida at $80M. For Cultural and Museum grants, the Senate allocated $40M, whereas the House allocated $13M. In terms of Beach Management, the Senate's budget was $52M, while the House's budget was $50M. We are grateful for these allocations.

D. PGA TOUR FEEDBACK – Emanuel Perry

Perry

I wanted to gather everyone's initial reactions regarding the PGATour or the Cognizant Classic, as we are about to start negotiations. I have received some feedback from members on how to proceed with these contract discussions. What are you looking for in this process? How do we navigate these waters?As George, Milton, and I began these conversations, I wanted to open the floor to the board for your feedback.

Mayor Marino

How many people attended? What were your thoughts on the tournament? We also need to hear about their expectations and overall experience from the tour. It is difficult for us to assess the situation without that insight. Having been involved with this tournament for over 20 years, I found it had a completely different feeling this time. There was no vibe at all. Looking back to when Honda first moved from Marisol to PGA, there was some energy, but it lacked engagement. It had to grow into a community partnership.

As a professional golfer and someone who has participated in this event for a long time, I can say it felt very different this year; again, there was no vibe at all. I never thought I would say this, but the PGATour needs to prove to us that there's a good reason for us to invest our dollars in this event.

Mostad

As a member of theAmbassador Club with Honda I’ve been involved for over 20 years. I want to reaffirm what you said: the footprint of the event was entirely different this time. That said, it still has the attention of the global golf industry focused on Palm Beach County.

I think we should approach this with caution moving forward, particularly regarding where we allocate our funds. It is important to remind everyone of our history: we should

look back at what was requested last year and what we ultimately agreed upon to provide us with a framework for the future. I hope to see growth in the event, but I believe attendance was down.Although I haven’t seen the official numbers, I could sense a decrease based on my observations.

Furthermore, the costs associated with attending the event were significantly higher for the general public compared to previous years. We might need to consider that aspect moving forward. Don, I saw you there, and it was a great setup for marketing purposes, especially for the agencies and clients who were in attendance. I think we ended up in a very good location on the 18th hole, so that was a positive aspect. I'm just hoping that the event grows, just as it did when it first moved from Marisol many years ago.

Mayor Marino

And the interesting thing that you just said was the customers. What was the value added for the folks that we brought to the event? What did they get out of it? What have they then invested in the county? To me, if we are going to invest, that investment has to have a return.

Dufresne

The event was supposed to be a big deal, but it felt very sterile. If you watched the broadcast, you would have noticed that there was more advertising for their next golf tournament andArnold Palmer than there was for Palm Beach County itself. They are essentially competing with us in terms of advertising.

We didn’t get everything we paid for; for instance, Bridge wasn’t present, and we had the Sports Commission logo displayed before on the Bridge. I think if we look back, we should forget what they asked for two years ago and instead consider the funding level for Honda the year before that.

There has been a significant increase required to kickstart this initiative, and while I do see some value in it, there is certainly a lack of community engagement, none whatsoever. Yes, I believe there is value here, but it doesn’t align with what we've been investing. On television, Palm Beach County always looks great, but when you focus on the crowd at the 18th hole on Sunday afternoon, you have to wonder how many people were actually there.

Mayor Marino

The build out was completely different this time. They removed all the bleachers because, often, when you see empty bleachers on camera, it gives the impression that no one is attending. Instead, they had everyone standing under the suites, which provides a different perspective from a PGATour event.

I have a question for Emanuel: Is there any information on what hits we got the week before at the Cognizant? Normally, during a tour event, they promote the next event.

Dufresne

Another change the elimination of isolated sponsorship groups. Previously, sponsors would be separated, with five sponsors in one section and five in another, resulting in no intermingling.Additionally, the women at the front gate were exceptionally unfriendly, which was surprising. I plan to discuss this with Ken and Steve, suggesting that they should not have their staff trained by the same individuals who trained those women.

Mayor Marino

They were different volunteer organizations.

Segarra

We were able to bring in 40 to 50 clients to generate future business from the tournament. While we do not have all the numbers from the PGA, our internal discussions suggest that we recommend maintaining the same level of sponsorship we had with the Honda Classic, which was approximately $250,000 when factoring in activations and support for the tournament. It's an important asset for the destination, but moving towards a title sponsorship of over $1 million might not be necessary. However, we are open to discussing how we can enhance our previous efforts and explore new investment opportunities. This initial proposal emphasizes that we still need the final numbers from the PGA.

Mayor Marino

If the tour approaches us with a long-term deal at $1.3M, that could be feasible. However, if they start negotiations based on last year’s figure of around $3M, that would be a nonstarter. We really need to wait for the numbers to come in. From your perspective, what was the return on investment? You mentioned bringing 40 to 50 people what have they contributed to our community?

Dufresne

The $1.25 million for the first year was granted because they desperately needed our sponsorship to remain in the county. That’s why we stepped up to support them; it was intended to be a one-year renewable deal. However, it suddenly appeared in our budget as if it had been automatically renewed. We cannot accept that approach.

We need to evaluate our sponsorship from a zero-sum perspective. While I might be willing to consider a slightly higher contribution than what was initially discussed, it won’t be by much. I definitely don’t believe we can sustain the level of support we provided last time. Moreover, the returns we are getting simply do not justify that level of investment.

Linley

About two years ago, there was concern regarding the longevity of the PGATour event afterAmerican Honda ended its 40-year title sponsorship. The PGATour then acquired the event, leading to uncertainties about its community ties and the relationship with PGA National. The decision to jump into a naming rights deal was significant, aiming to stabilize an event that seemed vulnerable.

Now, PGANational appears committed to hosting more events, but both the Tour and PGANational have out clauses that could allow them to part ways. The recent James Hardy Pro Football Invitational felt different, especially with the involvement of the Pro Football Hall of Fame, bringing a unique vibe.

Regarding ROI, significant value came from the four days of TV coverage. Palm Beach County received great promotion during the broadcasts. However, sustainability remains a key concern for future investments, especially with numerous upcoming commitments. While we managed for two years, the question of continuing for five to seven years, especially with the demand for growth, is uncertain.

Segarra

We need to approach this strategically regarding the budget. There's a significant line of $1M allocated between George and Discover, not including special funds. We have various options to consider for our key sports pillars and events as a destination. The main question for the board is whether to use that money or explore additional funding. We must carefully consider this investment, as it’s historically significant.

Mostad

We need to evaluate each opportunity individually. There are many options available, especially with LIV coming on board. We should review them collectively while ensuring we have reserves for future opportunities.

Mayor Marino

I think we should discuss our initial impressions of the event, especially since we'll have better numbers later for a more informed conversation.

Lambert

We noticed a shift in vibe over the past two years. This was the first time in 15 years I hadn’t attended, not due to ticket availability but because we have so many other options now. It used to be essential for networking in Palm Beach County, but I no longer see it as the premier event, especially as a non-golfer.

Linley

Todd Fleming, the new executive director, has indicated that there will be fewer community giveaway tickets and more pay tickets this year. While attendance might be lower compared to previous years, the goal is to enhance the experience for paying customers, which they believe will benefit the bottom line.

The focus is on maximizing revenue, which is understandable, but the concept of an "elevated experience" raises questions. For example, if someone pays a lot for a premium seat only to find themselves surrounded by empty seats, that might not meet their expectations. There’s a lot of discussion around this, but these points reflect the changes being communicated.

Marino

It was the first setup, like the yellow flamingo on 17, meant for a hundred people. When I walked in, there were just three people there, raising questions about the value. We need their numbers, but I don’t want to drag this on anymore. Emmanuel, you understand the board’s feelings; we need more feedback from the tour before moving forward.

Perry

Working with Todd to prepare a presentation for the board in May, giving everyone time to review it.

Dufresne

Commissioner Lambert didn’t attend due to the lack of community engagement, noting that no one was discussing the event, which made it feel unnecessary for her to be there.

E. BOCA RATON BOWL UPDATE – Emanuel Perry

Perry

We are approaching the last year of our contract for the Boca Raton Bowl and will begin contract negotiations for a future contract soon. I’ve reached out to Mr. Doug Mosley, the executive director, to provide an overview for the board. With the expansion of the college football National Championship, smaller bowl games are taking place. What impact will this have on Palm Beach County, and can we evolve and grow this event? I’ll coordinate with him and keep you updated.

F. TOURISM MASTER PLAN VISIONARY WORKSHOP – Emanuel Perry

Perry

We are scheduling a tourism master plan workshop on June 18th at the convention center. Invitations will be sent out. The meeting will focus on recommendations, including 60 to 70 hours of recommendations and 17 to 18 big ideas, while involving community leaders. Our goal is to finalize the plan for BCC approval.

Mayor Marino

We had a lot of folks do the surveys?

Perry

We've had 2,400 respondents to our survey, which is a strong sample size for our county of 1.6 million people.Agood sample size is 350, so our survey's accuracy is solid. We are in a great position to move forward.

G. PBI UPDATE – Nichole Hughes

Hughes

From December 2023 to December 2024, there was a 13.1% increase in operations. January 2025 saw a 6.8% increase over January 2024, while February had a 3.5%

increase from January. Our seat capacity rose by 4% in December and 1.6% in January but slightly declined by 0.1% in February.

Air carrier operations increased by 5.3% in January 2024 and 2.1% in February. General aviation showed a 7.2% increase in December 2023 but faced a significant decline of 28.6% this year.

Total operations increased by 6.5% in December 2024, and there was a 2% rise in January 2025 compared to the previous January. However, February 2025 saw an 18.5% drop due to temporary flight restrictions while President Trump is in town, limiting general aviation flights to specific airports. This reduction has been noticeable over the past eight or nine weeks.

Mayor Marino

And coming back this weekend too?

Hughes

Yes, there will be a period when flights to Miami resume, lifting flight restrictions that currently limit helicopter and flight training operations.After Mother's Day, he will be moving to New Jersey.

AmericanAirlines has extended its New York to LaGuardia route from May 4th to August 28th and will operate four times weekly during that period. Chicago O'Hare will be year-round, averaging a 97% load factor, while Dallas-Fort Worth is expected to increase to five flights in November. JetBlue’s LAX route is performing well with an 85% load factor, particularly in the premium mint section.

Islip, NY, is operating daily in November,April capacity increased by 23%, andAtlanta’s Delta service will have up to 12 daily flights. Frontier is adding a newAtlanta route and Allegiant is increasing itsAsheville service.

New Haven will have daily flights untilApril 24th, and Wilmington, Delaware resumes operations on November 8th. Southwest is introducing year-round flights from PBI to Orlando. Nashville has daily service year-round, and Breeze is launching new flights to Akron-Canton and Richmond.

Raleigh-Durham will increase to four weekly flights in June, and United's Denver service had a 97% load factor in December. Dulles flights extend to May 1st, and Houston Intercontinental is nearly year-round. Chicago O'Hare will operate daily until May 21st, resuming in September. Overall, Florida PBI connects to many global destinations through its hubs.

Commissioner Lambert

I appreciate the discussion about Southwest's new flight from here to Orlando. I'm curious about the reverse trend and whether Orlando residents are coming here more, especially given the success of Brightline.

Hughes

We haven't started promoting that yet, but it's interesting. We promote both flying in and out.Also, the KVJ show on WRMF is endorsing PBI as their favorite airport, which is great. We've noticed that routes to Buffalo are performing well on our website, and we'll continue promoting that through the summer.

Segarra

Have you received any notice, or do you have any idea aboutAir Canada and others?

Hughes

Canada has one of the highest second-home markets in Palm Beach County. While we didn't see the expected results in the first quarter, we haven't noticed a decrease in people flying in. However, we'll receive the load factor numbers in May or June.

6. NEW BUSINESS – DISCUSSION ITEMS

A. MOTION TO APPROVE FY25 FORECAST & FY26 BUDGETARY ITEMS*-

Emanuel Perry

Perry

We have a 33-page booklet outlining our revenue forecast of $90M for FY 2026, with optimized expenses to maintain market competitiveness. Our reserves across nine funds, particularly in our first and fourth cents, total $68M. Once the master plan is implemented, we aim to bring tangible developments to the county. The convention center is optimized to attract group business and host events. We also have a strong reserve in our special projects fund, with strategic investments tied to the tourism master plan and quick action on recommendations to ensure successful outcomes.

Motion to approve the FY25 Forecast & FY26 Budgetary Items was made by Jim Mostad and seconded by Don Dufresne. Motion carried 8-0 With Davicka Thompson absent.

B. MOTION TO APPOINT JIM MOSTAD AS VICE-CHAIR - Emanuel Perry

Perry

I met with Mr. Mostad regarding feedback on his potential appointment as vice chair of the Tour Development Council, with a term limit of two years. This allows for opportunities for other candidates, as it's not a lifetime position.

Mostad

Thank you for that, and I appreciate your willingness to help. If there’s an opportunity to discuss it further, I think we should take that chance. I believe in transparency, so appointments should not happen out of the blue. If there needs to be a private conversation, we should address it before proceeding.

Regarding Jim Bronstein, who has contributed significantly as the chair for many years, I understand he was appointed for a lifetime position. However, I think that approach isn’t

healthy for our discussions. It should be something we consider openly. While I would be open to reappointment for a year or two if that fits logistically, I believe we should have this conversation at some point. Thank you for the opportunity to share my thoughts.

Motion to appoint Jim Mostad as Vice-Chair was made by Don Dufresne and seconded by Daniel Hostettler. Motion carried 8-0 With Davicka Thompson absent.

C. MOTION TO APPOINT DON DUFRESNE A CHAIR OF TDC FINANCE COMMITTEE – Emanuel Perry

Perry

I would like to provide some background information on this matter. This year, Don has truly stepped up in the finance committee, demonstrating his ability to lead effective and efficient meetings. I believe he has the skills to guide us through any challenges that may arise, particularly given the changing circumstances. With that, I would like to request a motion from the board.

Motion to appoint Don Dufresne as Chair of the Tourist Development Council Finance Committee was made by Jim Mostad and seconded by Daniel Hostettler. Motion carried 8-0 With Davicka Thompson absent.

D. ERM

1. Update – Deb Drum

Drum

We’ve been conducting emergency dune restoration work on Singer Island and Coral Cove. due to hurricane impacts, moving over 40,000 tons of sand to restore more than a mile of dunes. Native vegetation will be planted in the coming weeks to stabilize these areas before hurricane season.

Last December, we collaborated with Discover for their accessibility Fam ecotourism tour. Currently, a journalist from adventure.com is working on an article about our autism-friendly, certified North Jupiter flat natural area, which we'll share once published. It's great to see connections made through that Fam tour leading to this coverage.

E. CULTURAL COUNCIL

1. Update - Dave Lawrence

Lawrence

The panel reviews for Category B and C grants are scheduled for May 13th (Category C) and May 15th (Category B), focusing on marketing and cultural tourism for Palm Beach County's cultural organizations. These sessions are open to the public.

Mosaic, celebrated from May 1st, features a record number of cultural organizations offering discounts and promotions for arts and culture activities throughout May.

Palm Beach County Open Studios will take place on May 17th and 18th, with over a hundred artists opening their studios to the public, allowing for interaction and exploration.Adownloadable map is available on the website.

The biennial exhibition opens on the same evening at 5:30 PM at headquarters in Lake Worth Beach, showcasing the best visual art from Palm Beach County, curated by an LA curator.All are invited to attend.

F. DISCOVER THE PALM BEACHES

1. Update – Milton Segarra

Segarra

We have a few updates to share. On May 9th, we will have our travel and rally day; you'll receive an invite for that. We're also involving the Flagler BusinessAdvisory Board, which represents various industries, to discuss our plans. We invited George to present on the importance of the sports market to our industry, and we aim to include the cultural council and other members in future discussions.

Gustav Weibull reviewed the PowerPoint Presentation.

Segarra

Canada sends about 20 million visitors to the US each year, with 3.27 million coming to Florida. From that, we receive around 370,000 visitors, slightly over 10% of Florida's total.

We had a sales mission in Canada planned for last year and met with meeting planners, travel agents, and airline representatives. They expressed concerns about economic implications and the emotional sentiment surrounding sovereignty issues. However, they still view Florida as a preferred destination, especially South Florida.

They indicated a need for additional marketing support as they assess the next season's outlook in October and November, particularly regarding local sentiment.Air Canada plans to continue flights to Palm Beach County, but specifics on frequency and aircraft remain uncertain.

Dufresne

Yes, a crucial figure to consider in that analysis is the number of Canadians who own homes in Palm Beach County. If they own real estate, they are invested in the area. I believe that this number will remain fairly consistent from year to year, and it is important for us to know this figure.

Melton

Many Canadians own second homes, and the number of these owners has increased significantly. I'm not sure what impact the 90-day pause will have, but it's certainly an important factor to consider.

Segarra

We are currently facing an unknown number of visitors. However, I want to share some important information. Two weeks ago, Tourism Economics and the U.S. Travel Association predicted a potential 5.2% reduction in Canadian visitors to the U.S. If this prediction holds, it could mean 20,000 fewer visitors from Canada. We are actively working with other markets to make up for this shortfall. It’s important to keep you informed about developments regarding our top international market.

Melton

I recently read an article stating that Canadians are choosing Cuba over the U.S. as a travel destination. I'm not sure if you've seen it, but I can probably find the article and send it to you. I have to admit, this situation worries me.

Segarra

They are considering some other options.

Melton

There's always been a level of favor between Canada and Cuba. But to forego the U.S.A. for Cuba, where you're experiencing power outages and things like that. It is concerning. I just think Canada is something that we need to keep massaging.

Robin Prakash went through a PowerPoint Presentation.

Segarra

This board approved a significant investment in our marketing technology platform two years ago, and we've successfully implemented it. We now have access to valuable data, which we use in our demand forecasting model to inform our investments in promoting the destination. This new tool will help us understand which strategies are more successful, suggesting adjustments like reallocating funds between events or advertising in different cities for better returns.

We're leading the way in destination promotion, combining marketing efforts with collaborations across agencies and chambers. Our goal is to enhance our branding and create a place where both residents and visitors enjoy their experience. We're excited about this accomplishment as it will help the board and agencies clearly see where to invest and how to continue generating demand.

G. SPORTS COMMISSION

1. Update – George Linley

Linley

In January and February, we hosted six major league soccer clubs for training at the Garden of North County District Park, growing from two teams last year to include Nashville SC, Chicago Fire, DC United, Colorado Rapids, Columbus Crew, and Toronto FC. This generated nearly 6,000 room nights and has potential for future development, similar to baseball spring training.

Furthermore, we've secured funding to host Real Madrid for a team base camp in Palm Beach County this summer, which is significant for our preparations for the 2026 World Cup. They will stay for at least 22 days and have a temporary build-out at the park.

In addition, North County District Park has been recognized as a qualified destination for team-based camps, and we anticipate more teams, including FAU and Manchester City, to participate. This initiative is an excellent opportunity to enhance tourism and showcase the area during the World Cup. We have approved funding to support the build-out of various clubs at their venues, and we’re excited to announce the participating teams.

InApril, we will host 13 events, potentially generating around 30,000 room nights. Notably, we’re partnering with FAU and Misfits Gaming for an eSports event fromApril 24-27 at FAUArena, featuring anActivision competition for Call of Duty. Most tickets are already sold out for this 3,000-seat venue.

Additionally, the US Open Finals will take place onApril 20, following the conclusion of the Winter Questing Festival. Last year’s event gained significant attention on ESPN, with prizes totaling around three-quarters of a million dollars.

We also heard a presentation from Paul and Jennifer Cirillo on the Palm Beach County Parks and Recreation Master Plan for 2035, which outlines exciting future developments in parks and recreational amenities that will enhance our tourism offerings. This comprehensive plan is available on our website for further review.

Melton

Do you have any advertising plans?

Linley

Yes, we are trying to understand what we can and cannot do. We're planning a community event, especially since drones will be present in the area, though they'll keep details under wraps. Rumor has it that a popular fan base will discover the event, and security has been a major concern.

We're exploring ways to engage the community, including a potential community day. It seems there are lessons learned from working with dignitaries in other countries, and we want to avoid complications. There may be smaller group meetings, but no public training or commercialization will occur. We aim to keep interactions casual, perhaps with some light activities.

In summary, we definitely plan to promote our connection to Real Madrid to the sports travel industry.

Melton

How we are viewed internationally is very important for us. I was thinking about the role of radio media in this context. I'm not really talking about television, but mostly about radio, since a lot of soccer fans in LatinAmerica and Europe still listen to the radio. There are many people who rely on it; my dad is one of them.

Linley

One thing we will definitely do, since Milton has been fully aligned with us on this project, is to strategize and explore ways to promote what’s happening here. We will also ensure that we remain within the guidelines that Real Madrid wants us to follow, keeping in mind the constraints involved.

Segarra

We are exploring ways to offer travel options for Real Madrid's global fan base. While Spain is not our top market, we recognize the club's worldwide following. We'll discuss potential partnerships, such as with Corte Ingles Travel, to create appealing travel deals that can make a significant impact for fans.

Dufresne

They can't see the team, those practices are private.

Linley

They expressed concern about security, suggesting that fans would discover the team's location and gather outside.Although Gardens North County Park has shaded fencing that makes visibility difficult, fans will still wait outside for the chance to get autographs and take pictures with their favorite players.

Dufresne

I understand, but I believe promoting something they want to keep private could harm our relationship and the contract we desire.

Mayor Marino

We need more specifics before we can say anything.

Dufresne

Yeah, they want private practices and don’t want to promote it to the public. It's not what they want.

Linley

Remember, we have to consider another opponent: the World Cup happening in South Florida. Teams will be based here, flying out to other locations for games, including Hard Rock Stadium and Dallas. Even if they can't get tickets, they'll be staying in Miami. The Real Madrid contingency will likely come here because it's their base. I'm not sure what we're missing in this situation.

Dufresne

If I'm Real Madrid and I prefer to keep our practice sessions private instead of having them open to the public, why would we, as a county, encourage Real Madrid fans to come to Palm Beach County when they won't be able to watch the team practice? This could potentially upset the team itself.

Mayor Marino

We need more specifics before we can make this public

Segarra

This is a prime example of effective marketing. It's not just about placing an ad in El País; it's about connecting with customers. For instance, La Corte Inglés is a major travel store, offering packages to destinations like Boca Raton Resort. People want to travel, and we aim to simplify the booking process for them. Our focus is on distribution and how we market our product to potential travelers, rather than traditional advertising methods like billboards in the LAGran Vía.

Melton

George said it has already leaked, and it is going to leak

Mayor Marino

But it would be irresponsible of us to put anything out that we don't have, or that we don't have permission to do.

Linley

We'll find out over the next 30 days. By then, we'll have much more information when we gather again, okay?

Hughes

They are flying into PBI.

H. FILM & TV

1. Update – Michelle Hillery

Hillery

The Film Commission has been busy, bringing in 25 new half-hour destination-driven programs, totaling over 12 hours of content across seven unique shows. Our coverage includes local events such as the Food and Wine Festival in West Palm Beach, local businesses like Gator Shack and TaylorMade Cafe, and new communities like Westlake. We've also highlighted organizations like Max Planck forAutism

Other shows explored fast fishing, airboat rides, ice skating at the Bend, Oktoberfest, and interviews with NFL Hall of Famer Ricky Jackson. We covered various attractions, including the Cox Science Center, Manatee Lagoon, and several local parks.

Our distribution reaches 4.5 million viewers on WSFL, 40 million on Destination America, 5.4 million on Fox 29, and 6 million on PBS. We’ve collaborated closely with local production companies and produced an extensive year-end wrap-up survey detailing the film and television industry's history in Palm Beach County since 1991. I won’t go through all 38 pages, but $4.3 billion has been spent in Palm Beach County in 2024 alone. This year, $253 million has been invested, resulting in a $133 return for every dollar spent on the Film and Television Commission.

We just wrapped filming "The Jesus Project" with 100 actors and 35 crew members at WPEC CBS studios. Production is up 13% in the county. We have a 10-page spread in an industry publication highlighting our achievements, including involvement in Fashion Week.

For the first time, I’ll be attending Cannes this year, where Florida will have a dedicated Day on May 15, featuring contributions from Palm Beach County, Broward, Miami, the Florida Keys, Tampa, and Jacksonville.

Lastly, we're celebrating the 30th anniversary of the Palm Beach Student Showcase of Films, with 550 RSVPs and only 100 seats left. The mayor will give a welcome speech, and we’ll be honoring Virginia Baker with a legacy award. We received 617 entries from 85 schools and will be awarding $30,000 in scholarships, adding to the $4.5 million distributed over the years.

I. CONVENTION CENTER

1. OVG Venue Management

a. Update - Dave Anderson

2. OVG Hospitality

b. Update - Kathy Griffin

Brodnicki

I'm filling in for Dave today and want to provide an update on our year-to-date financials as of February. We see a very positive and healthy variance in our bottom line compared to the budget, which we believe we can maintain through the end of the fiscal year.

March was a fantastic month for us, highlighted by several events. TheAlzheimer’s Drug Discovery Foundation event and the Palm Beach Modern and ContemporaryArt Fair took place in our venue, where we hosted them for 15 days. We also concluded the month with the Georgia-Pacific Retail National Sales Meeting, which utilized our ballroom and featured phenomenal production, following a four-day setup.

As we move intoApril, we have another busy month ahead. Initially, we only had the Easter weekend marked as dark days, but due to a cancellation President Trump needed to focus on pressing matters we now have additional opportunities. Next week, the International Window Coverings Expo will be held here, followed by a forum in Congress, and we will wrap up the month with the International Restoration Convention and Expo.

These are three excellent events, along with our quarterly trends event. Our returning customers have been with us for 10 to 15 years, which speaks to their satisfaction with our services. During our downtime, we also focus on various operational projects to keep us engaged.

Mayor Marino

Where are we going this month for Michelin onApril 17th?

Segarra

We are going to go to Orlando for the Michelin Guide OfficialAnnouncement on Palm Beach being included. The list is of six destinations in Florida: Miami, Fort Lauderdale, Tampa, Orlando, Palm Beach, and Naples.

Griffith

Last Monday, we introduced our new executive chef, GiovanniArias, who will be joining us at our next TDC meeting. We conducted a nationwide search that lasted about six weeks, during which we received applications from approximately 75 executive chefs. After narrowing it down to two candidates, we held a tasting session, which Emmanuel attended. Chef Giovanni impressed us at every level.

We are thrilled to have him on board. He is a graduate of Johnson & Wales University and has 35 years of experience in the industry, boasting extremely impressive credentials. Chef Giovanni has taken a unique path in his career; he has been both a vice president of another organization and a culinary director. However, he realized he was missing out on precious time with his young children, aged 7 and 9, which influenced his decision to shift his focus.

We are excited to introduce him to the Discover the Palm Beaches team. In addition to his many credentials, Chef Giovanni produced a 12-part food video series for television in Puerto Rico, showcasing his great presence on screen. I would love him to participate in some public interviews. He has also served on the board for Miami Dade College Now.

Hillery

We are developing a culinary show, as our area is not known for its culinary offerings. While all our shows touch on culinary topics, we believe a dedicated culinary show is timely and appropriate.

7. BOARD COMMENTS

Commissioner Lambert

Is there an update on the new county administrator search?

Mayor Marino

We are still accepting applications for the position. Each commissioner has appointed an individual and an alternate to the task force. The task force has been established because, so far, we have received 17 applications.Although we have not hired a search firm, the advertisement has gone out, and I hope it will attract the most qualified candidates.

If the board is unable to select someone from these 17 applicants who can effectively manage seven different personalities, oversee 35 departments, and handle a $10B budget, we will consider conducting a national search. Our goal is to avoid the costs associated with a national search, as we may have a suitable candidate right here in the county or the state.

We will continue accepting applications until the end of the month.After that, the task force will vet the applicants before presenting them to the board. There is a specific timeline for each part of this process, although I do not have all the dates memorized.

8. PUBLIC COMMENTS

9. ADJOURNMENT

The meeting adjourned at 10:45 A.M.

The next Meeting will be on May 8, 2025.

*Attachment included.

4. CONSENT ITEMS

TO: Tourist Development Council

FROM: Milton Segarra,

President/CEO

DATE: April 30, 2025

RE: Discover The Palm Beaches Monthly Activity Report April 2025

This report provides an overview of Discover The Palm Beaches’ (DTPB) activities in April 2025, highlighting progress toward key TDC performance measures. It outlines significant trends in our owned visitor digital footprint, advertising impressions, social media engagement, and booked room nights for the month.

To provide additional context, this report also includes lodging performance highlights. Overall, room night revenue increased to $235M (+7.6%), with 732,000 room nights sold (+1.8%). Bed taxes for March are projected to reach approximately $14M. The Palm Beaches ranked first in both RevPAR growth and room night revenue growth among all 14 Florida markets.

March 2025 Lodging Performance

Key trends driving March performance include:

• Hotel demand was up 4.3% while alternative lodging demand was down 4.1% due to Easter holiday shift from March in 2024 to April in 2025

• Group room nights was up 41%, representing 22% of all hotel room nights sold

• Transient room nights was down 2% due Easter holiday shift

• Palm Beach Gardens and Boca were both up in demand while WPB and Delray were flat to down

o All markets we up in ADR and RevPAR (PBG, Boca, WPB, Delray)

Key Lodging Performance Numbers for March

o Room demand

• Hotels: 503k (+4.3%)

• Alt. Lodging: 229k (-4.1%)

• Total Lodging: 732k (+1.8%)

o Room Night Revenue

• Hotels: $199M (+11.4%)

• Alt. Lodging: $35.8M (-9.9%)

• Total Lodging: $235M (+7.6%)

o Occupancy

• Hotels: 83.2% (+2.9%)

• Alt. Lodging: 76.9% (+2.5%)

• Total Lodging: 82.0% (+4.7%)

o Average Daily Rate (ADR)

• Hotels: $396 (+6.8%)

• Alt. Lodging: $354 (-10%)

• Total Lodging: $389 (+3.4%)

o Revenue per Available room (RevPAR)

• Hotels: $329 (+9.9%)

• Alt. Lodging: $272 (-8.4%)

• Total Lodging: $319 (+8.3%)

Discover The Palm Beaches

Monthly Executive Dashboard

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.

Discover The Palm Beaches Monthly Executive Dashboard

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.

Shared Lodging is described as any accommodation other than typical hotels and resorts without front office staffing

Shared 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.

Shared 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.

DTPB OBJECTIVES 2024 – 2025

Leisure/Consumer

• Generate 1,200,000,000 Advertising Impressions

• Generate 4,200,000 in Website Users (New Metric)

• Increase Consumer and Travel Industry database to 470,000

• Generate 250,000,000 Earned Media Impressions

• Generate 7,500,000 Social Engagements

Meetings & Conventions

• Book 175,000 DTPB only room nights (Hotel Meetings Leads)

• Generate 52,500 Group Level Booked Room Nights Convention Center Shared

• Generate 40,000 Group Level Actual FY Room Night for Convention Center Shared

• Generate 95 participants in Destination Reviews

• Generate 105 Destination Site Participants

470,000

477,152

Marketing Overview by Month FY 2024 - 2025

April 2025

PERFORMANCE DASHBOARD

1 Exceeded annual goal in October 2024 as a result of the Council’s annual New York City media event and subsequent article published in Forbes (UVM: 99,621,955)

2 New performance indicator as of 10/1/24. Previous year totals were not measured. The Council expects to outperform this goal as it was set prior to the establishment of the ArtiGras Podcast partnership.

3 Meta (Facebook and Instagram) now only provides “views” as a metric over “impressions.” Impressions measure how many times content is seen, while views measure how many times people engage with that content

HIGHLIGHTS

ADVERTISING

In April, the Council launched the MOSAIC and Open Studios campaigns, refocusing advertising on drive markets (Miami, Ft. Lauderdale, Ft. Myers/Naples, Orlando, Tampa, Jacksonville, Atlanta) and local markets (Palm Beach, Broward and Martin Counties). Ads targeting multi-generational families and young solo travelers were placed across digital, print, out-of-home (OOH), radio, and social media platforms, as mentioned in our previous report.

In support of both campaigns, printed collateral and MOSAIC-themed giveaways are being distributed to strategic partners, including hotels and Visitor Information Centers through The Palm Beaches. More details on those partnerships can be found in the Partner Collaborations section below.

While we strategically decreased spending on the Council’s cultural tourism advertising campaign in April, our always-on Google Search strategy continued to push cultural travelers to the Council’s website. Two cultural tourism print ads reached our national target markets through Town & Country magazine’s Art & Design issue in April (a co-op with FY25 grantees Flagler Museum and Miami City Ballet) and Undiscovered Florida, a hybrid print/digital magazine that is polybagged with Smithsonian magazine. The latter includes two e-newsletter digital ads that are distributed in April and then again as summer approaches. The Council used the Undiscover Florida insertions to specifically highlight family-friendly cultural experiences.

The digital advertising campaign promoting the Palm Beach County Black Heritage Trail also continued in April using Google Search, Facebook, and Instagram. The Council worked with Push in April to refresh the Trail’s social media ads to maintain performance levels.

Other co-op advertising packages that appeared in April included OOH placements in the baggage claim at Palm Beach International Airport, :30 second commercials during primetime programming on South Florida PBS, full page print ads in the Council’s art&culture magazine (Spring/Summer issue), and a MOSAIC-themed section printed in Florida Weekly.

PARTNER COLLABORATIONS

As noted above, the Council has identified 7 hotel partners to collaborate on our MOSAIC and Open Studios campaigns. Many will be offering our Shades of Culture pool floats to their guests as well as helping to distribute MOSAIC marketing materials through hotel concierge and/or activities desks. In return, the MOSAIC web page highlights these hotel partners and links to Discover The Palm Beaches’ hotel discounts web page. Additionally, the partnership with Garden District Taproom in downtown West Palm Beach commenced on April 23 with a MOSAIC Kickoff Party for local influencers and MOSAIC partners. The Taproom is serving a MOSAIC Blonde Ale (with MOSAIC branded pint glasses, while supplies last)

HIGHLIGHTS

through the end of May. Seventeen influencers attended the party, mingling with 18 representatives from MOSAIC partner organizations such as Mounts Botanical Garden, 561 Music Festival, Visit Palm Beach, Yesteryear Village and the Morikami Museum. Each influencer signed up for FAM tours at MOSAIC partner organizations and received a complimentary goody bag and a succulent from Mounts. Following the event, the Council worked with Discover The Palm Beaches to connect their social media ambassadors with our MOSAIC partners for FAM tours in May, as well.

Above: MOSAIC Blonde Ale was on tap at the Garden District Taproom. Influencers got a preview about this year’s MOSAIC partners and deals on April 23.

On April 10 and 24, the fourth and fifth episodes of Season 2 of The ArtiGras Podcast, a partnership with the Palm Beach North Chamber of Commerce and the annual ArtiGras Fine Arts Festival, was broadcast. The fourth episode featured Matt Stabile, the artistic director of Theatre Lab at Florida Atlantic University. The fifth episode featured glass artists JB Berkow, the founder of Benzaiten Center for Creative Arts, and Grace Chepneik, Benzaiten’s Hot Shop Manager. Due to early report deadlines, views of the April video podcasts will be reported in next month’s report. Views for the March episodes totaled 488,212.

As previously noted, the giant Shades of Culture were on view at the Kravis Center (corner of Okeechobee Blvd. and Sapodilla Ave.) all month long and will remain there through the end of May in support of MOSAIC. The Kravis Center provided a record number of ticket deals (four) to the MOSAIC campaign this year, including

Item 4B - Page 3

HIGHLIGHTS

three live events in May and its production of “Ain’t Too Proud” in June. The Shades’ lenses feature a photo from “Ain’t Too Proud” and a photo of the nearby Norton Museum’s iconic Typewriter Eraser sculpture. This highly visible location has brought a lot of attention to the Council’s cultural tourism activities and activated the pedestrian walkways between the Kravis Center, CityPlace, Restoration Hardware, the Convention Center and Hilton West Palm Beach.

The Council also continued to support work on the county’s Tourism Master Plan in April, and staff members attended the quarterly “Advancing the Mission” meeting hosted by Palm Beach County’s Community Services department on April 24 to participate in a discussion about being a welcoming community.

PUBLIC RELATIONS

Top Placements

- April 3, PR Global Newswire Distribution: “MOSAIC and Open Studios Return, Bringing a Month of Shows, Art, Ideas and Culture (Plus Exclusive Deals, Discounts and Experiences) to The Palm Beaches This May”

o Top 10 Placements Reach: 85,281,163

- April 7, Palm Beach Daily News (Circ. 3,000; UVM: 221,642): “Local artists get the spotlight in Cultural Council for Palm Beach County’s 10th Biennial”

- April 8, Miami On The Cheap (UVM: 37,922): “MOSAIC Palm Beach: A Month of Arts and Culture”

- April 10: Florida Weekly (Circ. 10,500; UVM: 104,600): “From Inspiration to Exhibition”

- April 28, Miami On The Cheap (UVM: 37,922): “Things to do in May in Palm Beach County”

- April 28, Modern Luxury Palm Beach (Circ: 30,000; UVM: 12,000): “What We're Looking Forward To This Month in Palm Beach County”

- April 28, The Manual (UVM: 629,659): “This Florida city was just named the top trending destination in the United States”

National Media Outreach

In April, the Council’s PR agency of record, Sharp, coordinated FAM tours for four influencers (3 regional, 1 national) to support MOSAIC 2025, finalized and distributed the Council’s MOSAIC and Open Studios press release, and submitted relevant organizations for consideration in upcoming issues of top-tier publications.

The MOSAIC and Open Studios teaser press release was distributed across the wire on April 3, highlighting most of the MOSAIC partner organizations and key Open Studios locations. In tandem, the agency shared a press kit, which included photos and logos, with national and local travel/lifestyle media as well as drive-market broadcast stations.

HIGHLIGHTS

Influencer Caroline Quincy of @sweetcarolinaj (242k followers) visited The Palm Beaches from April 3-4, and her first round of content about MOSAIC partners Morikami Museum, Mounts Botanical Garden, Ann Norton Sculpture Gardens and Jupiter Inlet Lighthouse published on April 15. Influencer Jade Womack of @clockoutdc (135k followers) visited April 4-6 and her first round of content posted on April 22, featuring Loggerhead Marinelife Center, Norton Museum of Art, Arts Garage, Morikami Museum, and Boca Raton Museum of Art. Influencer Cristie Anne of @thetravelingred (127k followers) visited from April 12-13 and posted her first round of content on April 27, featuring MOSAIC partners Busch Wildlife Sanctuary, Jupiter Inlet Lighthouse, Loggerhead Marinelife Center and Mounts Botanical Garden. Influencer Yasmin Charania of @floridawithyasmin (214k followers) visited April 18-19 will be posting about MOSAIC partners Loggerhead Marinelife Center, Kravis Center, Morikami Museum, Mounts Botanical Garden, and Visit Palm Beach on April 30. All four influencers will also post second rounds of content to Facebook and Instagram in early May. Their content also featured local restaurants, beaches, shopping districts and places to stay. Results from all four FAM tours will be included in future reports.

Sharp was also asked by the Council to re-engage with social media influencers who partnered with us in the past to promote MOSAIC. In April, Sharp confirmed that Valeria of @miamituristico (169k followers), Stella Howell of @our.peachy.home (162k followers), Christine Taala of @ultimategirlmom (114k followers), and Amanda Wrate of @amandainorlando (85.9k followers) will refresh their previous FAM tour visual content to support MOSAIC 2025. The refreshed content is planned for early May on Facebook and Instagram.

In support of DTPB’s upcoming media event in New York City in May, Sharp extended invitations to top-tier travel and lifestyle media, targeting potential guests who were unable to attend the Council’s media event in New York earlier in FY25.

Local/Regional Media Outreach

In April, the Council distributed press releases and conducted outreach to local digital, print and broadcast media in support of MOSAIC and Palm Beach County Open Studios. Hubbard Radio’s current affairs show “South Florida Sunday” (monthly listeners: 30,000) featured MOSAIC on its April 27 broadcast, which aired across Hubbard’s network of 6 stations.

As mentioned in a prior section of this report, the Council also identified and engaged with local social media influencers with a goal to earn content on their channels to drive more awareness of MOSAIC within Palm Beach County.

HIGHLIGHTS

Local PR efforts from earlier this year also resulted in the publication of several local articles about Biennial 2025, which is on view in the Main Gallery at the Council’s headquarters through June.

Additionally, the Council provided data and updates on the progress of arts funding bills being considered by Florida legislators to a reporter at The Palm Beach Daily News (UVM: 221,642; Circ. 4,000), which resulted in an article that was published on April 23 titled “Palm Beach County arts advocates 'hopeful' for state funding after DeSantis veto last year”. The article also appeared a few days later in print in The Palm Beach Post (UVM: 2.5 million; Circ. 27,000).

ADVOCACY

In April, the Council’s advocacy team continued to monitor the Florida legislative session and key issues related to arts and tourism.

The Council engaged with local public arts administrators in West Palm Beach, Boca Raton, Palm Beach Gardens, Boynton Beach, and Royal Palm Beach to advocate against two bills that would eliminate public art ordinances within cities and counties. As a result, the Senate bill was amended to remove the mention of public art. Both bills later died in committee.

The Council also continued to advocate for the state arts grant funding by contacting representatives on appropriation committees and generating local press about the grant process and Governor’s veto of funding last year. Initial budget bills include funding for the grants; however, the percentage of funding and the number of grantees is still unclear.

The Council is actively working to support the advocacy efforts of Discover The Palm Beaches and other tourism agencies against the House and Senate bills that target Tourist Development Tax (TDT) and tourism agencies. We have activated our board of directors and CEOs at all grantee organizations in a letter/email campaign to key members of the Palm Beach County Delegation and other key leadership.

SECTOR SUPPORT

On April 3, the Council hosted an Institute for Cultural Advancement (ICA) professional development program titled “Demystifying the Secondary Market: For Artists and Organizations.” This session was facilitated by Heritage Auctions and shared insights into understanding the secondary market and the difference between traditional auctions and charity/benefit auctions as well as where to place works for sale.

The Council’s Community Engagement department secured a sponsorship for this year’s Black Gold Jubilee, an annual cultural and community festival in Belle Glade that celebrates the end of harvest. Held on April 12, the Jubilee featured live music,

HIGHLIGHTS

a parade, sporting events, a car show and many other family friendly activities. The CE team also facilitated a workshop on April 5 at the outdoor Arts & Wellness Space located behind the Council’s headquarters. Palm Beach County-based artist Autumn Kioti led the workshop, titled "Peregrination Project – Gifts for Birds of Passage", discussed the migration of birds in the area, and created a temporary art installation in the Space.

Also in support of the sector, Council staff members attended exhibitions, performances and special events at Boca Raton Museum of Art, Lake Worth Playhouse, Palm Beach Zoo, Kravis Center for the Performing Arts, Norton Museum of Art, Loggerhead Marinelife Center, and other locations. The Council team especially enjoyed the Film Commission’s annual Student Showcase of Films event on April 25.

April Activity Report 2025

FY 25 - Semiannual Report Performance Measures

(October 1, 2024 – March 31, 2025)

Our Sports Commission hosted 114 events during the first 6-months of FY 25, representing both amateur & professional sports ranging from youth to adult.

Total Lodging Room Nights = 190,011 (October 1, 2024 – March 31, 2025)

Room Night Leaders

• Equestrian Sports

• Baseball

• Golf

• Football

• Racquet Sports (Tennis, Beach Tennis, & Pickleball)

• Olympic Governing Bodies

• Soccer

10 different sports events delivered nationally televised broadcasts to The Palm Beaches in FY 24 (October 1 - March 31)

1 out of every 5 sports related room nights was created from a new event hosted by our Sports Commission

Sports Development

(October 1. – March 31)

• 30 site visits with event rights holders

• 75 bids for regional, national, or global events

• 11 NCAA Golf Championships bids awarded and nine (9) NCAA Golf Championships taking place in The Palm Beaches over a 10-year span, is more than any other destination in the United States!

Sports Commission Performance Measures (Semiannual

Report)

• Hotel Revenue Projection = $55 million

• Bed Tax Projection = $3.3 million

Fiscal Year 25, Semiannual Report

The Palm Beach County Sports Commission’s semiannual report for FY 25 (October 1, 2024 – March 31, 2025) signifies a performance that will rival or exceed for sports tourism impacts created during the previous fiscal year. The report shows the Palm Beach County Sports Commission’s collection of events is creating significant levels of overnight stays, visitor spending, and development efforts to grow the sports tourism economy in future years. During the first six (6) months of FY 25, the Palm Beach County Sports Commission’s event portfolio represents 114 events, creating 190,011 room nights for the county’s lodging industry. In total, the Sports Commission hosted events generated an estimated $55,559,216 in hotel revenue and $3,333,553 in bed tax revenue. Moreover, the Sports Commission events spurred an estimated $152,008,800 in visitor spending.

Semiannual Performance Measures- FY 25

Palm Beach County Sports Commission FY 25

Sports-related room nights

Performance Measure Detail - Semiannual Report

Palm Beach County Sports Commission

Performance Measure

Bids / Proposals for Tourism Events

AVP (Association of Volleyball Professionals) League Beach Championships

Lynn Lewis Foundation Flag Football Championship

Top Gun Shootout

Top Gun Invitational

PGA

Mid-American Conference (MAC)

NCAA D1 Men's Golf Southeast Golf Invitational

Men's Senior Baseball League (MSBL) Stars & Stripes

Men's Senior Baseball League (MSBL) Fall Classic

Major League Soccer (MLS) - Chicago Fire Winter Team Training

Major League Soccer (MLS) - Nashville SC Winter Team Training

Major League Soccer (MLS) - Minnesota United FC Winter Team Training

Major League Soccer (MLS) - DC United Winter Team Training

Major League Soccer (MLS) - Houston Dynamo FC Winter Team Training

Major League Soccer (MLS) - Columbus Crew Winter Team Training

Major League Soccer (MLS) - Colorado Rapids Winter Team Training

Major League Soccer (MLS) - Toronto FC Winter Team Training

Youth Impact Center Wrestling

5 v 5 Warrior Soccer National Championship

Kodak Black Kids

International Rush Cup

U.S. Soccer - U20 Winter Team Training Camp

Sport Lisboa e Benfica - 2025 Club World Cup Team Base Camp Training Site

Real Madrid CF - 2025 Club World Cup Team Base Camp Training Site

Manchester City - 2025 Club World Cup Team Base Camp Training Site

OneHockey Winter Series

USA BMX Sunshine State Nationals

USA Fencing Regional Youth Championship

United Golf Croquet Association National Championships

Activision Call of Duty Major 3

USA Field Hcokey National Hockey Festival

The Junior Tour Powered by Under Armour National Championships Golf

World Pickleball Convention

Under Armour Junior Tour Winter Nationals Golf

Croquet

Hockey

Florida Interscholastic Cycling League Mountain Bike Race Cycling

Girls Academy East Regional Showcase

Bridgestone Collegiate Invitational

Golf

Development Player League (DPL) The Summit Soccer

USA BMX Florida State Championship BMX

Development Player League (DPL) East Regional Event Soccer

International Tennis Federation (ITF) Senior World Championship

Tennis

National Academy League presented by 3Step - National Championship - Soccer

2025 FIFA Club World Cup Team Base Camp Training- Manchester City Soccer

2025 FIFA Club World Cup Team Base Camp Training- FC Bayern Munich

2025 Parallex Youth Soccer Event

Davis Cup

Prospect Wire Southeast Championship

Prospect Select National Showcase - Palm Beach Classic

Prospect Select - Futures

Prospect Select World Series (16U-18U)

Prospect Select World Series (13U & 14U)

Prospect Select Open (15U - 18U)

Prospect Select Florida Open (13U - 14U)

Prospect Select Fall Classic & Florida Select

Prospect Select World Invite

Perfect Game Ultimate Baseball Championship

Perfect Game 13U WWBA National Championship

Perfect Game Endless Summer Classic

Perfect Game 17U Florida World Series

Perfect Game 14U National Showcase

Perfect Game World Wood Bat Association (WWBA) Florida Invitationals

Perfect Game World Wood Bat Association (WWBA) World Championship

Perfect Game World Wood Bat Association 13U & 14U World Championships

Perfect Game World Wood Bat Association Freshman World Championship

Soccer

Soccer

Tennis

Baseball

Baseball

Baseball

Baseball

Baseball

Baseball

Baseball

Baseball

Baseball

Baseball

Baseball

Baseball

Baseball

Baseball

Baseball

Baseball

Baseball

Baseball

Nautique World Wake Association (WWA) Wakeboard World Championships Wakeboarding

EDP Soccer Spring Kick Off Championship Soccer

Holiday Bowl Lacrosse Championships Lacrosse

USA Shooting Shotgun Selection Trap & Skeet

USA Shooting Annual Board Meeting Trap & Skeet

3 Step Soccer MLS Next Youth Soccer League Soccer

PrimeTime Lacrosse Winter Championship

United States Soccer U17 Women's Youth National Team Training

United States Soccer U16 Men’s Youth National Team Training

Intercollegiate Women's Lacrosse Association (IWLCA) Presidents Cup

ITF Beach Tennis Open

Webber Marketing Battle of the Bands

Kodak Black Kids Foundation

Federation Internationale de Football Association (FIFA)

Under Armour Junior Golf Tour

Black College World Series

AFIA Soccer

Victory Event Series

Florida Netball

Manchester City - Premier League

Real Madrid CF - La Liga

FC Bayern Munich - Bundesliga League

Sport Lisboa e Benfica - Primeira Liga

District of Columbia (D.C.) United -Major League Soccer (MLS) Training Camp

Chicago Fire - Major League Soccer (MLS)

Houston Dynamo FC - Major League Soccer (MLS)

Minnesota United FC - Major League Soccer (MLS)

Nashville SC - Major League Soccer (MLS)

Columbus Crew - Major League Soccer (MLS)

Toronto FC - Major League Soccer (MLS)

Colorado Rapids - Major League Soccer (MLS)

U.S. Soccer

Elite Tournaments

Advocates Professional Golf Association

Foster Events Group

Perfect Game USA

Wasserman Sports Agency

United Soccer League (USL)

The Dare to Dream Experience

Prospect Select

First Responder Games, Inc.

Sports Events Hosted by the Sports Commission

Soccer

Soccer

Soccer

Soccer

Golf

Tennis & Pickleball

Baseball

Multi-sport

Soccer

Multi-sport

Baseball

Multi-sport

Club Ice Hockey Invitational at Lynn University Ice

U.S. Soccer Girls' U17 National Team Training

Soccer

Blue Line Hockey - Columbus Day Discovery Showdown Ice Hockey

United States Tennis Association (USTA) Columbus Day Open Tennis

AVP League Beach Championships in Delray Beach

U15 Men's US Soccer Training

USTA Men's 50 Clay Court Championships

Perfect Game World Wood Bat Association (WWBA) World Championship

Minority Baseball Prospects All-American Game

Perfect Game World Wood Bat Association Freshman World Championship

Florida Youth Soccer Association (FYSA) Palm Beach Gardens Classic

Perfect Game World Wood Bat Association 13U & 14U World Championship

Hurricane Junior Golf Tour - Atlantic National Junior Open

Beach volleyball

Soccer

Tennis

Baseball

Baseball

Baseball

Soccer

Baseball

Golf

World Pickleball Classic Pickleball

Top Gun Shootout

Summer Ball Summit

Baseball

World Comes to the Palm Beaches Baseball

U.S. Soccer U19 Women's National Team Training

Battle at the Beach

NPC Ultimate Grand Prix

Soccer

Bodybuilding

Monster Mash Lax Clash Lacrosse

FAU Men's Golf Invitational presented by Palm Beach County Sports Commission Golf

Bill Bone Giro Cycling Circuit

Cycling

I Do Beach Tennis - International Tennis Federation (ITF) Open Beach

Men's Senior Baseball League (MSBL) Fall Classic Baseball

USTA National Family Clay Court Championships Tennis

Weekend Hockey Veteran's Day on the Beach

U.S. Soccer U17 Men's National Team Training Soccer

U.S. Soccer U19 Men's National Team Training Soccer

SoFlo Turkey Shootout

Hurricane Junior Golf Tour Southeast Florida Junior Open Golf

NAIA Women's Soccer Nationals Opening Rounds Soccer

The Match: Superstars Golf

International Rush Cup Soccer

2024 Hydrodrags World Championships

Delray Beach Riptide Fall Classic

Hydrodrag

Thanksgiving Classic (NAIA Men & Women's Basketball Tournament) Basketball

Equestrian Sports Productions (ESP) Holiday & Horses Circuit

FAU Women's Basketball Thanksgiving Classic

Hurricane Junior Golf Tour - Southeast Florida Junior Open

Battle Youth National Championship

NCAA Division 2 Regional Volleyball Championships

Equestrian Sports

Basketball

Golf

Football

"Little Mo" Internationals in Florida Tennis

Palm Beach Grand Prix

The Elite Prospects Cup Series AA Premium Tournament

USSSA Santa Slam

Lou Groza Award Celebration

Collegiate Swim Team Training

Garden of Life Palm Beaches Marathon

Burkie Golf Invitational

West Palm Beach Classic (NAIA Men's Basketball Showcase)

Boca Raton Bowl

Delray Beach Riptide Winter Showdown

West Palm Beach Classic (NCAA Division I Women's Basketball Showcase)

US Kids Golf Foundation Holiday Classic

Holiday Basketball Classic of The Palm Beaches

Hurricane Junior Golf Tour - PGA National Junior Open

Winter Equestrian Festival

The Paradise Puck Series

Super Car Week

The Ridge at Wellington Groves Horse Show Series

United States Croquet Association Golf Croqeut Open

Boca Raton International Masters

USA BMX Florida State Championship

U.S. Soccer U20 Men’s National Team Training Camp

Major League Soccer (MLS) Team Training - Nashville SC

Major League Soccer (MLS) Team Training - Chicago Fire

Wellington Soccer Shootout

Florida RUSH

USA BMX Sunshine State Nationals

Hurricane Junior Golf Tour - Palm Beach Junior Open at Park Ridge

AAU Karate- Florida Kick Off Tournament

Allstar Cheerleading- Florida Challenge

Delray Beach Riptide Winter Warm Up

USA Shooting 2025 Shotgun Spring Selection

Hurricane Junior Golf Tour Palm Beach Junior Open

Les Grandes Dames USTA Senior Women's Tennis Tournament

Florida Exposure Cup

Major League Soccer (MLS) Team Training - D.C. United Club

USA Fencing Regional Youth Championship - Battle at The Beach

Major League Soccer (MLS) Team Training Camp - Colorado Rapids

Paradise Golf Invitational (NCAA DI Women's Golf)

Major League Soccer (MLS) Training Camp - Columbus Crew

Major League Soccer (MLS) Winter Training Camp -Toronto FC

Delray Beach Open (ATP TOUR)

Gauntlet of Polo

Paradise Classic (NCAA D1 Softball)

Joan Joyce Classic (NCAA D1 Softball)

United States Croquet Association Florida Regional Golf Croquet Championship

Weekend Hockey President's Day on the Beach

The Junior Tour Powered by Under Armour - Winter National Championship

Delray Beach Riptide - Spring Splash

Florida Interscholastic Cycling League (FICL) Race Circuit

United States Soccer U17 Women's Youth National Team Training

United States Soccer U16 Men’s Youth National - Team Training

PopStroke Invitational

Major League Baseball (MLB) Spring Training

Statewide Amateur Hockey of Florida Championships (10U & 12U A Division)

Varsity Spirit - Spirit Sports West Palm Beach Nationals

The SoFlo Championship

Hurricane Junior Golf Tournament (HJGT) Palm Beach County Junior Open

Cognizant Classic in The Palm Beaches (PGA TOUR)

Trap & Skeet

Hockey

Softball

Football

Swimming

Running

Golf

Basketball

Football

Lacrosse

Basketball

Golf

Basketball

Golf

Equestrian Showjumping

Ice Hockey

Motorsports

Equestrian Showjumping

Croquet

Pickleball

BMX

Soccer

Soccer

Soccer

Soccer

Ice Hockey

BMX

Golf

Karate

Cheerleading

Lacrosse

Trap & Skeet

Golf

Tennis

Hockey

Soccer

Fencing

Soccer

Golf

Soccer

Soccer

Tennis

Polo

Softball

Softball

Cricket

Ice Hockey

Golf

Lacrosse

Cycling

Soccer

Soccer

Golf

Baseball

Ice Hockey

Cheerleading

Cheerleading

Golf

Golf

United States Croquet Association - The New Steuber Croquet Championships

Palm Beach Challenge & International Baseball Festival

United States Amateur Basketball (USAB) Wellington March Madness

Florida State Youth Soccer Association (FYSA) Palm Beach Gardens Classic

2025 United States Croquet Association (USCA) Croquet Week

ITF - Beach Tennis Open Singer Island Edition XXII

Hurricane Junior Golf Tournament (HJGT) Lake Worth Junior Open at Fountains

Palm Beach County Sports Hall of Fame

USTA Women's National Clay Court Championships

Development Player League (DPL) The Summit

Palm Beaches Spartan Sprint Weekend

Criterium Campeòn

AVP League Beach Championships in Delray Beach

Perfect Game World Wood Bat Association (WWBA) World Championship

Lou Groza Award - ESPN's Home Depot College Football Awards

Boca Raton Bowl

Winter Equestrian Festival

Boca Raton International Masters

Delray Beach Open (ATP Tour)

Gauntlet of Polo - U.S. Open Polo Championships

Major League Baseball Spring Training

Cognizant Classic in The Palm Beaches

Golf Croquet

Baseball

Basketball

Soccer

Croquet

Beach Tennis

Golf

Multi-sport

Tennis

Soccer

Endurance Sports

Cycling

Golf Channel

Baseball

ESPN

ESPN

ESPN

CBS Sports Network

Tennis Channel

ESPN

ESPN / MLB Network

NBC & Golf Channel

Federation Internationale de Football Association (FIFA) –

World Cup - Team Base Camps in The Palm Beaches

The Palm Beach County Sports Commission has been working diligently to bring the Federation Internationale de Football Association (FIFA) World Cup to The Palm Beaches through being selected as an official Team Base Camp. A Team Base Camp acts as a home away from home for teams participating in the World Cup. A Team Base Camp is a training site and accommodation pairing that will serve as the primary base for teams during the group stage, where they will train, rest and prepare for their matches. Teams will train and prepare for games predominantly during the group stage matches. Team Base Camps have a minimum duration of 22 days with a possible period of more than 40 days.

At the end of April, FIFA unveiled the third edition of the Team Base Camp brochure, providing an updated list of potential training sites and for FIFA World Cup 26™ teams. FIFA revealed 14 new sites for qualified and aspiring national teams. In total, 62 potential Team Base Camps have been qualified as the build-up to the first-ever 48 nation FIFA World Cup intensifies.

The Sports Commission organized several site visits with FIFA and made numerous presentations along with the submission of a proposal to ultimately win a qualification for The Gardens North County District Park, which is located in Palm Beach Gardens. The Gardens North County District Park encompasses 82 acres of land with 10 lighted FIFA – specified natural grass fields. And now during the third and final update to the Team Base Camp brochure, the Sports Commission obtained a qualification for a second site within The Palm Beaches. Florida Atlantic University (FAU) and the City of Boca Raton have been qualified for a FIFA World Cup Team Base Camp. The FAU Soccer Stadium and Flager Credit Union Stadium will be presented as qualified venues. This is a momentous occasion for our Sports Commission as Palm Beach County is now approved to host multiple Team Base Camps for the 2026 FIFA World Cup and the 2025 FIFA Club World Cup.

The updated brochure includes new destinations throughout the United States and Mexico In addition to City of Boca Raton, the new list of Team Base Camp sites includes Guadalajara (Mexico), Dallas (Texas), New Brunswick (New Jersey), Querétaro (Mexico), Torreón (Mexico), 2 at Oklahoma City, Greenbrier County (West Virginia), 2 at Portland (Oregon), Santa Barbara (California), and State College (Pennsylvania).

The 48 participating teams will submit final selections following the Final Draw for the FIFA World Cup 26. The draw, anticipated to be staged in December 2025, will reveal the geographic zones in which teams will play their group matches, further guiding their decisions regarding their respective Team Base Camp locations.

Qualified Team Base Camp Locations for the 2026 FIFA World Cup and the 2025 FIFA Club World Cup

The Gardens North County District Park

Flagler Credit Union Stadium

Date: April 2, 2025

To:

Board of Directors

Subject: FIELD CALIBRI 11 PT. BOLD

Sports Events Department From:

NCAA Division II Men’s Golf National Championship

The National Collegiate Athletic Association (NCAA) is partnering with the Palm Beach County Sports Commission in organizing the NCAA Division II Men’s Golf National Championship from May 18-23, 2025, on The Champion Course at PGA National Resort. The Palm Beach County Sports Commission’s successful bid for this NCAA Championship event signifies a historic milestone. This event represents the 5th NCAA Golf National Championship to take place in The Palm Beaches, over the last 7 years. This will also be the second time our Sports Commission is hosting the NCAA Division II Men’s Golf National Championship.

Palm Beach Atlantic University (PBAU) is a co-host with the Palm Beach County Sports Commission in overseeing the NCAA Division II Men’s Golf National Championship. PBAU will provide irreplaceable support by offering volunteers and operational assistance PBAU is a member of the Sunshine State Conference, which is a Division II affiliate of the NCAA.

The NCAA Division II Men’s Golf National Championship consists of both team and individual competitions conducted concurrently. In total, 108 golfers (20 qualifying teams and eight individuals) will compete for the National Championship in The Palm Beaches. After 54-holes of stroke play, the top eight teams will advance to the single elimination medal match-play finals to vie for a national championship. The NCAA Individual Champion will be crowned after the 54hole stroke play competition.

Participating teams and golfers for the NCAA Division II Men’s Golf National Championship will be determined on April 25th, following the NCAA Division II Regionals taking place around the country. Ultimately, The Palm Beaches will crown a team and individual National Champions, demonstrating why our county is Florida’s Golf Capital.

The NCAA Division II Men’s Golf National Championship will provide a significant economic and tourism impact to Palm Beach County. In addition to the coaches and players, an influx of students, alumni, and golf fans will visit The Palm Beaches to enjoy the highest level of college golf. The event will create a significant level of visitor spending while filling hotel rooms across

the county. Moreover, hosting this NCAA Division II Men’s Golf National Championship in The Palm Beaches will further build the county’s resume as a destination for collegiate championship events.

The Palm Beach County Sports Commission is on an unmatched pace of hosting NCAA Golf Championship events. Palm Beach County was home to the NCAA Division II Women’s National Golf Championship in 2019 and won the rights to host the 2020 Division III Men’s and Women’s Golf Championships before pandemic-related shutdowns forced the tournament’s cancelation. In 2021, the Palm Beach County Sports Commission hosted the NCAA Division II Men’s Golf National Championship. In 2022, the Palm Beach County Sports Commission hosted the NCAA Division I Men’s Golf Regional Championship and hosted the NCAA Division I Women’s Golf Regional Championship in 2023.

After hosting the NCAA Division II Men’s Golf National Championship this year, the Palm Beach County Sports Commission will host the NCAA Division II Women’s Golf National Championship once again in 2026. Moreover, this year the Palm Beach County Sports Commission participated in a very competitive bid process and won hosting rights for the NCAA Division I Women’s Golf Regional Championship for the second time in 2027, the NCAA Division II Men’s Golf National Championship for the third time in 2027, and lastly the NCAA Division I Men’s Golf Regional Championship for the second time in 2028.

The Palm Beach County Sports Commission is enjoying an unprecedented pace of winning bids and organizing NCAA Golf National Championships. The 11 NCAA Golf Championships bids awarded and nine (9) NCAA Golf Championships taking place in The Palm Beaches over a 10year span, is more than any other destination in the United States!

Events & Operations

Event Support

NCAA Division II Men’s Golf National Championship

 Hold regular NCAA Host Calls with NCAA Championship Manager, Golf Committee, Palm Beach Atlantic University, PGA National Resort, and PBCSC staff

 Finalize volunteer schedule for live scoring, checkpoint officials, and tournament personnel needed and assign roles as needed

 Work in conjunction with NCAA to finalize signage needs and place order to help “dress up” championship as much as possible

 Place order to necessary operational items for championship (radios, copy machine, etc.)

 Finalize NCAA Participant Manual to be distributed to teams

 Work with local hotel providers to finalize team and officials’ block

 Finalize details with National Polo Center for opening celebration

College Football Playoff National Championship Game

 Secure agreement with Palm Beach County Convention Center and 2026 CFP Host Committee for Kickoff Luncheon in September

• Sunshine State Open

Finalizing Contract Obligations

• USTA National Men’s 70, 85, 90 Clay Court Championships

• Prospect Wire Florida Fall Classic

• Prospect Select Fall World Series

• Perfect Game Summer Series

• Columbus Day Discovery Showdown

• World Comes to the Palm Beaches

• Perfect Game WWBA World Championship

• USTA Columbus Day Open

• Men’s Senior Baseball League

• International Rush Cup

• I Do Beach Tennis ITF World Tour 2024

• Association of Pickleball Professionals Boca Raton Open

• Delray Beach Pickleball Classic

• Equestrian Holiday & Horses Circuit

• Battle Youth National Championship

• “Little Mo” Internationals in Florida

• Garden of Life Palm Beaches Marathon

• Hardball 360 Fall Tournament

• Delray Beach Riptide Fall Tournaments

• World Pickleball Classic

• Winter Equestrian Festival

• Paradise Puck Series

• Florida RUSH

• Boca Raton International Masters

• USA BMX Sunshine State Nationals

• Florida Exposure Cup

• TGL Presented by SoFi

• Gauntlet of Polo

• USA Fencing 2025 Regional Youth Championship – Battle at the Beach

• Delray Beach Open

• Junior Tour Powered by Under Armour Winter National Championship

• East Coast Championships SoFlo Nationals

• Palm Beach Challenge College & International Baseball Festival

• Development Player League (DPL) The Summit

• James Hardie Pro Football Hall of Fame Invitational

• Palm Beach Gardens Spring Classic

• Little Mo East Regionals

• FuelTech 2025 Hydrodrag Nationals/World Championships

• Delray ITF Championships

• South Florida Soul Rodeo

• Palm Brach Spartan Sprint Weekend

• Sunshine State Games Lacrosse Championships

• NPC Florida Grant Prix

• Briana Marie Cox Memorial Tournament

• Extreme Kayak Fishing

• USTA National Women’s Clay Court Championship

• Men’s Senior Baseball Stars and Stripes

• World Pickleball Convention, Conference and Championships

• Florida State Golf Association (FSGA) 108th Amateur Championship

• Prospect Wire Southeast Championships

• Prospect Select Summer Series

• Play at the Plate

• Hardball 360 Spring Training

• Wellington March Madness

• South Florida Collegiate Baseball League

• International Tennis Federation (ITF) Masters World Championship 60s

• International Tennis Federation (ITF) Masters World Championship 65s/70s

Sports-Development

Sports Development Executive Summary

The Palm Beach County Sports Commission (PBCSC) is deploying an aggressive sales and sports development effort to increase the number of sports tourisms generating events taking place in The Palm Beaches. The PBCSC continues to cultivate relationships with event owners, as well as identify, solicit, secure, and retain sports events to grow room night actualization. Below is a recap of sports development efforts that have taken place during FY25.

Event Bids & Development

A primary mechanism for event solicitation is through the Event Bid and Development process. To recognize potential bid opportunities, the PBCSC will be at the forefront of the industry and engage with event owners. Bid submission is a highly effective tool to recruit sporting events. Attached is a comprehensive list of the bids that have been submitted in FY 25, and below is a breakdown of the development efforts over the past month:

• PPA Pickleball Challenger Series

o April or May 2026

o 25 Teams, 150 Participants

o 500 Projected Room Nights

o Patch Reef Park – Boca Raton, FL

• FISU World University Shooting Championships 2028

o June 2028

o 25 Teams

o 300 Participants

o 700 Projected Room Nights

o Palm Beach County Shooting Sports Complex

• FISU World University Golf Championships 2028

o June 2028

o 15 Teams

o 120 Participants

o 375 Projected Room Nights

o PGA National Resort

• FISU World University Cheerleading Championships

o June – July 2028

o 500–800 athletes

o 75–90 coaches

o 1000 Projected Room Nights

o 20–25 MLBPA members (retired MLB players as field scouts)

o Calusa Park

• EndZone 7v7 Flagg Football

o March – April 2026

o 300–400 athletes

o 50–60 coaches

o 1000 Projected Room Nights

o Village of Wellington

• USA Judo November 2027 Presidents Cup

o November 17-21 2027

o 125 – 250 participants

o 675 Projected Room Nights

o Palm Beach County Convention Center

• PrimeTime Lacrosse Winter Showcase

o December 19th – 21st, 2025

o 1,000 athletes

o 75–90 coaches

o 1,100 Projected Room Nights

o National Polo Center, Beldi Polo Club

• 2025 FIFA Club World Cup Team Base Camp Training

o June 14th – July 7th, 2025

o 100 Participants

o 5,000 + Projected Room Nights

o The Gardens North County District Park

• True Lacrosse All Region Games

o January 9th – 11th, 2026

o 80 Teams

o 650 Projected Room Nights

o Florida Atlantic University

• USA Field Hockey National Hockey Festival

o November 24 – 26, 2025

o 130 participating Teams, 2,000+ Athletes

o 3,200 Projected Room Nights

o National Polo Center

• 2025 Davis Cup Team 2nd Round Qualifier

o September 7th – 14th, 2025

o 14 Teams

o 2,000 Projected Room Nights

o Delray Beach Tennis Center

Event Site Visits

When trying to bring events to Palm Beach County, engaging event rights holders to conduct a site visit or familiarization tour is one of the most beneficial event development strategies. Site visits allow for an event owner to explore potential sports venues while experiencing Palm Beach County’s tourism assets,

such as hotels, restaurants, and attractions. Attached is a comprehensive list of the site visits that have been conducted in FY 25, and below is a breakdown of site visits conducted over the past month:

• April 2nd, 2025 - FIFA 2026 World Cup – Accommodations Team – Viewed PGA National Resort2026 FIFA World Cup Team Base Camp

• April 4th, 2025 - FIFA 2026 World Cup – Facilities Team Members – Viewed Florida Atlantic Stadium and Soccer Facilities – Team Base Camp

• April 8th, 2025 – Victory Event Series Lacrosse – Top Gun Shootout & Winter Showcase – National Polo Center and Beldi Polo Club

New Facility Spotlight – Beldi Polo Club – Victory Event Series Lacrosse Site Visit

The Palm Beach County Sports Commission is developming a partnership with Beldi Polo Club, a premier new multi-field polo facility located. With its expansive grounds and evergrowing amenities, Beldi Polo Club can serve as a versatile venue not only for elite polo tournaments but for a variety of sports disciplines including soccer, field hockey,and lacrosse The Sports Commission’s expertise in attracting regional, national, and international events will help maximize the facility’s year-round usage, drawing diverse audiences and boosting tourism The Sports Commission’s business development team recently brought the President as well as the Director of Operations from Victory Lacrosse Event Series to the new facility in hopes to bring two separate tournaments to the Palm Beaches. These tournaments are expected to bring in over 100 teams from across the U.S. during the fall and winter months.

State of The Sports Tourism Industry In Palm Beach County

The Palm Beach County Sports Commission provided an update on the sports tourism industry to tourism industry professionals and partners including hoteliers, facility operators, and event rights holders. It allowed the Commission to showcase the positive economic impact of sporting events, highlight recent successes, and demonstrate how sports tourism supports local hotels, restaurants, and businesses. These updates foster collaboration and alignment among tourism stakeholders, enabling them to better support future events and initiatives. Sharing insights on national trends and regional opportunities also helps local professionals understand how Palm Beach County fits into the broader sports tourism landscape. These types of events build stronger partnerships, encourages participation, and enhances strategic planning. By keeping tourism professionals informed and engaged, the Commission strengthens our role as a leader in driving visitation and economic growth through sports. Ultimately, these updates help maximize the value of sports tourism for the entire community and ensures sustained support for ongoing and future events.

New Event Development – Esports Activision Call of Duty League @ Eleanor Baldwin Gymnasium at Florida Atlantic University

The Palm Beach County Sports Commission brings first ever national Esports Tournament to Palm beach County. The Activision Call of Duty League Major III Tournament hosted by the Miami Heretics is taking place in Boca Raton from April 24-27, 2025. The Major III Tournament will be held at the Eleanor R. Baldwin Arena on the campus of Florida Atlantic University. The Palm Beach County Sports Commission is partnering with Misfits Gaming to bring the first-ever professional esports event to The Palm Beaches Call of Duty enthusiasts and fans have the opportunity to attend the Major III Tournament as it is one of four majors that take place throughout the entire season. Upwards of 5,000 fans are expected to attend the event, a majority from outside of the region.

The host of the Major III Tournament, the Miami Heretics, is a professional esports organization and one of the top-rated Call of Duty teams in the entire world. The Miami-based squad is one of 12 teams from across the United States and Canada that compete in the official Call of Duty League. The Major III will feature the host team as well as the other teams that earn spots by competing in the qualifying rounds before the tournament.

Palm Beach County Sports Commission Bid Calendar - FY25

Palm Beach County Sports Commission Bid Calendar - FY25

Palm Beach County Sports Commission Bid Calendar - FY25

Palm Beach County Sports Commission Bid Calendar - FY25

Palm Beach County Sports Commission Fam Tours with Event Rights

Holders

Palm Beach County Sports Commission

with

Palm Beach County Sports Commission

Fam Tours with Event Rights Holders

Communications-Digital Marketing

The Palm Beach County Sports Commission’s mission is to champion Palm Beach County as a premier sports tourism destination and the marketing department supports that mission through strategic communications, marketing, public relations, a plethora of digital media services, and more.

Stories written and published by the Sports Commission in February:

• The Palm Beaches to Host the 5th Annual Extreme Kayak Fishing Tournament

• AAU Karate Florida Gold Coast District Championship

• Major Esports Action Hits Boca Raton

• The Palm Beaches will host the 15th Annual International Gay Polo Tournament

Across all social media platforms that the Palm Beach County Sports Commission operates, these are the performance statistics for the month of November. In November 2024, our social media performance saw notable growth across key metrics compared to October 2024, emphasizing the effectiveness of increased content and engagement strategies.

Audience Growth:

o Total followers across platforms increased by 0.17% to 25,642.

Impressions (Reach):

o Total impressions from social media were 3,320

The top performing post:

Marketing & Promotions

Social Media Statistics

Campaign Implementation

In March, the Unrivaled In Every Way brand campaign for the Palm Beach County Sports Commission continued its rollout through the Sports Commission’s event partners including the James Hardie Pro Football Hall of Fame Invitational, The Palm Beaches Spartan Sprint, and the upcoming African American Golfers Hall of Fame.

The campaign showcases the Palm Beach County Sports Commission’s new slogan, "Unrivaled in Every Way," reinforcing the county’s status as a premier sports destination. Through on-site branding, digital promotions, and collaborative social media efforts, the campaign reached thousands of athletes, spectators, and sports enthusiasts.

The main advertisement (left) is used primarily in print publications such as program guides while the social media sized images (seen below) are distributed to event partners so they may circulate our messaging to expanded audiences for the Sports Commission.

Media Coverage Report

Palm Beach County Sports Commission | Compiled for Palm Beach County Sports Commission on 28 April 2025, 9:33am

Media types: Print Online TV Radio Magazine

Coverage by Media Type

Total mentions by media type over the selected coverage period.

Coverage Volume Timeline

16 items over 30 days

A breakdown of mentions by media type displayed over the selected coverage period.

Leading Media Outlets

Top 5 Media Groups over the selected coverage period.

Themes

The most frequently mentioned keywords found within the Mention Stream. Font size indicates the frequency of the keyword by volume.

Palm Beach County

Potential Audience Reach

1,733,849 over 30 days

Cumulative potential audience reach by media type for the selected coverage period.

Methodology

Syndications: Display of syndications is based on the report creator's selection to group or ungroup at the report creation stage.

Potential Audience Reach: Roy Morgan for Print and Magazines; Nielsen for Online; OzTam and Regional TAM for TV; GFK and Xtra Insights for Radio. To read more please click here.

Broadcast: Coverage volumes represent individual keyword matches.

Themes: Up to 30 keywords are displayed.

Mentions - sorted by time, descending

Syndicated Mentions have not been grouped for this report: Syndicated items will appear as individual items.

James Hardie Pro Football Hall of Fame Invitational to Bring PGA TOUR Champions, NFL Legends to The Palm Beaches

Sports Destination Management Online | 31 March 2025, 10:05am EDT

The Palm Beach County Sports Commission is proud to support the return of PGA TOUR Champions golf to The Palm Beaches with the inaugural James Hardie™ Pro Football Hall of Fame Invitational.

Keywords: Palm Beach County Sports Commission (3)

View Online Item Potential Audience: 8,827 | AVE: $25 | Media ID: ON3234952525

Shocking James Hardie Pro Football Hall of Fame Invitational Unveils New Twist

Gizmo Posts 24 | by Admin 29 March 2025, 8:01pm EDT

Growing Ice Hockey in Palm Beach County Palm Beach County Sports Commission Executive Director George Linley recently spoke with WPBF about the fastest growing sport in The Palm Beaches this year: hockey.

Keywords: Palm Beach County Sports Commission (2)

View Online Item Potential Audience: 707 | AVE: $6 | Media ID: ON3230705028

INAUGURAL BILLBONE OLYMPIC TRIATHLON ON APRIL 6

Aroundwellington | by Admin 28 March 2025, 2:52pm EDT

Cyclists are welcome to ride and meet the group at the Worth Avenue Clock Tower by 8:00 a.m. Out-of-county participants are encouraged to contact the Palm Beach County Sports Commission for information on hotel discounts and accommodations.

Keywords: Palm Beach County Sports Commission (1)

View Online Item

Potential Audience: 1,220 | AVE: $3 | Media ID: ON3228747575

The Palm Beaches to Host Development Player League (DPL) Soccer Showcase

Sports Destination Management Online | 26 March 2025, 11:31am EDT

The Palm Beach County Sports Commission’s successful bid will bring this national Development Player League (DPL) event to The Palm Beaches this March.

Keywords: Palm Beach County Sports Commission’s (1)

View Online Item Potential Audience: 8,827 | AVE: $13 | Media ID: ON3220112374

Palm Beaches Sprint 5K Hosted by Palm Beach County Sports Commission

HAPPENINGNEXT | 24 March 2025, 12:54am EDT

Palm Beaches Sprint 5K Hosted by Palm Beach County Sports Commission. Palm Beaches Sprint 5K Hosted by Palm Beach County Sports Commission happening at Sunset Cove Amphitheater, 20405 Amphitheater Cir, Boca Raton, FL 33498-4932, United States,Hamptons...

Keywords: Palm Beach County Sports Commission (3)

View Online Item Potential Audience: 70,472 | AVE: $101 | Media ID: ON3211159761

Palm Beach County to Host 2025 ITF World Tennis Masters Tour World Championships Presented by Baptist Health

Usta Florida | by Jaret Kappelman 19 March 2025, 10:00am EDT

“The Palm Beach County Sports Commission is proud to bring an international tennis event of this caliber to The Palm Beaches.

Keywords: Palm Beach County Sports Commission (3)

View Online Item Potential Audience: 9,386 | AVE: $27 | Media ID: ON3197629971

Commission recognizes 2025 HOF class and county awards

The Palm Beach Post | by By, Alexander Peterman, Palm Beach Post 18 March 2025, 12:00pm EDT

The Palm Beach County Sports Commission gathered for a night of celebration on Sunday evening, recognizing the career exploits of seven county legends across four...

Keywords: Palm Beach County Sports Commission (2), Palm beach County Sports Commission's (1) View in CisionOne

Potential Audience: 23,454 | AVE: $238 | Media ID: PR267542018

Commission recognizes 2025 HOF class and county awards

The Palm Beach Post | by Alexander Peterman, Palm Beach Post 18 March 2025, 12:00pm EDT

The Palm Beach County Sports Commission gathered for a night of celebration on Sunday evening, recognizing the career exploits of seven county legends across four...

Keywords: Palm Beach County Sports Commission (2), Palm beach County Sports Commission's (1) View in CisionOne

Potential Audience: 23,454 | AVE: $238 | Media ID: PR267537185

Palm Beach County Sports Commission recognizes 2025 Hall of Fame class, county awards

The Palm Beach Post | by Alexander Peterman, Palm Beach Post 17 March 2025, 12:14am EDT

Palm Beach County Sports Commission recognizes 2025 Hall of Fame class, county awards. The Palm Beach County Sports Commission gathered for a night of celebration...

Keywords: Palm Beach County Sports Commission (4), Palm beach County Sports Commission's (1) View in CisionOne

Potential Audience: 1,495,856 | AVE: $2,136 | Media ID: ON3188783249

WIOD-AM (Pembroke Pines) | 3 March 2025, 4:05am EST

...palm Beach is returning as a presenting sponsor for this year's cognizant Classic, in collaboration between the county's Tourist development Council, the palm Beach county Sports Commission, discover palm Beach as the county's tourism Marketing agency.

Keywords: palm Beach county Sports Commission (1)

View Radio Item

Media ID: RA2062673606

WFLA-AM (Clearwater) | 3 March 2025, 3:00am EST

The palm Beach is returning as a presenting sponsor for this year's Cognizant Classic and collaboration between the county's tours, develop Council, the Palm Beach County Sports Commission and discover Palm Beach as the county's tourism Marketing agency.

Keywords: Palm Beach County Sports Commission (1)

View Radio Item

WIOD-AM (Pembroke Pines) | 3 March 2025, 2:05am EST

ID: RA2062542198

...Beach is returning as a presenting sponsor for this year's cognizant classic and collaboration between the county's Tourist development Council, the palm Beach county Sports Commission, and discover palm Beach, the county's tourism Marketing agency.

Keywords: palm Beach county Sports Commission (1)

View Radio Item

WFLA-AM (Clearwater) | 3 March 2025, 1:00am EST

ID: RA2062439707

Palm Beach is returning as a presenting sponsor for this year's cognizant Classic, in collaboration between the county's Tourist development Council, the Palm Beach county Sports Commission, and cover. Palm Beach is the county's tourism Marketing agency.

Keywords: Palm Beach county Sports Commission (1)

View Radio Item Media ID: RA2062303156

WIOD-AM (Pembroke Pines) | 3 March 2025, 12:05am EST

...Beach, is returning as a presenting sponsor for this year's Cognizant Classic, in collaboration between the county's Tourist development Council, the Palm Beach County Sports Commission and discover Palm Beach as the county's tourism marketing agents.

Keywords: Palm Beach County Sports Commission (1)

View Radio Item Potential Audience: 40,200 | AVE: $324 | Media ID: RA2062200712

WFLA-AM (Clearwater) | 2 March 2025, 11:00pm EST

...Beach is returning as a presenting sponsor for this year's cognizant Classic, in collaboration between the county's Tourist development Council, the Palm Beach County Sports Commission, and discover palm Beach as the county's tourism Marketing agency.

Keywords: Palm Beach County Sports Commission (1)

View Radio Item Potential Audience: 74,900 | AVE: $603 | Media ID: RA2062061757

WFLA-AM (Clearwater) | 2 March 2025, 11:00pm EST

...Beach is returning as a presenting sponsor for this year's cognizant Classic, in collaboration between the county's Tourist development Council, the Palm Beach County Sports Commission, and discover palm Beach as the county's tourism Marketing agency.

Keywords: Palm Beach County Sports Commission (1)

View Radio Item Potential Audience: 74,900 | AVE: $603 | Media ID: RA2062061755

Palm Beach County Sports Commission

Marke ng Impressions

The Palm Beach County Sports Commission plays a pivotal role in promoting the significance of sports and recreational events in The Palm Beaches, thereby generating substantial marketing impressions. By attracting and hosting a diverse range of sporting events, the Sports Commission not only showcases the vibrant sports culture in Palm Beach County but also brings in athletes, fans, and media attention. These events create a wealth of marketing impressions, capturing the interest and enthusiasm of a broad audience. These impressions extend beyond the sporting events themselves, contributing to the county's economic development through increased tourism, local business exposure, and a boost to The Palm Beaches' reputation as a sporting destination. The Palm Beach County Sports Commission's commitment to showcasing the county's athletic prowess underscores its role in boosting marketing impressions.

Total Impressions this Period: 2,127,104

Impressions to date:

The Palm Beach County Sports Commission utilizes impression data to refine marketing strategy. By analyzing impressions from various promotional activities and events, insights are gained into which campaigns are resonating most with which target audience. This data-driven approach enables the effective allocation of resources, optimization of messaging, and overall enhancement of promotional efforts to attract more sports visitors to Palm Beach County.

When superstar athletes choose to live and play in The Palm Beaches, the cameras inevitably follow. From global ad campaigns to major league broadcasts, celebrity-driven production is surging across Palm Beach County.

In recent months, a wave of high-profile projects has been drawn to the area, driven by local legends who continue to shape culture, commerce, and community. Serena Williams filmed the viral “Mic Drop” spot for the 2025 Lincoln Navigator in downtown West Palm Beach. The commercial showcases the luxury vehicle and Williams’ iconic presence, helping drive national buzz. Venus Williams joined the action with a health-focused campaign for the walking app WeWard, encouraging active living with help from scenic local backdrops. Coco Gauff highlighted her hometown pride while promoting her signature shoe, the Coco Delray, New Balance commercial shot in Delray Beach.

premiered on ESPN to nearly a million viewers while Major League Baseball spring training included dozens of televised games from The Palm Beaches across several regional and national networks. According to ESPN, the West Palm Beach-based Houston Astros and Washington Nationals along with the Jupiter-based Miami Marlins and St. Louis Cardinals, averaged 378,000 viewers per game on its network, the highest preseason average since 2016 and a 29% jump from 2023. Meanwhile, the inaugural James Hardie Pro Football Hall of Fame Invitational took place at The Old Course at Broken Sound Club in Boca Raton and was broadcast on Golf Channel over three days.

A driving force behind Palm Beach County’s emergence as a film-friendly destination, County Administrator Verdenia Baker is retiring after 38 years of visionary leadership and steadfast support of the entertainment production industry. As Deputy County Administrator, she helped oversee the founding of the Film & Television Commission, setting the stage for decades of production growth.

Among her many contributions, Ms. Baker’s commitment to empowering future storytellers through initiatives like the The Palm Beaches Student Showcase of Films reflects her dedication to the County’s creative community. This year, she was honored with the first-ever Legacy Award at the 30th Annual Student Showcase of Films for her commitment to education and the arts. “We are where we are today because of Verdenia’s belief in the power of film to shape community and opportunity,” said Film Commissioner Michelle Hillery.

This May, Palm Beach County invites you to experience MOSAIC 2025 Month of Shows, Art, Ideas and Culture a county-wide celebration of creativity sponsored by the Cultural Council for Palm Beach County

Adding dimension to MOSAIC is the new ArtiGras Podcast, produced by the Cultural Council for Palm Beach County, now available on demand at ThePalmBeaches.TV. The video podcast features intimate conversations between host Sarah LaPierre and local artists, performers and cultural leaders. From May 1–31, visitors and locals can enjoy exclusive deals on performances, museums, and cultural attractions including those featured on The Palm Beaches TV, such as the Morikami Museum and Japanese Gardens, Ann Norton Sculpture Gardens, and the Spady Cultural Heritage Museum

THE PALM BEACHES GOES PRO: A-LIST ATHLETES SET THE STAGE

PBTV DEBUTS ARTIGRAS FOR MOSAIC 2025

BAKER WRAPS BLOCKBUSTER CAREER

CANNES DO! BRINGING PBC TO FRANCE

FLORIDA’S FILM SCENE TAKES THE STAGE

The Palm Beach County Film & Television Commission (FTC) is showcasing the region’s production power at the prestigious Cannes Film Festival, May 13–24. As part of the inaugural “Florida Day” on May 15, the state will be spotlighted in the Film USA Pavilion with two key panels. “Filming Florida: Crafting Stories in the Sunshine State” highlights the state’s cinematic diversity, infrastructure, and incentives, while a second panel features Film Commissioners Michelle Hillery, Sandy Lighterman, Tyler Martinolich, and Chad Newman discussing Florida’s on-the-ground advantages. Palm Beach County’s coastlines, locations, and streamlined permitting make it a standout. Meanwhile, Film Florida is hosting an special networking event where connections shine with industry pros. By representing PBC on the world stage, the FTC continues to elevate the County as a world-class production destination.

SNAPPING STILLS IN PALM BEACH COUNTY

Palm Beach County (PBC) continues to shine as a soughtafter backdrop for commercial still photography, offering stunning natural scenery, iconic architecture, and year-round sunshine. In the past year alone, brands like Adidas, Talbots, Ron Jon Surf Shop, Sports Illustrated, Bergdorf Goodman, and Veronica Beard have chosen The Palm Beaches to stage visually striking campaigns.

Last year, commercial still photography played a major role in tracking a record-breaking $253.6M in production spend throughout The Palm Beaches, accounting for nearly $27M of that total. The Palm Beach County Film & Television Commission supports these productions every step of the way through permitting and locations assistance. With its unmatched landscapes and expert production assistance, the County is poised to attract and welcome more commercial photography projects from all around the world.

Production Coordinator Alexis Oteng represented the Palm Beach County Film and Television Commission at the South Florida Film Forum at Mad Arts in Dania Beach. Presented by our Film Lauderdale neighbors, and in conjunction with the White Elephant Group Festival, the two-day event united South Florida’s film community through dynamic panels, screenings, art installations, and networking opportunities.

Film Florida, sponsor of the Forum, will have a presence at the Cannes Film Festival with a pavilion in May, followed by an industry event at the Tribeca Film Festival in June. These back-to-back appearances at festivals reflects Florida’s push to stay front and center in conversations around global production, incentives, and creative collaboration.

SUBTROPIC FLICKS TO SCREEN AT NORTON

Subtropic Film Festival is accepting submissions for a new lineup of seasonal film screenings at the Norton Museum of Art. Each month, from May through September, filmmakers have a chance to exhibit their unique stories for a celebration of diversity, creativity and storytelling through film. The Illuminations – Light & Space, series begins May 30 and is seeking films that explore light, space and material, inspired by Laddie John Dill and the Light and Space movement. Pride Visions follows on June 20, inviting LGBTQ+ films that celebrate identity and community. Different Abilities, Extraordinary Lives screens July 18, spotlighting stories about life with disabilities. Sunshine State Stories on August 15 invites Florida filmmakers to share work rooted in local culture and scenery. The seasonal screenings wrap September 19 with Mexican Heritage Celebration, honoring Mexican culture and the Mexican American experience.

POPPIN’ PBC

What’s Poppin’ PBC? is back! Season 3 premiered on WSFL-TV, and host Kitty Lundan took viewers on a journey through the different seasons in The Palm Beaches for its “Poppin’ Events in PBC” episode adventure began at the annual KidsFit Jamathon, a high-energy summer event at the South Florida Fairgrounds that encourages kids to stay active and healthy through music and movement. As the seasons shift, Kitty walked into spooky fall fun with a behind-the-scenes look at haunted houses, also at the Fairgrounds. Then, she hit the runway for a show hosted by local fashion house Neesha’s Finest Fashion Inc., which raises awareness for sickle cell disease and supports survivors. The episode concludes at Winterfest in Wellington, a holiday event sponsored by Joe DiMaggio Children’s Health and organized with the Chamber. The highlight? A headline performance by music icon, philanthropist, and TV personality Vanilla Ice

Relive these moments and stream this episode, along with all the What’s Poppin PBC? episodes, on demand at

KITTY LUNDAN UNWRAPS SEASONAL FUN IN SEASON 3 PREMIERE OF WHAT’S

FOCUS ON FILM

DRAFTKINGS KNOWS WHERE TO FILM ‘EM ‘SWEDE FEST’ SHOWS GOOD, BAD FILMS

DraftKings recently brought their high stakes energy to Palm Beach County for a commercial shoot at the scenic Osprey Point Golf Course and a parking lot at Sunset Cove Amphitheater in Boca Raton. Both locations were featured in their latest multimillion-dollar responsible gaming campaign that riffs on Kenny Roger’s classic song “The Gambler.”

The spot highlights the thrill of sports betting against the lush, backdrop of one of the areas top-rated public golf courses. A standout moment in the shoot features a live alligator on the green an unforgettable visual that was safely coordinated by the Palm Beach County Film and Television Commission in partnership with Osprey Point staff to ensure smooth and responsible filming. This element added Florida flair to the production while showcasing the county’s capability to accommodate creative requests with professionalism and care.

THE HITMEN ON AMAZON PRIME VIDEO

South Florida-based Meta4 Creative Media, in collaboration with Alexandra Bello Productions, released The Hitmen on Prime Video.

The crime-comedy, which debuted at a sold-out red carpet event in Coconut Creek, follows two mob enforcers whose routine job takes a wild turn when they’re left babysitting their boss’s infant only to be tasked with a much darker assignment.

Real-life law enforcement officers Anthony N. Galizia Sr. and Danny Klapadoras star, bringing authenticity to this sharp, chaotic tale. Shot across Palm Beach County, the film is a milestone for the West Palm Beach-based Meta4, which has longterm plans to develop a state-of-the-art studio facility in the County. Learn more about Meta4 Creative Media in our press release and stream The Hitmen now here

Swede Fest Palm Beach 2025 delivered an unforgettable evening on March 28 at the Lake Worth Playhouse Hundreds of filmmakers and fans gathered to enjoy 27 hilarious “bad movies by good people.” The annual event celebrated its 10th anniversary with lots of laughter and community spirit.

Joshua Rager’s Rocky earned the Best of the Fest 2025 award. Christopher and Daniele Notarnicola’s Alien received the 10Year Anniversary Best of the Fest honor. Event producer Elizabeth shared her excitement for the milestone celebration, saying, “Swede Fest Palm Beach was truly a celebration. It was incredible to rewatch the staggering creativity of our local film fans and movie makers from the past 10 years. It was the ultimate gathering of professional and amateur filmmakers. The Film Society exists to encourage and celebrate the art of filmmaking, to connect other filmmakers together and to enjoy the end results.”

EXPLORING THE PALM BEACHES BY FILM

Discover The Palm Beaches, in collaboration with the PalmBeachCounty Film and Television Commission, recently hosted a national travel media FAM tour, showcasing the County’s cinematic appeal. Film Commissioner Michelle Hillery welcomed writers from Travel + Leisure, Architectural Digest, and other magazines to talk about locations featured in popular films and TV shows that make The Palm Beaches a must-visit destination for travelers. The tour spotlighted locations from Apple TV’s Palm Royale and Netflix’s Polo, while also showcasing The Palm Beaches’ star power with sites from Baywatch, Caddyshack, Marley & Me, Parker, Body Heat, and Bad Boys II A 2013 Visit Florida study found that 23% of domestic visitors cited a film or TV show as a key reason for choosing the state.

LOCAL SHOWS PRODUCED BY AA VIDEO HIT DESTINATION AMERICA, REACHING 80 MILLION

This month, Destination America premieres the first season of Kids Quest in The Palm Beaches and the sixth season of Passport to The Palm Beaches, reaching nearly 80 million viewers. Both shows are produced by local company AA Video, led by Jeff Aderman. Host Isaac Nelson takes kids and families on fun, educational adventures in Kids Quest from Lagoon Fest and Zoo Lights to the Strawberry Festival, exploring the Cox Science Center, Jupiter Ridge wildlife, and even teeing off at PopStroke. Kids Quest debuts Saturday, May 3 at 7:30 a.m., with new episodes airing May 10 and 17. PassporttoThePalmBeaches returns May 24 at 7:30 a.m., with weekly episodes through June 28. Host Jacqueline Journey guides viewers through themed stories capturing the spirit of Palm Beach County, from haunted history to creativity and inspiration. Catch past episodes on demand at ThePalmBeaches.TV.

FILM FLASHBACK BURT REYNOLDS: THE LAST INTERVIEW

Burt Reynolds: The Last Interview is a feature-length documentary offering an unfiltered, unscripted and deeply personal conversation with Hollywood legend Burt Reynolds, which was recorded shortly before his passing in 2018. Directed by Rick Pamplin, the film reveals an intimate portrait of Reynolds his career highs, personal passions and the life lessons he cherished. The documentary also includes a special Q&A with Academy Award-winning filmmaker Quentin Tarantino, who reflects on his relationship with Reynolds and the actor’s intended role in Once Upon a Time in Hollywood. Critically acclaimed, The Last Interview holds a 100% rating on Rotten Tomatoes and an 8.7/10 on IMDb. The feature is also available to stream on platforms including Electric Now and Vimeo On Demand, and has expanded to international airlines and global markets.

LOCATION SPOTLIGHT BOARDWALKS & PIERS IN PBC

From sweeping drone shots of crashing waves to cinematic golden-hour strolls, boardwalks and piers offer a ready-made blend of atmosphere, drama and beauty.

The Juno Beach Pier stretches 990 feet into the Atlantic Ocean. With clean lines, symmetry, and unobstructed ocean vistas, establishing shots or slowmotion sequences are a breeze. Plus, the area around the pier offers built-in variety: surf shops, palmlined streets and beach access all within walking distance.

A coastal town with a retro atmosphere is found at Lake Worth Beach Pier The Casino Building and beachfront cafes add layers of character with second story patios that provide interesting camera positions.

Looking for wild Florida? You’ll find it at Ocean Ridge Hammock Park, with a boardwalk that snakes through lush sea grapes and tropical foliage before opening to a quiet stretch of sand. It’s perfect to capture isolation, mystery, or the rawness of nature without distractions from commercial development.

Coastal corridors deliver more than nice views they offer diverse cinematic backdrops that range from sun-drenched serenity to stormy suspense. Find a coastal location for your production by visiting the FTC’s locations database here

EDUCATION CORNER WINNERS ANNOUNCED AT THE 3OTH SSOF

The Palm Beaches Student Showcase of Films welcomed a full house of over 650 students, teachers, and state dignitaries on April 25 at the Maltz Jupiter Theatre Florida’s largest student film competition celebrated its milestone 30th year with pearl-inspired theme, featuring a dazzling white-carpet preshow and inspiring live awards ceremony. Local news outlets and other media captured interviews and behind-the -scenes moments with student filmmakers. Frank Licari, host of the 3X Emmy-nominated PBS series On The Town in The Palm Beaches, opened the show with a tribute to past finalists, highlighting “Where They Are Now.”

A total of 85 schools from across the state submitted a recordbreaking 617 entries, judged by 54 industry professionals from around the world. Nineteen awards and over $30,000 in scholarships and prizes were presented. Highlights included the Burt Reynolds Scholarship, the first-ever Legacy Award to County Administrator Verdenia Baker, and appearances by Vanilla Ice, DJ Newmark, Kitty Lundan, Jevon White and Oscar-nominated producer Chad Renfro

For the full list of winners and event photos, visit pbfilm.com/ press-releases. For updates on the 2026 Student Showcase of Films, stay connected by following @StudentShowcaseOfFilms on Facebook and @StudentFilmsFL on Instagram and X

Production Activity Report

For March 2025

Variance Explanations

Percentage change variances of ± 10% in performance statistics are explained in this section

1. Hotel Room Nights: A 62% YTD increase in Hotel Room Nights suggests a continued positive trend for visiting production companies doing business in The Palm Beaches. A new reality series that is shooting throughout Palm Beach County reported a one-time influx of 720 hotel room nights, which significantly boosted the YTD percentage in this category. While we anticipate a softening in the YTD totals in the coming months, we still anticipate seeing gains over the previous year. Notable productions contributing to hotel stays so far in 2025, in addition to the reality show, include Frontgate Marketing Inc. (West Chester, OH), Minus L Productions (Glen Ridge, FL), Mekka Media LLC (New York, NY), and TNBT Productions Inc. (Toronto, Canada).

2. Production Days: The 10% increase in production days is largely attributed to a new reality series that filmed nearly every day throughout the month of March. This production utilized two separate units operating simultaneously across various locations in the County, including both public spaces and private properties. The extended duration and scale of this project significantly contributed to the YTD variance and also aligns with the uptick seen in Total Productions.

3. Total Productions: The 28% year-over-year increase in Total Productions is driven by a sharp rise in permitted projects: 130 issued in 2025, compared to 74 last year. A key factor is the new reality series, which generated 29 permits in the first three months of the year, accounting for nearly a quarter of all activity. January also set a record with 51 permits issued, the highest in any single month, thanks to high-impact productions like national commercials for DraftKings, Mekka Media, LLC, and digital content from Mr. Beast. These projects have helped secure a strong first quarter for production in 2025.

4. Total Leads: The 23% YTD decline in Total Leads reflects an 11-point improvement over the last month. The decrease is largely due to the typical post-wrap slowdown following several FTC/PBTV-sponsored productions, with many of those leads already converting last year. Nevertheless, staff continues to proactively generate leads for WFLX FOX 29’s South Florida Daily. A new wave of PBTV-related activity is expected this summer as additional PBTV shows are set to receive approval during upcoming sponsorship meetings. With this anticipated influx in Q3 and Q4, Total Leads are expected to meet or exceed annual performance targets.

5. Lead Responses: A 23% decrease in lead responses corresponds with the overall slowdown in lead volume.

6. Lead Conversions: The 37% year-over-year decline in lead conversions reflects the overall reduction in Total Leads and a natural shift in demand. In 2024, a high volume of leads supported the inaugural season of WFLX’s South Florida Daily, which now requires less direct input in its second year. Despite this, staff continues to actively track opportunities to generate new leads for WFLX and other production partners. So far, 33 of 55 leads have converted into production business in Palm Beach County, yielding a strong 60% conversion rate. With a new slate of content for The Palm Beaches TV set to be approved this summer, staff expects an increase in both lead generation and conversions in the coming months.

7. Website Unique Visitors: A 47% increase in website traffic highlights the effectiveness of the FTC’s digital marketing initiatives. The recent surge in online engagement suggests that outreach efforts, including targeted advertising and social media campaigns, are successfully driving more traffic to the FTC and PBTV websites.

March 2025 Permits & Shot No Permits

Exterior / Interior of Cast Home200 NE 3rd Ct. Boca Raton, FL 33432

Walk & Talk scene from Cast Home, down Mizner Blvd. to Deluca's Chophouse Deluca's Chophouse - 499 S Federal Hwy, Boca Raton, FL

Smoke Inn Boynton Beach 1030 Gateway Blvd, Boynton Beach, FL 33426

Nancy M. Graham Centennial Square / Surrounding Area

150 N Clematis St, West Palm Beach, FL 33401

Clematis Splash Park

100 Clematis St, West Palm Beach, FL 33401

Fern Street Chess Park / Surround Area

402 S Dixie Hwy, West Palm Beach, FL 33403

South Flagler Dr. / Fern St. to 7th St.

Clematis St. - Rosemary Ave. to Narcissus Ave.

Red Reef Park & Beach - 1400 N Ocean Blvd, Boca Raton, FL 33432

E. Atlantic Ave - 2nd Ave to Jimmy Buffett Memorial Hwy Veterans Park - 802 NE 1st St, Delray Beach, FL 33483

25-091 3 Seersucker LLC Los Angeles, CA

Nancy M. Graham Centennial Square / Surrounding Area

150 N Clematis St, West Palm Beach, FL 33401

Clematis Splash Park

100 Clematis St, West Palm Beach, FL 33401

Fern Street Chess Park / Surround Area

402 S Dixie Hwy, West Palm Beach, FL 33403

South Flagler Dr. / Fern St. to 7th St.

Clematis St. - Rosemary Ave. to Narcissus Ave.

Red Reef Park & Beach - 1400 N

Ocean Blvd, Boca Raton, FL 33432

E. Atlantic Ave - 2nd Ave to Jimmy Buffett Memorial Hwy Veterans Park - 802 NE 1st St, Delray Beach, FL 33483

Nancy M. Graham Centennial Square / Surrounding Area

150 N Clematis St, West Palm Beach, FL 33401

Clematis Splash Park

100 Clematis St, West Palm Beach, FL 33401

Fern Street Chess Park / Surround Area

402 S Dixie Hwy, West Palm Beach, FL 33403

South Flagler Dr. / Fern St. to 7th St.

Clematis St. - Rosemary Ave. to Narcissus Ave.

Red Reef Park & Beach - 1400 N

Ocean Blvd, Boca Raton, FL 33432

E. Atlantic Ave - 2nd Ave to Jimmy Buffett Memorial Hwy

25-092 3 Seersucker LLC Los Angeles, CA

25-093 3 Seersucker LLC Los Angeles, CA

Veterans Park - 802 NE 1st St, Delray Beach, FL 33483

Nancy M. Graham Centennial Square / Surrounding Area

150 N Clematis St, West Palm Beach, FL 33401

Clematis Splash Park

100 Clematis St, West Palm Beach, FL 33401

Fern Street Chess Park / Surround Area

402 S Dixie Hwy, West Palm Beach, FL 33403

South Flagler Dr. / Fern St. to 7th St.

Clematis St. - Rosemary Ave. to Narcissus Ave.

Red Reef Park & Beach - 1400 N Ocean Blvd, Boca Raton, FL 33432

E. Atlantic Ave - 2nd Ave to Jimmy Buffett Memorial Hwy

Veterans Park - 802 NE 1st St, Delray Beach, FL 33483

Villas at Tuttle

25-094 3 Seersucker LLC Los Angeles, CA

Nancy M. Graham Centennial Square / Surrounding Area

150 N Clematis St, West Palm Beach, FL 33401

Clematis Splash Park

100 Clematis St, West Palm Beach, FL 33401

Fern Street Chess Park / Surround Area

402 S Dixie Hwy, West Palm Beach, FL 33403

South Flagler Dr. / Fern St. to 7th St.

Clematis St. - Rosemary Ave. to Narcissus Ave.

Red Reef Park & Beach - 1400 N

Ocean Blvd, Boca Raton, FL 33432

E. Atlantic Ave - 2nd Ave to Jimmy Buffett Memorial Hwy Veterans Park - 802 NE 1st St, Delray Beach, FL 33483

Nancy M. Graham Centennial Square / Surrounding Area

150 N Clematis St, West Palm Beach, FL 33401

Clematis Splash Park

100 Clematis St, West Palm Beach, FL 33401

Fern Street Chess Park / Surround Area

402 S Dixie Hwy, West Palm Beach, FL 33403

South Flagler Dr. / Fern St. to 7th St.

Clematis St. - Rosemary Ave. to Narcissus Ave.

Red Reef Park & Beach - 1400 N

Ocean Blvd, Boca Raton, FL 33432

E. Atlantic Ave - 2nd Ave to Jimmy Buffett Memorial Hwy

25-095 3 Seersucker LLC Los Angeles, CA

25-096 3 Seersucker LLC Los Angeles, CA

Veterans Park - 802 NE 1st St, Delray Beach, FL 33483

Nancy M. Graham Centennial Square / Surrounding Area

150 N Clematis St, West Palm Beach, FL 33401

Clematis Splash Park

100 Clematis St, West Palm Beach, FL 33401

Fern Street Chess Park / Surround Area

402 S Dixie Hwy, West Palm Beach, FL 33403

South Flagler Dr. / Fern St. to 7th St.

Clematis St. - Rosemary Ave. to Narcissus Ave.

Red Reef Park & Beach - 1400 N Ocean Blvd, Boca Raton, FL 33432

E. Atlantic Ave - 2nd Ave to Jimmy Buffett Memorial Hwy

Veterans Park - 802 NE 1st St, Delray Beach, FL 33483

Villas at Tuttle

25-097 3 ` Los Angeles, CA

Nancy M. Graham Centennial Square / Surrounding Area

150 N Clematis St, West Palm Beach, FL 33401

Clematis Splash Park

100 Clematis St, West Palm Beach, FL 33401

Fern Street Chess Park / Surround Area

402 S Dixie Hwy, West Palm Beach, FL 33403

South Flagler Dr. / Fern St. to 7th St.

Clematis St. - Rosemary Ave. to Narcissus Ave.

Red Reef Park & Beach - 1400 N Ocean Blvd, Boca Raton, FL 33432

E. Atlantic Ave - 2nd Ave to Jimmy Buffett Memorial Hwy Veterans Park - 802 NE 1st St, Delray Beach, FL 33483

1341 S State Rd 7, Wellington, FL 33414 (Drone Launch Point) US-441/SR-7 at 17 STREET (broll on sticks)

25-098 3 ITV America Stamford, FL

1600 S Dixie HwyLake Worth Beach, FL 33460 (broll on sticks) Worst Ex Ever

Austintatious

Clematis St all the way down to S Flager Dr West Palm Beach

Buffet Highway - From Ponce de Leon crossing Boca Raton Inlet, to E. Palmetto

Mizner Park – Down the Plaza Road – 590 W Plaza Real to E Plaza Real Boca Raton

E Camino Real starting from S Federal Hwy to the Bridge Boca Raton

E Atlantic Ave Delray Beach starting NE 6th Ave to S Ocean Blvd

Clematis St all the way down to S Flager Dr West Palm Beach Jimmy Buffet Highway - From Ponce de Leon crossing Boca Raton Inlet, to E. Palmetto Park. Rd.

E Camino Real starting from S Federal Hwy to the Bridge Boca Raton

E Atlantic Ave Delray Beach starting NE 6th Ave to S Ocean Blvd

Clematis St all the way down to S Flager Dr West Palm Beach Jimmy Buffet Highway - From Ponce de Leon crossing Boca Raton Inlet, to E. Palmetto Park. Rd.

Permits & Shot No Permits Totals

S = Tourism Branding Content Sponsorship Program (TDC Funded)

NOTE: Production Revenue is reported once with the first Permit/Shot No Permit of each Sponsorship Project.

*The Honda Classic numbers are a percentage of the total economic impact projected. We are waiting to receive actual numbers from the Sports Commission.

March 2025

Palm Beach Convention Center

OPERATIONS ANALYSIS REPORT-BUDGET COMPARISON For the Six Months Ending March 2025

REVENUE

REVENUE

OPERATING EXPENSES

Palm Beach Convention Center

FINANCIAL OPERATIONS ANALYSIS REPORT-PRIOR YEAR COMPARISON For the Six Months Ending March 2025

TDC Marketing Report – May 2025

Social

Media Followers

Facebook - 8,909 (March) to 8,892 (April)

Instagram –

LinkedIn - 1,098 (March) to 1,117 (April)

Social Media

Instagram Monthly Total – DON’T HAVE ACCESS

Interactions –ImpressionsReach –

Generate Profile Visits -

Facebook Monthly Total

Interactions – 50 (March) to 57 (April)

Views – 6,114 (March) to 4,088 (April)

Post Reach –77,210 (March) to 47,526 (April)

LinkedIn

Profile Views - 89 (March) to 91 (April)

Reached – 113 (March) to 672 (April)

Engagements - 118 (March) to 119 (April)

Impressions - 5,768 (March) to 3,686 (April)

Connections - 752 (March) to 761 (April)

WIFI Analytics - Purple

Engagement Overview

Placer AI

Media

Trump Encourages Christians to Vote; Media Misquotes Him - The New American [google.com]

The New American West Palm Beach Convention Center. The president's speech has been misquoted and mangled by mainstream media and social media alike, falsely

Trump's 'no need to vote' comment disturbing - MinnPost [google.com]

MinnPost Former President Donald Trump speaking at the Turning Point USA Believers' Summit at the Palm Beach County Convention Center on July 26. Credit:

Palm Beach's Emanuel Perry Named in South Florida Business Journal's - Hoodline [google.com]

Hoodline Palm Beach County Convention Center. What is this? Report Ad. As reported by The South Florida Business Journal, Perry's achievements extend beyond

Making Connections will be the focus at the ACTRIMS Forum 2025 - Newswise [google.com] Newswise ... Palm Beach County Convention Center and the Hilton West Palm Beach in Florida. The ACTRIMS Forum 2025 will bring together leading scientists and

Trump tells Christians 'we'll have it fixed so good you won't have to vote' in 2028 - FOX 5 DC [google.com] FOX 5 DC Palm Beach Convention Center on July 26, 2024 in West Palm Beach, Florida. Trump had earlier met with Israeli Prime M. Expand. U.S.-Israeli

Trump explains Christians 'won't have to vote again' comments - Fox 29 [google.com]

Fox 29 Palm Beach Convention Center on July 26, 2024 in West Palm Beach, Florida. (Photo by Joe Raedle/Getty Images). Laura Ingraham interview. In the

Trump says Democrats are 'after Catholics,' calls out Harris for her criticism of Knights of Columbus [google.com] Catholic News Agency Palm Beach Convention Center on July 26, 2024, in West Palm Beach, Florida. | Credit: Joe Raedle/Getty Images. Tyler Arnold. By Tyler Arnold

J&R Restoration to Exhibit and Sponsor Lunch at Palm Beach Condo & HOA Expo on April 22nd [google.com] Yahoo Finance Palm Beach County Convention Center. This premier one-day event is expected to draw over 1200 registered attendees, including community

Somfy North America to Exhibit at IWCE 2025 - CEPRO [google.com]

CE Pro Palm Beach County Convention Center in West Palm Beach, Florida. Somfy's newest product is the Top-Down Bottom-Up 45 WireFree Zigbee motor, a

Pro-Israel evangelical leader calls on Trump to tariff Tucker Carlson for pro-Iran post [google.com]

The Jerusalem Post Palm Beach County Convention Center in West Palm Beach, Florida. (photo credit: Flickr/Gage Skidmore). Pro-Israel activist and evangelical leader

The 5th Annual Autism in Black Conference Kicks Off Tomorrow - CBS 4 [google.com]

CBS 4 Palm Beach Convention Center and virtual participants from around the globe for three transformative days of learning, connection, and empowerment

Dana White reveals 'coolest things' from Trump and Bill Maher's meeting at White House [google.com] MEAWW News is one step destination for Politics, Celebrity, Crime, Sports & More

... Palm Beach Convention Center on November 6, 2024, in West Palm Beach, Florida (Win McNamee/Getty Images). Dana White reflects on Donald Trump's

Birthday Wish: Trump Administration Seeking Military Parade For Birthday, Army Anniversary –IJR [google.com] Independent Journal Review Palm Beach Convention Center on June 14, 2024, in West Palm Beach, Florida. Trump celebrated his 78th birthday during the event. (Photo by Joe

April 2025 Project Status Report

Department of Environmental Resources Management

Commissioner Powell Visits Winding Waters Natural Area: ERM had the pleasure of conducting a tour of Winding Waters Natural Area for County Commissioner Bobby Powell Jr (District 7) and his staff. Biologists gave the Commissioner an overview of the successful restoration work that occurred at Winding Waters and how the Palm Beach County Natural Areas system has become a much needed oasis for wildlife and the 500,000+ residents and tourists that visit the natural areas every year

BONEFISH COVE RESTORATION UPDATE

Safety Council Award: Staff attended the Safety Council of Palm Beach County’s annual Safety Awards Luncheon where Katelyn Armstrong, the Department’s Reef Coordinator and Dive Safety Officer, received a special recognition award for improving safety within the department’s dive program Since coming into this position in 2021, Katelyn has introduced biennial swim and dive skills assessments for all ERM SCUBA divers, purchased an automated external defibrillator (AED) for diverelated field days along with the appropriate AED staff training, and most recently added a section to the County’s dive log to document diver and crew health conditions prior to and during dive-related fieldwork. Thank you, Katelyn, for keeping ERM divers safe!

COMMISSIONER POWELL VISITS WINDING WATERS NATURAL AREA

Bonefish Cove Restoration Update: Progress continues on the construction of Bonefish Cove in Lake Worth Lagoon The project is comprised of 2 sections, north and south, with each section including one island with a bird nesting mound, multiple oyster reefs, a submerged seagrass shelf and red mangrove habitat. The north island is nearing completion. Limestone rock is being delivered to build the oyster reef and breakwaters, and sand is being placed to form the submerged seagrass shelf The southern section is following just behind, with sand placement ongoing and rock to follow for the creation of the breakwaters and oyster reefs. When completed, the project will improve water quality and provide critical habitat for threatened shorebirds and protected native mangroves

COUNCIL AWARD

Palm Beach County Board of County Commissioners

Maria G. Marino, Mayor, Sara Baxter, Vice Mayor, Gregg K. Weiss, Joel G. Flores, Marci Woodward, Maria Sachs, Bobby Powell Jr.

SAFETY

Students Create and Install Seabird Decoys: Three students from Pine Crest Middle School partnered with the Florida Fish and Wildlife Commission and ERM staff to create and install seabird decoys on the Tarpon Cove Islands in the Lake Worth Lagoon The students designed and created ten Least Tern and seven Black Skimmer decoys The goal of the decoys is to encourage nesting of these state threatened seabird species on the restored islands this season. The students are part of the school’s Technology Student Association (TSA), a national organization that engages students in science, technology, engineering, and mathematics They took 2nd Place in the State TSA competition for Community Service projects and are preparing for the National TSA Competition in June. We hope the collaboration will result in a productive seabird nesting season!

VIRTUAL FIELD TRIP TO LOXAHATCHEE SLOUGH NATURAL AREA

Orchid Research at Natural Areas: Staff hosted orchid researchers from Northwestern University, Chicago Botanical Garden, and Pine Jog Orchid Lab at various Palm Beach County Natural Areas. The researchers are studying the fungus required for orchid seed germination

The group was able to obtain fungi samples from different populations of terrestrial and epiphytic orchids found in the Natural Areas

STUDENTS CREATE AND INSTALL SEABIRD DECOYS

Virtual Field Trip to Loxahatchee Slough Natural Area: The final Virtual Live Fieldtrip of the year virtually took more than 90 students through a cypress swamp at Loxahatchee Slough Natural Area. Special guest Brittany Gardiner, a 7th grade Life Science teacher at Bak Middle School of the Arts, joined staff on the exploration of the wetlands Students learned about the unique plants and animals that call this place home, from towering cypress trees and carnivorous plants to majestic snail kites and transforming dragonflies With the help of minnow traps and plastic cubes, students were introduced to several underwater residents including fish, crayfish, shrimp and two types of giant salamanders – two-toed amphiuma and greater siren

UPCOMING ERM EVENTS

May 3: INVASIVE WEED PULL FOR KIDS (ASL FRIENDLY) at Winding Waters Natural Area

May 10: WILDLIFE TRACKING at Hypoluxo Scrub Natural Area

May 17: BIRDING W/O BINOX at Pondhawk Natural Area

May 21: RUNNING WILD – 3.6 MILE RUN at Yamato Scrub Natural Area

May 24: NATURE SCAVENGER HUNT at Yamato Scrub Natural Area

May 29: INVASIVE WEED PULL at Pine Glades Natural Area

Palm Beach County Board of County Commissioners

Maria G. Marino, Mayor, Sara Baxter, Vice Mayor, Gregg K. Weiss, Joel G. Flores, Marci Woodward, Maria Sachs, Bobby Powell Jr.

PALM BEACH INTERNATIONAL AIRPORT

TRAFFIC

REPORT for the period ended March 2025

(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

PALM BEACH INTERNATIONAL AIRPORT

ENPLANEMENT TRAFFIC REPORT for the period ended March 2025 Airline

PALM BEACH INTERNATIONAL AIRPORT

TRAFFIC REPORT

for the period ended March 2025

Change in Enplanements by Airline

AIRPORTS COUNCIL INTERNATIONAL

Monthly Airport Traffic Statistics

West Palm Beach, Florida, United States of America Palm Beach International Airport for the period ended March 2025

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

CONTRACT TRACKING REPORT

SUBCONTRACTS OVER

DPBC Wellcoming, LLC $1,500,000, $500,000 11/8/23 12/31/26 R2024 1302 annually, pd in installments

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

DPBC-Simpleview, LLC Web Based Services R2022-0636 $106,012 annually, pd monthly at $8,834.33.

10/1/23 9/30/23 9/30/24 4-1 yr renewals 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

initial 2yr agreement with 2 additional 2yr. renewals

DPBC-Zimmerman Agency LLC R2018-1120 Public Relations

@ $16,000 mo. optional services not to

(1) 2-yr renewal one (1) 1-yr renewal with ext. for COVID exceed $58,000 for a total R2021-0160 of $250,000

Culture-Push, Inc.

Marketing Services $201,000 annual fee not to 10/1/21

1 yr. with 2, 2yr. renewals (R2021-0401) (R2022-0788) (R2024-1155) exceed $300,000 including travel and other out-of-pocket

DPBC-Professional $223,160 10/1/23 9/30/24 Convention Management Association (PCMA) (sole Source)R2024-0831

DPBC-Brand USA

Transparent Media $663,075

Partners R2024-0601

CONVENTION CENTER

CC-F&B Oakview Group (OVG)

(2022-0948)

DPBC - FOREIGN MARKETING

DPBC-Vox International, Inc. $92,125 annually 10/1/24 2/30/27 (Canada) Not to exceed $276,375

DPBC-LMG

Not to exceed $288,000 (Germany)

DPBC - ARIAREPS (Colombia)

$85,500 annually 10/1/24 9/30/27

Not to exceed $256,500 (Brazil)

$18,000 annually Not to exceed $103,000 10/1/24 9/30/27

DPBC – Fauhaber

DPBC – MMGY

6. NEW BUSINESS

Palm Beach County Sporst Commission

1. Palm Beach County Sports Commission FY24 Audit Report

OVG Hospitality Management

2. OVG Hospitality FY24 Audit Report

3. OVG Mangement FY24 Audit Report

Discover The Palm Beaches

4. Discover The Palm Beaches FY24 Audit Report

Cultural Council for Palm Beach County

5. Cultural Council of Palm Beach County FY24 Audit Report

Palm Beach County Film & Television Commission

6. Palm

Palm Beach County Sports Commission

Mark Escoffery, P.A.

8645 N. Military Trail

Suite 503

Palm Beach Gardens, FL 33410

March 20, 2025

Palm Beach County Sports Commission, Inc. 2195 Southern Boulevard, Suite 550 West Palm Beach, FL 33406

We have audited the financial statements of Palm Beach County Sports Commission, Inc. for the year ended September 30, 2024, and have issued our report thereon dated March 17, 2025. Professional standards require that we provide you with information about our responsibilities under generally accepted auditing standards, as well as certain information related to the planned scope and timing of our audit. We have communicated such information in our engagement letter dated October 24, 2023. Professional standards also require that we communicate to you the following information related to our audit.

Qualitative Aspects of Accounting Practices,

You are responsible for the selection and use of appropriate accounting policies. The significant accounting policies used by Palm Beach County Sports Commission Inc. are described in Note 1 to the financial statements. No new accounting policies were adopted, and the application of existing policies was not changed during the year. We noted no transactions entered into by the Company during the year for which there is a lack of authoritative guidance or consensus. All significant transactions have been recognized in the financial statements in the proper period.

Accounting estimates are an integral part of the financial statements and are based on your knowledge and experience about past and current events and assumptions about future events. Certain accounting estimates are particularly sensitive because of their significance to the financial statements and because of the possibility that future events affecting them may differ significantly from those expected. The most sensitive estimate affecting the financial statements was:

Your estimate of the allocation of functional expenses is based on time and effort observed and measured by management. We evaluated the key factors and assumptions used to develop the allocation of expenses tin determining that it is reasonable in relation to the financial statements taken as a whole.

There were no other financial statement disclosures which are particularly sensitive because of their significance to financial statement users.

The financial statement disclosures are neutral, consistent, and clear.

Difficulties Encountered in Performing the Audit

We encountered no significant difficulties in performing and completing our audit.

Uncorrected Misstatements

Professional standards require us to accumulate all misstatements identified during the audit, other than those that are clearly trivial, and communicate them to the appropriate level of management. We did not find any misstatements.

Disagreements with Management

For purposes of this letter, a disagreement with management is a financial accounting, reporting, or auditing matter, whether resolved to our satisfaction, that could be significant to the financial statements or the auditor’s report. We are pleased to report that no such disagreements arose during our audit.

Other Audit Findings or Issues

There were no other audit findings or issues.

Other Matters

This information is intended solely for the use of Palm Beach County Sports Commission, Inc. and those charged with governance and is not intended to be, and should not be, used by anyone other than these specified parties.

Very truly yours,

Mark Escoffery, P.A.

INDEPENDENT AUDITOR’S REPORT AND FINANCIAL STATEMENTS

FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

PALM BEACH COUNTY SPORTS COMMISSION, INC.

PALM BEACH COUNTY SPORTS COMMISSION, INC.

8645 N. Military Trail

Suite 503

Palm Beach Gardens, FL 33410

Mark Escoffery, P.A.

Certified Public Accountant

INDEPENDENT AUDITOR’S REPORT

To The Board of Directors

Palm Beach County Sports Commission, Inc.

West Palm Beach, Florida

Opinion

I have audited the accompanying Financial Statements of Palm Beach County Sports Commission, Inc., (‘the Organization”) (a not-for-profit organization) which comprise the Statements of Financial Position as of September 30, 2024 and 2023, and the related Statements of Activities, Functional Expenses and Cash Flows for the years then ended, and the related notes to the financial statements.

In my opinion, the financial statements referred to above present fairly, in all material respects, the financial position of the Organization as of September 30, 2024 and 2023 and the changes in its net assets and its cash flows for the years then ended in accordance with accounting principles generally accepted in the United States of America.

Basis for Opinion

I conducted my audit in accordance with auditing standards generally accepted in the United States of America. My responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of my report. I am required to be independent of Palm Beach County Sports Commission, Inc. and to meet my other ethical responsibilities in accordance with the relevant ethical requirements relating to my audit. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.

Responsibilities of Management for the Financial Statements

Management is responsible for the preparation and fair presentation of the financial statements in accordance with accounting principles generally accepted in the United States of America, and for the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, management is required to evaluate whether there are conditions or events, considered in the aggregate, that raise substantial doubt about Palm Beach County Sports Commission, Inc.’s ability to continue as a going concern within one year after the date that the financial statements are available to be issued.

Auditor’s Responsibilities for the Audit of the Financial Statements

My objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with generally accepted auditing standards will always detect a material misstatement when it exists.

The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements are considered material if there is a substantial likelihood that, individually or in aggregate, they would influence the judgment made by a reasonable user based on the financial statements.

In performing an audit in accordance with generally accepted auditing standards, I:

• Exercise professional judgment and maintain professional skepticism throughout the audit.

• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of Palm Beach County Sports Commission, Inc.'s internal control. Accordingly, no such opinion is expressed.

• Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluate the overall presentation of the financial statements.

• Conclude whether, in our judgment, there are conditions or events, considered in the aggregate, that raise substantial doubt about Palm Beach County Sports Commission, Inc.'s ability to continue as a going concern for a reasonable period of time.

I am required to communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit, significant audit findings, and certain internal control related matters that I identified during the audit.

Other Reporting Required by Government Auditing Standards

In accordance with Government Auditing Standards, I have also issued my report dated March 17, 2025, on my consideration of Palm Beach County Sports Commission, Inc.’s internal control over financial reporting and on my tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements and other matters. The purpose of that report is to describe the scope of my testing of internal control over financial reporting and compliance and the results of that testing and not to provide an opinion on the internal control over financial reporting or on compliance. That report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the Organization’s internal control over financial reporting and compliance.

Palm Beach Gardens, Florida March 17, 2025

PALM BEACH COUNTY SPORTS COMMISSION, INC. STATEMENT OF FINANCIAL POSITION AS OF SEPTEMBER 30, 2024 AND 2023

STATEMENT OF ACTIVITIES FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

PALM

BEACH COUNTY SPORTS COMMISSION, INC.

STATEMENT OF FUNCTIONAL EXPENSES FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

PALM BEACH COUNTY SPORTS COMMISSION, INC. STATEMENT OF FUNCTIONAL EXPENSES FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

PALM BEACH COUNTY SPORTS COMMISSION, INC. STATEMENT OF CASH FLOWS FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

Adjustments to reconcile change in net assets to net cash provided by (used in) operating activities: Decrease (increase) in operating assets:

BEACH COUNTY

COMMISSION,

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

NOTE 1 - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

Nature of Activities

The Palm Beach County Sports Commission, Inc. ("the Commission") is a Florida based not-forprofit organization that has a contractual agreement (Note 2) with Palm Beach County, Florida (A Political Subdivision of the State of Florida) ("the County") dedicated to attracting and supporting tourism to the County through sports promotion and events. The Commission also (through its private “non-contract” support) promotes youth sports in the County. Both “contract” and “noncontract” activities utilize local facilities, create hotel room nights, and have a positive economic impact on the County.

Comparable Financial Information

The Financial Statements include certain prior year summarized comparative information in total but not by net asset class. Such information does not include sufficient detail to constitute a presentation in conformity with accounting principles generally accepted in the United States of America. Accordingly, such information should be read in conjunction with the financial statements for the year ended September 30, 2023, from which the summarized information was derived. Certain 2023 amounts may be reclassified to conform to 2024 classifications. Such reclassifications had no effect on the change in net assets as previously reported.

Basis of Presentation

The Commission's financial statements are prepared on the accrual basis of accounting and in accordance with the Financial Accounting Standards Board (FASB) Accounting Standards Update (ASU) 2016-14 (Topic 958), and the provisions of the American Institute of Certified Public Accountants (AICPA) "Audit and Accounting Guide for Not-for-Profit Organizations."

Net assets and revenue, expenses, gains, and losses are classified based on the existence or absence of donor-imposed restrictions. Accordingly, net assets of the Organization and changes therein are classified as follows:

Net assets without donor restrictions: Net assets that are not subject to donor-imposed restrictions and may be expended for any purpose in performing the primary objectives of the Organization. The Organization's board may designate assets without restrictions for specific operational purposes from time to time. The Commission releases any purpose restrictions when the asset is in place in service for the use stipulated by the donor (e.g., grantors).

Net assets with donor restrictions: Net assets subject to stipulations imposed by donors. Some donor restrictions are temporary in nature; those restrictions will be met by actions of the Organization and/or by the passage of time.

Revenue is reported as an increase in net assets without donor restrictions unless use of the related assets is limited by donor-imposed or contractual restrictions. Expenses are reported as decreases in net assets without donor restrictions.

PALM BEACH COUNTY SPORTS COMMISSION, INC.

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

NOTE 1 - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Cont'd.)

Cash and Cash Equivalents

Cash equivalents consist of short-term highly liquid investments which are readily convertible into cash within ninety days of purchase.

Accounts Receivable

Accounts receivables are carried at the amount of the commitment expected to be recovered. Receivables are written off when deemed uncollectible. Recoveries of receivables previously written off are recorded when received. Management does not believe an allowance for bad debts is necessary, and none is provided.

Inventory

Inventory consists of items donated and are recorded at fair market value.

Refundable Advance

As part of the Commission's contract with the County beginning in 2017 the Commission received refundable advances to be used for operating expenses. The total refundable advance as of September 30, 2024, is $600,000 and accordingly a liability is recorded in the same amount.

Contributions

All contributions are available for unrestricted use, unless specifically restricted by the donor. Amounts designated for future periods or restricted by the donor for specific purposes are reported as contributions with donor restrictions.

Support that is restricted by the donor is reported as an increase in net assets if the restriction expires in the reporting period in which the support is recognized. All other donor restricted support is reported as an increase in net assets with donor restrictions, depending on the nature of the restrictions. When a donor restriction expires (that is, when a stipulated time restriction ends, or purpose restriction is accomplished) net assets with donor restrictions are reclassified to unrestricted net assets and reported in the Statement of Activities as net assets released from restrictions.

Concentration of Credit Risk

Financial instruments that subject the Commission to concentrations of credit risk include cash. While the Commission attempts to limit its financial exposure, its deposit balances have at times exceeded federally insured limits. The Commission maintains accounts at institutions insured by the Federal Deposit Insurance Corporation (FDIC) up to $250,000. The Commission has not experienced any losses on such balances.

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

NOTE 1 - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Cont'd.)

Donated Services and In-Kind Contributions

The Commission records goods and services contributed by volunteers as support and expenses if they meet the criteria for measurement. Contributed goods are recorded at fair value at the date of donation. Donated services are recognized as contributions if the services (a) create or enhance nonfinancial assets or (b) require specialized skills, are performed by people with those skills, and would otherwise be purchased by the Commission. Donated goods, services, and certain operating expenses paid on behalf of the Commission (Note 7).

Functional Allocation of Expenses

The costs of program services and supporting activities have been summarized on a functional basis in the Statements of Activities. Program services are the costs that fulfill the purpose or mission for which the Commission exists. Supporting activities are all activities, other than program services, that include management and general expenses and fundraising expenses.

The Statement of Functional Expenses presents detail of the natural classification of expenses by function. Accordingly, certain costs have been allocated among programs and supporting activities benefited based on estimates of time and effort.

Use of Estimates

The preparation of financial statements in conformity with generally accepted accounting principles include the use of estimates that affect the financial statements. Those estimates and assumptions affect the reported amounts of assets and liabilities, the disclosure of contingent assets and liabilities, and the reported revenue and expenses. Accordingly, actual results could differ from those estimates.

Income Taxes

The Commission is a tax-exempt organization under Section 501(c)(3) of the Internal Revenue Code. However, income from certain activities not directly related to the Commission's taxexempt purpose is subject to taxation as unrelated business income. Management does not believe any income tax is due and there is no provision for taxes in these financial statements.

The Commission's Form 990, Return of Organization Exempt from Income Tax, for the years ended September 30, 2023, 2022, and 2021 are subject to examination by the IRS, generally for three years after being filed. There are no current examinations by the Internal Revenue Service.

Advertising

The Commission's advertising is primarily non-direct, and such costs are expensed as incurred. For the years ended September 30, 2024 and 2023, the Commission incurred approximately $182,668 and $169,905, respectively, in advertising costs, which are reported as advertising in the Statement of Functional Expenses.

TO THE FINANCIAL STATEMENTS FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

NOTE 1 - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Cont'd.)

Recently Adopted Accounting Policies

Effective October 1, 2022, the Commission adopted FASB ASC 842, Leases. The new standard establishes a right of use (ROU) model that requires a lessee to record an ROU asset and a lease liability on the balance sheet for all leases with terms longer than 12 months. Leases with a term of less than 12 months will not record a right of use asset and lease liability and the payments will be recognized into profit or loss on a straight-line basis over the lease term.

The Commission elected to adopt FASB ASC 842, Leases, using the optional transition method that allows the Commission to initially apply the new leases standard at the adoption date and recognize a cumulative effect adjustment to the opening balance of net assets in the period of adoption.

The Commission elected to adopt the package of practical expedients available under the transition guidance with the new standard. This package includes the following: relief from determination of lease contracts included in existing or expiring leases at the point of adoption, relief from having to reevaluate the classification of leases in effect at the point of adoption, and relief from reevaluation of existing leases that have initial direct costs associated with the execution of the lease contract. The Commission also elected to adopt the practical expedient to use hindsight to determine the lease term and assess the impairment of the right of use assets.

See Note 6 – Commitments for a discussion of the impact of implementing FASB ASC 842, Leases.

As of October 1, 2020, the Commission adopted the provisions of FASB ASU 2014-09 – Revenue from Contracts with Customers (Topic 606). The core principle of the guidance is that an entity should recognize revenue to depict the transfer of goods or services to customers in an amount that reflects the consideration to which the entity expects to be entitled. The Commission has evaluated the impact of the standard and determined that it did not result in significant changes to its method of revenue recognition.

As of October 1, 2020, the Commission adopted amendments to provisions of FASB ASU 2016-18 –Statement of Cash Flows (Topic 230): Restricted Cash. The implementation of ASU 2016-18 affects the presentation in the statement of cash flows to provide information that reconciles cash and restricted cash to amounts reported in the statement of financial position.

NOTE 2 - CONTRACT WITH PALM BEACH COUNTY

The Commission enters a multi-year administrative services and agency contract with the County. The contract provides that the Commission will perform or administer various functions such as attracting sports events, advertising, public relations, sports marketing and trade shows, familiarization tours and other projects and promotional services to assist the County in its sporting promotion efforts. Expenses made by the Commission under the contract are billed primarily on the cash basis and are subject to approval by the County prior to reimbursement. Effective February 1, 2015, the County levied a sixth cent of Bed Tax with an additional allocation to the Commission of 11.62%. Increasing the funding for this contract to 8.16% of the second, third, fifth, and sixth cent of the Tourist Development Tax.

YEARS ENDED SEPTEMBER 30, 2024 AND 2023

NOTE 2 - CONTRACT WITH PALM BEACH COUNTY (Cont’d.)

The Commission’s contract with the County is on a reimbursement basis, and any portion of the contract budget unspent for the fiscal year is put back into the Commission’s reserve for future use. As of September 30, 2024, the cumulative reserve balance totaled $4,999,466 and remains earmarked for the Commission's use in accordance with the contract with the County.

On September 13, 2022, the Commission and the County entered into a new five-year agreement (R20221019) for the period October 1, 2022, through September 30, 2027. The contract is amended annually for certain exhibits (e.g., budget, org chart, etc.) but the body of the contract historically remains unchanged throughout the contract period.

The Commission also has in-kind activity with the County as further illustrated in Note 7.

NOTE 3 - NON-CONTRACT EXPENSES

The Commission incurs certain expenses in the normal course of its operations which are not reimbursed under the contract with the County. These expenses are related primarily to sports events, sponsorships, and membership services that are not covered under the contract with the County. The total amount of these expenses was approximately $213,743 and $178,286 for the years ended September 30, 2024, and 2023, respectively. This includes $9,170 and $9,800 of in-kind expenses for the years ended September 30, 2024, and 2023, that are shown under the Business Entities column in the table presented in Note 7.

NOTE 4 - PENSION PLAN

The Commission adopted a 401(k) Plan and Trust on January 1, 2015, for the benefit of all eligible employees to save for retirement on a tax-advantage basis. Employees are eligible to participate in the plan after completion of 6 months of service. At that time, the employer will make Safe Harbor nonelective contributions equal to 3% of employee’s compensation and contributes discretionary or ProfitSharing contributions of 9.17%, which is fully vested. Effective January 1, 2015, employees under the plan may elect to contribute into the plan by making 401(k) salary deferrals which results in a reduction in their taxable wages or elect to contribute into a Roth 401(k) subject to federal income tax. Both employee deferrals in addition to employee rollover contributions from a previous employer’s Simplified Employee Pension Plan (SEP) are 100% vested immediately. Contributions made by the Commission to the 401(k) Plan for the years ended September 30, 2024, and 2023 were $118,232 and $96,702, respectively.

NOTE 5 - COMPENSATED ABSENCES

Vacation pay is accrued by employees starting on their date of hire. If employees do not take their vacation in the ensuing twelve months, they may rollover unused vacation into the following year subject to certain limits. Accrued vacation for the years ended September 30, 2024 and 2023 was $45,609 and $38,330, respectively.

PALM BEACH COUNTY SPORTS COMMISSION, INC.

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

NOTE 6 - COMMITMENTS

The Commission's administrative office located in West Palm Beach are provided by the County for the benefit of the Commission. The Commission leases office equipment under non-cancelable operating leases with expiration dates that extend through February 2028.

Future minimum lease payments under the operating leases are as follows:

Fiscal Year Ending September 30,

Operating lease expense totaled $17,442 and $15,413 for the years ended September 30, 2024 and 2023, respectively, recorded within Equipment Rental and Maintenance Expense on the accompanying statement of functional expenses.

The implementation of FASB ASC 842, Leases did not have a material effect on the financial statements for the year ended September 30, 2024 and 2023, respectively.

NOTE 7 - IN-KIND CONTRIBUTIONS

Donated goods and services that meet the criteria for recognition are reflected as in-kind contributions on the accompanying statement of activities. During the fiscal year, the County paid grants, indirect operating expenses, telephone, tax collector commissions, and inspector general fees on behalf of the Commission.

The Commission receives the use of donated facilities of its administrative offices provided by the County. The fair value of office space rent, common area maintenance, and related overhead costs are calculated by the County and are included within the Indirect Operating Expenses line item in the statement of activities.

BEACH COUNTY SPORTS COMMISSION, INC.

TO THE

STATEMENTS FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

NOTE 7 - IN-KIND CONTRIBUTIONS (Cont’d.)

Several business entities have donated goods and services including supplies, advertising, and professional services. These goods and services are recorded at their estimated fair value. In-kind contributions for the years ended September 30, 2024, and 2023 are as follows:

The Commission also receives donated sports memorabilia and other goods to be auctioned at events. The contributed auction items are recorded at the estimated fair value when donated. For the fiscal year ended September 30, 2024, donated auction items valued at $965 were recorded as inventory on the Statement of Financial Position.

NOTE 8 - CONCENTRATIONS-REVENUE

For the years ended September 30, 2024, and 2023, the Commission received 88% of its revenue, from expense reimbursements and indirect payments to others paid by Palm Beach County.

NOTE 9 - FAIR VALUE INSTRUMENTS

The Fair Value Measurement Topic of the FASB Accounting Standards Codification defines fair value, establishes a consistent framework for measuring fair value and expands disclosure requirements for fair value measurements. The Commission measures the fair value of assets and liabilities as the price that would be received to sell an asset or paid to transfer a liability in the principal or most advantageous market in an orderly transaction between market participants at the measurement date. The fair value hierarchy distinguishes between independent observable inputs and unobservable inputs used to measure fair value as follows:

Level 1: Quoted prices (unadjusted) inactive markets for identical assets or liabilities that the reporting entity has the ability to access at the measurement date.

BEACH COUNTY SPORTS COMMISSION,

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

NOTE 9 - FAIR VALUE INSTRUMENTS (Cont’d.)

Level 2: Inputs other than quoted market prices included within Level 1 that are observable for an asset or liability) either directly or indirectly.

Level 3: Unobservable inputs for an asset or liability. Level 3 inputs should be used to measure fair value to the extent that observable Level 1 or 2 inputs are not available.

Generally accepted accounting principles require disclosure of an estimate of fair value of certain financial instruments. The Commission's significant financial instruments are cash, accounts receivable, prepaid expenses, accounts payable, accrued expenses, and other short-term assets and liabilities. For these financial instruments (Level 1), carrying values approximates fair value because of the short maturity of these instruments.

NOTE 10 - CONTINGENCIES

As described in Note 2, the Commission has a contractual agreement with the County, and the disbursement of funds received under this agreement generally requires compliance with the terms and conditions specified in the agreement. Failure to comply with the terms of the agreement could reduce or eliminate the amount of funds available to the Commission from the County. A significant reduction in the level of funding received from the County would have a substantial effect on the Commission's programs. While this is possible, management believes it is unlikely. The Commission has a longstanding successful relationship with the County and has to date accomplished the objectives of the Commission the provisions of the agreement.

NOTE 11 - NET ASSETS WITH DONOR RESTRICTIONS

The Commission recognizes monies received from Florida Sports Foundation as designated with a restricted purpose. These donor-restricted funds are awarded to supplement a grant from the Sports Commission to a Category G grantee and for purposes that include business development, coop marketing, digital media, event hosting, event servicing and familiarization tours.

As of September 30, 2024, and 2023, these net assets with donor restrictions totaled $544,090 and $613,931, respectively. Net assets were released from donor restrictions by incurring expenses satisfying the restrictions noted above of $393,263 and $211,200 for the years ended September 30, 2024, and 2023, respectively.

NOTE 12 - RELATED PARTY TRANSACTIONS

During the prior fiscal year, the Commission supported a not-for-profit organization (African American Golfers Hall of Fame) of which a member of the Board of Directors is that corporations President.

The Commission paid $4,900 to this related party for the years ended September 30, 2024, and 2023.

TO THE

STATEMENTS FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

NOTE 13 - LIQUIDITY AND AVAILABLITY

The following financial assets available to meet cash needs for general expenditure, without donor restrictions or other designations limiting their use, within one year of the date of the statement of financial position:

Less: Donor-imposed restriction amounts

Total financial assets available to meet general expenditures over the

As part of the Commission’s liquidity management, it structures its financial assets to be available for general expenditures and other obligations as they come due. To further help manage its liquidity needs, the Commission has advanced cash from the County in prior fiscal years totaling $600,000. This is due to the reimbursement process which could take 45-60 days.

Additionally, the Commission has a cumulative reserve totaling $4,999,466 as of September 30, 2024. This reserve increases or decreases each year depending on bed tax collections and whether the Commission goes over/under budget at the end of the fiscal year. Although the Commission does not intend to spend from their reserve other than amounts appropriated for general expenditures as part of its annual contract budget approval and appropriation, amounts from their reserve could be made available, if necessary, with permission from the County and are earmarked by County Ordinance for the Commission.

NOTE 14 - SUBSEQUENT EVENTS

The Commission has evaluated events that occurred subsequent to the year-end for potential recognition or disclosure in the financial statements through the date on which the financial statements were available to be issued.

The date when the financial statements were available to be issued was March 17, 2025.

Subsequent to year end, the Commission was notified by the Florida Sports Foundation (FSF) that the FSF grant program has fully obligated its budgetary allotment for the 2024-2025 fiscal year. As a result, no funding will be available for events starting between April 1 and September 30, 2025 (Q3 and Q4 of fiscal year 2025). Previously approved grants from Q1 and Q2 will still be honored and paid out as scheduled. The FSF plans to re-engage the program beginning with their Q2 Board Meeting in September 2025, with funding resuming for events after October 1, 2025.

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

NOTE 14 - SUBSEQUENT EVENTS (Cont’d)

Management is currently evaluating whether the Commission has any planned events or commitments during this period that were relying on FSF funding. To the extent that affected events are identified, the Commission will explore alternative funding sources. The Commission's arrangements with event partners typically include provisions making financial commitments contingent upon funding availability.

Mark Escoffery, P.A.

8645 N. Military Trail

Suite 503

Palm Beach Gardens, FL 33410

REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING AND ON COMPLIANCE AND OTHER MATTERS BASED ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN ACCORDANCE WITH GOVERNMENT AUDITING STANDARDS

To The Board of Directors

Palm Beach County Sports Commission, Inc.

West Palm Beach, Florida

I have audited the financial statements of the Palm Beach County Sports Commission, Inc. (“the Organization”) (a not-for-profit organization) as of and for the years ended September 30, 2024 and 2023, and have issued my report thereon dated March 17, 2025. I conducted my audits in accordance with auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States.

Internal Control Over Financial Reporting

In planning and performing my audits, I considered the Organization’s internal control over financial reporting as a basis for designing my auditing procedures for the purpose of expressing my opinion on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the Organization’s internal control over financial reporting. Accordingly, I do not express an opinion on the effectiveness of the Organization’s internal control over financing reporting.

A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control such that there is a reasonable possibility that a material misstatement of the entity’s financial statement will not be prevented or detected and corrected on a timely basis.

My consideration of internal control over financial reporting was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in internal control over financial reporting that might be deficiencies, significant deficiencies, or material weaknesses. I did not identify any deficiencies in internal control over financial reporting that I consider to be material weaknesses, as defined above.

REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING AND ON COMPLIANCE AND OTHER MATTERS BASED ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN ACCORDANCE WITH GOVERNMENT AUDITING STANDARDS (CONT’D.)

To The Board of Directors

Palm Beach County Sports Commission, Inc.

West Palm Beach, Florida

Compliance and Other matters

As part of obtaining reasonable assurance about whether the Organization’s financial statements are free of material misstatement, I performed tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements, noncompliance with which could have a direct and material effect on the determination of financial statement amounts. However, providing an opinion on compliance with those provisions was not an objective of my audit, and accordingly, I do not express such an opinion. The results of my tests disclosed no instances of noncompliance or other matters that are required to be reported under Government Auditing Standards.

This report is intended solely for the information and use of Management, the Board of Directors, and others within the entity, and is not intended to be and should not be used by anyone other than these specified parties.

Palm Beach Gardens, Florida

March 17, 2025

Palm Beach County Convention Center Food & Hospitality

Mark Escoffery, P.A.

8645 N. Military Trail

Suite 503

Palm Beach Gardens, FL 33410

March 7, 2025

To the General Manager and Management of Ovations Food Services, L.P. d/b/a OVG Hospitality Palm Beach County Convention Center West Palm Beach, Florida

We have audited the Statement of Profit and Loss of Ovations Food Services, L.P. d/b/a OVG Hospitality for the year ended September 30, 2024, and have issued our report thereon dated March 7, 2025. Professional standards require that we provide you with information about our responsibilities under generally accepted auditing standards, as well as certain information related to the planned scope and timing of our audit. We have communicated such information in our engagement letter dated October 24, 2022. Professional standards also require that we communicate to you the following information related to our audit.

Qualitative Aspects of Accounting Practices,

You are responsible for the selection and use of appropriate accounting policies. The significant accounting policies used by Ovations Food Services, L.P. d/b/a OVG Hospitality are described in Note 2 to the financial statements. No new accounting policies were adopted, and the application of existing policies was not changed during the year. We noted no transactions entered into by the Company during the year for which there is a lack of authoritative guidance or consensus. All significant transactions have been recognized in the financial statements in the proper period.

There were no other financial statement disclosures which are particularly sensitive because of their significance to financial statement users.

The financial statement disclosures are neutral, consistent, and clear.

Difficulties Encountered in Performing the Audit

We encountered no significant difficulties in performing and completing our audit.

Uncorrected Misstatements

Professional standards require us to accumulate all misstatements identified during the audit, other than those that are clearly trivial, and communicate them to the appropriate level of management. We did not find any misstatements.

Disagreements with Management

For purposes of this letter, a disagreement with management is a financial accounting, reporting, or auditing matter, whether resolved to our satisfaction, that could be significant to the financial statements or the auditor’s report. We are pleased to report that no such disagreements arose during our audit.

Other Audit Findings or Issues

There were no other audit findings or issues.

Other Matters

This information is intended solely for the use of Ovations Food Services, L.P. d/b/a OVG Hospitality and those charged with governance and is not intended to be, and should not be, used by anyone other than these specified parties.

Very truly yours,

Mark Escoffery, P.A.

OVATIONS FOOD SERVICES, L.P. d/b/a OVG HOSPITALITY

PALM BEACH COUNTY CONVENTION CENTER LOCATION WEST PALM BEACH, FLORIDA

INDEPENDENT AUDITOR’S REPORT AND FINANCIAL STATEMENTS

FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

PALM BEACH COUNTY CONVENTION CENTER LOCATION

BEACH,

8645 N. Military Trail

Suite 503

Palm Beach Gardens, FL 33410

Mark Escoffery, P.A.

Public Accountant

INDEPENDENT AUDITOR’S REPORT

To the General Manager and Management of Ovations Food Services, L.P. d/b/a OVG Hospitality Palm Beach County Convention Center West Palm Beach, Florida

Opinion

We have audited the accompanying Statements of Profit and Loss of Ovations Food Services, L.P. d/b/a OVG Hospitality (a Florida partnership), for the years ended September 30, 2024 and 2023, and the related notes to the financial statements.

In our opinion, the September 30, 2024 and 2023 financial statements referred to above presents fairly, in all material respects, the results of Ovations Food Services, L.P. d/b/a OVG Hospitality’s operations for the years ended September 30, 2024 and 2023 pursuant to the Food and Beverage Services Agreement referred to in Notes 1 and 2.

Basis for Opinion

We conducted our audit in accordance with auditing standards generally accepted in the United States of America. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are required to be independent of Ovations Food Services, L.P. d/b/a OVG Hospitality and to meet our other ethical responsibilities in accordance with the relevant ethical requirements relating to our audit. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Emphasis of Matter

We draw attention to notes 1 and 2 of the financial statement, which describes the financial statement was prepared for the purpose of complying with the provisions of the Food and Beverage Services Agreement between the Board of County Commissioners of Palm Beach County, and Ovations Food Services, L.P. d/b/a OVG Hospitality, which is a basis of accounting other than accounting principles generally accepted in the United States of America.

Responsibilities of Management for the Financial Statements

Management is responsible for the preparation and fair presentation of the financial statements in accordance with accounting principles generally accepted in the United States of America, and for the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, management is required to evaluate whether there are conditions or events, considered in the aggregate, that raise substantial doubt about Ovations Food Services, L.P. d/b/a OVG Hospitality’s ability to continue as a going concern within one year after the date that the financial statements are available to be issued.

Auditor’s Responsibilities for the Audit of the Financial Statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with generally accepted auditing standards will always detect a material misstatement when it exists. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements are considered material if there is a substantial likelihood that, individually or in the aggregate, they would influence the judgment made by a reasonable user based on the financial statements.

In performing an audit in accordance with generally accepted auditing standards, we:

• Exercise professional judgment and maintain professional skepticism throughout the audit.

• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of Ovations Food Services, L.P. d/b/a OVG Hospitality’s internal control. Accordingly, no such opinion is expressed.

• Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluate the overall presentation of the financial statements.

• Conclude whether, in our judgment, there are conditions or events, considered in the aggregate, that raise substantial doubt about Ovations Food Services, L.P. d/b/a OVG Hospitality’s ability to continue as a going concern for a reasonable period of time.

We are required to communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit, significant audit findings, and certain internal control related matters that we identified during the audit.

Palm Beach Gardens, Florida March 7, 2025

STATEMENT OF PROFIT AND LOSS YEARS ENDED SEPTEMBER 30, 2024 AND 2023

PALM BEACH COUNTY CONVENTION CENTER LOCATION WEST PALM BEACH, FLORIDA

NOTES TO THE STATEMENT OF PROFIT AND LOSS YEARS ENDED 30, 2024 AND 2023

NOTE 1 – FOOD AND BEVERAGE AGREEMENT

Ovations Food Services, L.P. d/b/a OVG Hospitality (the “Company”) and Palm Beach County are parties to a Food and Beverage Services Agreement dated July 1, 2010 (the “Agreement”), wherein the County granted the Company the exclusive right to provide food and beverage and catering services (the “Food and Beverage Services”) at the Palm Beach County Convention Center (the “Center”) subject to certain exceptions, as defined within the contract. The Agreement commenced on July 1, 2010, and will continue through September 30, 2015, a period of five (5) years and three (3) months.

There was an amendment to the original agreement with an effective date of October 1, 2015 which extended the term of the original agreement for an additional period of five (5) years commencing on October 1, 2015 and ending on September 30, 2020 (the “Extended Term”). Reference Article 2 Term. There was a second amendment to the original agreement on June 16, 2020 which extended the term of the agreement for an additional twelve (12) months commencing on October 1, 2020 and ending on September 30, 2021 (the “Extended Term”).

A third amendment to the original agreement was executed on June 15, 2021 which extended the term of the agreement for an additional twelve (12) months commencing on October 1, 2021 and ending on September 30, 2022 (the “Extended Term”).

The Company signed a new agreement with Palm Beach County that was executed on August 22, 2022 with a term of five years beginning October 1, 2022 and continuing through September 30, 2027 with the potential for one five year extension at the end of the first term.

Pursuant to the terms of the Agreement, the Company and Palm Beach County have agreed to distribute the net profits, as defined, from the Food and Beverage Services provided at the Center as follows:

• The County will receive 93% of the net profits, as defined;

• The Company will receive 7% of the net profits, as defined;

The Company has remitted total payments to the County of $ $2,896,837 and $2,377,184 for the years ended September 30, 2024, and September 30, 2023, respectively. The County paid or credited to Ovations a total of $ 218,044 for the year ended September 30, 2024 and owed the Company a total of $80,061 for the year ended September 30, 2023. The amounts owed or credited from the County to the Company represent reimbursements for months where the Center incurred a loss.

Also, pursuant to the terms of the Agreement, the Company is required to maintain a $1,000,000 performance bond under which Palm Beach County can draw upon in the event the Company does not faithfully perform, as defined, in accordance with the terms of the Agreement. The performance bond held with Hartford Fire Insurance Company covers a one (1) year period through June 30, 2024 and 2023, with annual renewals.

PALM BEACH COUNTY CONVENTION CENTER LOCATION WEST PALM BEACH, FLORIDA

NOTES TO THE STATEMENT OF PROFIT AND LOSS YEARS ENDED 30, 2024 AND 2023

NOTE 1 – FOOD AND BEVERAGE AGREEMENT (Cont’d)

The following is a monthly schedule of gross receipts from the following sources:

YEAR ENDED SEPTEMBER 30, 2024

YEAR ENDED SEPTEMBER 30, 2023

PALM BEACH COUNTY CONVENTION CENTER LOCATION WEST PALM BEACH, FLORIDA

NOTES TO THE STATEMENT OF PROFIT AND LOSS YEARS ENDED 30, 2024 AND 2023

NOTE 2 – SIGNIFICANT ACCOUNTING POLICIES

Revenue

Recognition

The Company recognizes gross receipts when products are sold or services are provided to its customers.

Expense Recognition

The Company recognizes expenses based upon the accrual method of accounting unless otherwise disclosed.

NOTE 3 – RESERVE FUND

Pursuant to the terms of the Agreement, the Company provides for the purchase of small wares expended against a cumulative monthly marketing reserve fund (the “Fund”) calculated at 2% of gross receipts, which is included in other expenses in the accompanying statement. The Company can use the amounts in the Fund to pay the cost of marketing activities and for the purchase of small wares, as defined. The Fund is not required to be deposited into a separate bank account. Upon the expiration or termination of the Agreement, the Company shall remit to Palm Beach County the then-outstanding balance of the Fund. As of September 30, 2024 and 2023, the cumulative balance in the reserve fund was $146,917 and $159,959, respectively.

NOTE 4 – INSURANCE COSTS

The Company’s operations at the Center are covered under workers’ compensation and comprehensive general liability (umbrella) insurance coverage obtained by Ovations Food Services, LP and its affiliates on a consolidated basis. The total cost of this coverage has been allocated to the operating location of Ovations Food Services, LP and its affiliates, including the Center. In the accompanying statement, charges for workers’ compensation and liability coverage totaling $167,129 and $135,127 in 2024 and 2023, respectively, are included in “other payroll cost and benefits” and other expenses.

NOTE 5 – SUBCONTRACTOR INCOME

The Company has entered into various subcontractor agreements to provide certain concession and catering services at the Center. There was $604,500 of subcontract revenue recognized in 2024 and $459,758 in 2023. These amounts have been properly included in the accompanying statements as part of “subcontract and other income.”

NOTE 6 – SUPPLEMENTAL CATERING FEE

The Company adds to its catering contracts a service charge which covers all the incidental expenses incurred by Ovations to carry out the terms of the catering contract or agreement. These charges totaled $1,177,246 in 2024 and $972,933 in 2023.

PALM BEACH COUNTY CONVENTION CENTER LOCATION WEST PALM BEACH, FLORIDA

NOTES TO THE STATEMENT OF PROFIT AND LOSS YEARS ENDED 30, 2024 AND 2023

NOTE 7 – CONSIGNMENT INCOME

Included in “subcontract and other income” are flow-through revenues of $118,797 and $37,600 for the year ended September 30, 2024 and 2023, respectively, pertaining to consignment income from services provided by the Palm Beach County Convention Center. These revenues are remitted to the building and the consignment income is included as an offsetting expense in “Administration and Other Expenses.”

NOTE 8 – INCENTIVE FEES

According to the Agreement with Palm Beach County, Ovations is entitled to receive an “incentive fee” based upon meeting certain performance measures each year. The incentive fee is calculated at 1% applied to gross sales up to $2,500,000, and up to 2% in addition based upon sales in excess of $2,500,000 up to $4,000,000. The qualitative performance measures are generally assessed subsequent to the close of the fiscal year. For the years ended September 30, 2024 and 2023, no incentive fees were earned.

NOTE 9 – RISKS AND UNCERTAINTIES

Global Economic Conditions - Following the end of the COVID-19 pandemic in mid-2023, the Company has experienced continued recovery in its operations and financial performance. The Company has successfully implemented various strategies to mitigate financial, operational, and liquidity risks that emerged during and after the pandemic period.

Despite the improved economic landscape, the Company remains vigilant about potential risks, including supply chain disruptions, inflation impacts, labor market fluctuations, and regional economic uncertainties. As of September 30, 2024, the Company has established robust contingency plans and maintains sufficient liquidity to address potential future disruptions.

Management continues to monitor economic indicators and market conditions, regularly evaluating the effectiveness of its risk mitigation strategies. The Company remains committed to making necessary adjustments to ensure long-term stability and success in a dynamic global economy.

NOTE 10 – SUBSEQUENT EVENTS

The Company evaluated subsequent events through March 7, 2025, the date the financial statements were available to be issued.

Ending, September 30, 2024

PALM BEACH COUNTY CONVENTION CENTER LOCATION WEST PALM BEACH, FLORIDA NOTES TO STATEMENT OF PROFIT AND LOSS YEAR ENDED SEPTEMBER 30,

OVATIONS FOOD SERVICES, L.P. d/b/a OVG HOSPITALITY

PALM BEACH COUNTY CONVENTION CENTER LOCATION

WEST PALM BEACH, FLORIDA

NOTES TO STATEMENT OF PROFIT AND LOSS YEAR ENDED SETPTEMBER 30, 2024

c

c

c

c

c c c c c c c c c c c

c c c c c c c c c c c

c c c c c c c c c c c

c c c c c c c c c c c

c c c c c c c c c c c

c

Holyfield & Thomas, LLC

Certified Public Accountants & Advisors

125 Butler Street  West Palm Beach, FL 33407 (561)689-6000  Fax (561) 689-6001  www.holyfieldandthomas.com

To Management of Palm Beach County Convention Center

West Palm Beach, Florida

In planning and performing our audit of the financial statements of the Operations of the Palm Beach County Convention Center (Convention Center) as of and for the years ended September 30, 2024 and 2023, in accordance with auditing standards generally accepted in the United States of America, we considered the Convention Center’s system of internal control over financial reporting (internal control) as a basis for designing auditing procedures that are appropriate in the circumstances for the purpose of expressing our opinion on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the Convention Center’s internal control. Accordingly, we do not express an opinion on the effectiveness of the Convention Center’s internal control.

Definitions Related to Internal Control Deficiencies

A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct misstatements on a timely basis. A material weakness is a deficiency or combination of deficiencies in internal control, such that there is a reasonable possibility that a material misstatement of the Convention Center’s financial statements will not be prevented, or detected and corrected on a timely basis.

Our Responsibilities

Our consideration of internal control was for the limited purpose described in the first paragraph and was not designed to identify all deficiencies in internal control that might material weaknesses. Given these limitations, during our audit we did not identify any deficiencies in internal control that we consider to be material weaknesses. However, material weaknesses may exist that have not been identified.

This communication is intended solely for the information and use of management, and others within the Convention Center, and is not intended to be and should not be, used by anyone other than these specified parties.

Holyfield & Thomas, LLC

West Palm Beach, FL April 8, 2025

c

c

c

c

c c c c c c c c c c c

c c c c c c c c c c c

c c c c c c c c c c c

c c c c c c c c c c c

c c c c c c c c c c c

c

April 1, 2025

Holyfield & Thomas, LLC

Certified

Public Accountants & Advisors

125 Butler Street  West Palm Beach, FL 33407 (561)689-6000  Fax (561) 689-6001  www.holyfieldandthomas.com

To the General Manager and Management of Global Spectrum, L.P.

Palm Beach County Convention Center

West Palm Beach, Florida

We have audited the financial statements of the Operations of the Palm Beach County Convention Center (Convention Center) for the years ended September 30, 2024 and 2023, and we expect to issue our report thereon in April 2025. Professional standards require that we provide you with information about our responsibilities under generally accepted auditing standards, as well as certain information related to the planned scope and timing of our audit. We have communicated such information in our letter to you dated November 4, 2024. Professional standards also require that we communicate to you the following information related to our audit.

Significant Audit Findings

Qualitative Aspects of Accounting Practices

Management is responsible for the selection and use of appropriate accounting policies. The significant accounting policies used by the Convention Center are described in Note 1 to the financial statements. The Convention Center adopted Accounting Standards Update (ASU) 2016-13, Financial Instruments –Credit Losses: Measurement of Credit Losses on Financial Instruments, which requires the immediate recognition of estimated expected credit losses over the life of a financial instrument, including trade, or accounts, receivable. Although it was adopted this year, as required, it did not have a material impact on the financial statements. We noted no transactions entered into by the Convention Center during the year for which there is a lack of authoritative guidance or consensus. All significant transactions have been recognized in the financial statements in the proper period.

Estimates

Accounting estimates are an integral part of the financial statements prepared by management and are based on management’s knowledge and experience about past and current events and assumptions about future events. Certain accounting estimates are particularly sensitive because of their significance to the financial statements and because of the possibility that future events affecting them may differ significantly from those expected. The most sensitive estimates affecting the financial statements were:

 The settlement value of accrued and deferred obligations.

We evaluated the methods, assumptions, and data used to develop these estimates in determining that they are reasonable in relation to the financial statements taken as a whole.

Disclosures

Certain financial statement disclosures are particularly sensitive because of their significance to financial statement users.

General Manager and Management of Global Spectrum, L.P.

Palm Beach County Convention Center

April 1, 2025

Page 2

The most sensitive disclosures affecting the financial statements were:

 Basis of presentation included in Note 1, for the purpose of complying with the provisions of the Convention Center Operating Agreement (Management Agreement) prepared in the format of special-purpose financial statements, and the

 Management Agreement in Note 2.

The financial statement disclosures are neutral, consistent, and clear.

Difficulties Encountered in Performing the Audit

We encountered no significant difficulties in dealing with management in performing and completing our audit.

Corrected and Uncorrected Misstatements

Professional standards require us to accumulate all misstatements identified during the audit, other than those that are clearly trivial, and communicate them to the appropriate level of management. There were no uncorrected misstatements, and there were only two reclassification entries for financial statement presentation purposes only. See attached reclassifying journal entries report.

Disagreements with Management

For purposes of this letter, a disagreement with management is a disagreement on a financial accounting, reporting, or auditing matter, whether or not resolved to our satisfaction, that could be significant to the financial statements or the auditor’s report. We are pleased to report that no such disagreements arose during the course of our audit.

Management Representations

We have requested certain representations from management that are included in the management representation letter to be dated upon issuance of the financial statements.

Management Consultations with Other Independent Accountants

In some cases, management may decide to consult with other accountants about auditing and accounting matters, similar to obtaining a “second opinion” on certain situations. If a consultation involves application of an accounting principle to Palm Beach County Convention Center’s financial statements or a determination of the type of auditor’s opinion that may be expressed on those statements, our professional standards require the consulting accountant to check with us to determine that the consultant has all the relevant facts. To our knowledge, there were no such consultations with other accountants.

Other Audit Findings or Issues

We generally discuss a variety of matters, including the application of accounting principles and auditing standards, with management each year prior to retention as the Convention Center’s auditors. However, these discussions occurred in the normal course of our professional relationship and our responses were not a condition to our retention.

General Manager and Management of Global Spectrum, L.P.

Palm Beach County Convention Center

April 1, 2025

Page 3

Other Information in Documents Containing Audited Financial Statements

We are not aware of any documents that contain the audited financial statements. If such documents were to be published, we would have a responsibility to determine that such financial information was not materially inconsistent with the audited statements of Palm Beach County Convention Center.

Other Matters

With respect to the supplementary information accompanying the financial statements, we made certain inquiries of management and evaluated the form, content, and methods of preparing the information to determine that the information complies with U.S. generally accepted accounting principles, the method of preparing it has not changed from the prior period, and the information is appropriate and complete in relation to our audit of the financial statements. We compared and reconciled the supplementary information to the underlying accounting records used to prepare the financial statements or to the financial statements themselves.

Closing

We are pleased to respond to any questions you have about the audit or the contents of this letter. We appreciate the opportunity to be of service to you with respect to your audit and accounting needs.

This information is intended solely for the use of the General Manager, management of the Operations at the Palm Beach County Convention Center Managed by Global Spectrum, L.P. and the Board of County Commissioners of Palm Beach County and is not intended to be, and should not be, used by anyone other than these specified parties.

Very truly yours,

Holyfield & Thomas, LLC

Holyfield & Thomas, LLC

To reclassify PBC and Ovations receivables to appropriate due to/due from accounts for financial statement presentation.

To reclassify amount due to Global, Ovation and PBC to proper due to/due from accounts for financial statement presentation.

92,852.0092,852.00

OPERATIONS AT THE PALM BEACH COUNTY CONVENTION CENTER MANAGED BY GLOBAL SPECTRUM, L.P.

REPORT ON AUDITS OF SPECIAL-PURPOSE FINANCIAL STATEMENTS

For the Years Ended September 30, 2024 and 2023

c

c

c

c

c c c c c c c c c c c

c c c c c c c c c c c

c c c c c c c c c c c

c

Holyfield & Thomas, LLC

Certified Public Accountants & Advisors

125 Butler Street  West Palm Beach, FL 33407 (561) 689-6000  Fax (561) 689-6001  www.holyfieldandthomas.com

INDEPENDENT AUDITOR’S REPORT

To the General Manager and Management of Global Spectrum, L.P. Palm Beach County Convention Center West Palm Beach, Florida

Opinion

We have audited the accompanying special-purpose statements of assets and liabilities of the Operations at the Palm Beach County Convention Center, Managed by Global Spectrum, L.P., as of September 30, 2024 and 2023, and the related special-purpose statements of revenues, expenses and transfers, and cash flows for the years then ended, and the related notes to the special-purpose financial statements.

In our opinion, the special-purpose financial statements referred to above present fairly, in all material respects, the assets and liabilities of the Operations at the Palm Beach County Convention Center, Managed by Global Spectrum, L.P. as of September 30, 2024 and 2023, and the revenues, expenses, transfers, and cash flows for the years then ended, in accordance with the basis of accounting described in Notes 1 and 2.

Basis for Opinion

We conducted our audits in accordance with auditing standards generally accepted in the United States of America. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are required to be independent of Palm Beach County Convention Center and to meet our other ethical responsibilities in accordance with the relevant ethical requirements relating to our audits. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Basis of Accounting

We draw attention to Notes 1 and 2 of the special-purpose financial statements, which describe the basis of accounting and purpose for which the special-purpose financial statements are prepared. The special-purpose financial statements are prepared for the purpose of complying with the provisions of the Convention Center Operating Agreement (Management Agreement) between the Board of County Commissioners of Palm Beach County and Global Spectrum, L.P., which is a basis of accounting other than accounting principles generally accepted in the United States of America, to comply with the financial reporting provisions of the Management Agreement referred to above.. As a result, the financial statements may not be suitable for another purpose. Our opinion is not modified with respect to this matter.

Responsibilities of Management for the Financial Statements

Management is responsible for the preparation and fair presentation of the special-purpose financial statements in accordance with the financial reporting provisions of the Management Agreement referred to in Notes 1 and 2; and for the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of the special-purpose financial statements that are free from material misstatement, whether due to fraud or error.

Auditor’s Responsibilities for the Audit of the Financial Statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with generally accepted auditing standards will always detect a material misstatement when it exists. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements are considered material if there is a substantial likelihood that, individually or in the aggregate, they would influence the judgment made by a reasonable user based on the financial statements.

In performing an audit in accordance with generally accepted auditing standards, we:

 Exercise professional judgment and maintain professional skepticism throughout the audit.

 Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements.

 Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of Palm Beach County Convention Center’s internal control. Accordingly, no such opinion is expressed.

 Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluate the overall presentation of the financial statements.

 Conclude whether, in our judgment, there are conditions or events, considered in the aggregate, that raise substantial doubt about Palm Beach County Convention Center's ability to continue as a going concern for a reasonable period of time.

We are required to communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit, significant audit findings, and certain internal control related matters that we identified during the audit.

Report on Supplementary Information

Our audit was conducted for the purpose of forming an opinion on the special-purpose financial statements as a whole. The combining schedule of revenues, expenses and transfers (unaudited) on page 13 and the related notes on page 14 are presented for purposes of additional analysis and are not a required part of the special-purpose financial statements. Such information is the responsibility of management and was derived from and relates directly to the underlying accounting and other records used to prepare the special-purpose financial statements. The information, except for that portion marked “unaudited,” on which we express no opinion, has been subjected to the auditing procedures applied in the audit of the special-purpose financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the special-purpose financial statements or to the special-purpose financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the information is fairly stated in all material respects in relation to the special-purpose financial statements as a whole.

Restriction on Use

Our report is intended solely for the information and use of the boards of directors and management of Palm Beach County Convention Center, Board of County Commissioners of Palm Beach County, and Global Spectrum, L.P. and is not intended to be and should not be used by anyone other than these specified parties.

Holyfield & Thomas, LLC

West Palm Beach, Florida April 8, 2025

OPERATIONS AT THE PALM BEACH COUNTY CONVENTION CENTER MANAGED BY GLOBAL SPECTRUM, L.P.

SPECIAL-PURPOSE STATEMENTS OF ASSETS AND LIABILITIES AS OF SEPTEMBER 30, 2024 AND 2023

OPERATIONS AT THE PALM BEACH COUNTY CONVENTION CENTER MANAGED BY GLOBAL SPECTRUM, L.P.

SPECIAL-PURPOSE STATEMENTS OF REVENUES, EXPENSES AND TRANSFERS FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

OPERATIONS AT THE PALM BEACH COUNTY CONVENTION CENTER MANAGED BY GLOBAL SPECTRUM, L.P.

SPECIAL-PURPOSE STATEMENTS OF CASH FLOWS FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

See accompanying notes to special-purpose financial statements.

OPERATIONS AT THE PALM BEACH COUNTY CONVENTION CENTER MANAGED BY GLOBAL SPECTRUM, L.P.

SPECIAL-PURPOSE STATEMENTS OF CASH FLOWS FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

Reconciliation of excess revenues over expense (expenses over revenues), before transfers to net cash provided by (used in) operating activities:

Excess revenues over expense, (excess expenses over revenues), before transfers278,350$ (97,280)$

Adjustments to reconcile excess revenues over expense (expenses over revenues), before transfers to net cash provided by (used in) operating activities: (Increase) decrease in certain assets: Accounts receivable from events(10,996) (10,303)

See accompanying notes to special-purpose financial statements.

OPERATIONS AT THE PALM BEACH COUNTY CONVENTION CENTER MANAGED BY GLOBAL SPECTRUM, L.P.

NOTES

TO SPECIAL-PURPOSE

FINANCIAL STATEMENTS

FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

1. Nature of Organization and Significant Accounting Policies

Nature of Organization

The Board of County Commissioners of Palm Beach County (the "County") entered into an agreement with a third party, Global Spectrum, L.P. (the “Organization”), a Pennsylvania limited partnership, which provides for the outsourcing of management and operation of the Palm Beach County Convention Center (the “Facility”) to the Organization. The Facility is owned by the County and is located in the City of West Palm Beach, Florida. The operations primarily include revenues generated from the rental of the Facility’s meeting rooms, audio/visual equipment and parking services.

Basis of Presentation

The special-purpose financial statements were prepared for the purpose of complying with the provisions of the Convention Center Operating Agreement (Management Agreement) between the County and the Organization and are not intended to be a complete presentation of the Facility’s assets, liabilities, revenues, and expenses in accordance with accounting principles generally accepted in the United States of America.

The special-purpose financial statements only present the assets, liabilities, revenues, expenses, and transfers of the Facility that are managed by the Organization pursuant to the provisions of the Management Agreement.

Basis of Accounting

Revenues and expenses are recognized in the special-purpose financial statements on the accrual basis of accounting. Revenue consists of rental and service income, and other ancillary income. Rental and service income is recognized when the event occurs. Ancillary income is recognized at the time of sale. All expenses are recorded when the good or service is provided.

Fair Value of Financial Instruments

The special-purpose financial statements follow Financial Accounting Standards Board (FASB) Accounting Standards Codification (ASC) 820-10, Fair Value Measurements and Disclosures, which provides a common definition of fair value, establishes a framework to measure fair value within accounting principles generally accepted in the United States of America, and expands the disclosures about fair value measurements. The standard does not create any new fair value measurements. Instead, it applies under existing accounting pronouncements that require or permit fair value measurements.

For assets and liabilities measured at fair value on a recurring basis, entities should disclose information that allows financial statement users to assess (1) the inputs used to develop such measurements, such as Level 1 (i.e., quoted price in an active market for an identical asset or liability), Level 2 (i.e., quoted price for similar assets or liabilities in active markets), or Level 3 (i.e., unobservable inputs); and (2) the effect on changes in net assets of recurring measurements that use significant unobservable (Level 3) inputs. The special-purpose financial statements do not include financial instruments measured at fair value on a recurring basis.

OPERATIONS AT THE PALM BEACH COUNTY CONVENTION CENTER MANAGED BY GLOBAL SPECTRUM, L.P.

NOTES TO SPECIAL-PURPOSE FINANCIAL STATEMENTS FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

1. Nature of Organization and Significant Accounting Policies, continued

The following methods and assumptions were used by the Organization in estimating fair value of financial instruments that are not disclosed under ASC 820-10.

Cash: The carrying amount reported approximates fair value due to the $1 value of checking and saving bank accounts.

Accounts receivable: The carrying amount reported approximates fair value due to the shortterm of the receivables.

Accounts payable and accrued expenses: The carrying amount reported approximates fair value due to the short-term duration of the instruments.

Due to (from) others: The carrying amount reported approximates fair value due to the shortterm duration of the instruments.

Accounting Estimates

The preparation of the special-purpose financial statements in conformity with provisions of the Management Agreement require management to make estimates and assumptions that affect the reported amounts of assets and liabilities and disclosure of contingent assets and liabilities at the date of the special-purpose financial statement and the reported amounts of revenue and expenses during the reporting period. Actual results could differ from those estimates.

Cash

Cash consists of cash on hand, and cash in checking and saving accounts. Cash in the amounts of approximately $1,962,200 and $1,658,300 is designated for advanced deposits for events that will occur subsequent to September 30, 2024 and 2023, respectively. As of September 30, 2023, the amount of advance deposits for events liability exceeded the cash balance by approximately $35,900. The difference was due to additional escrow amounts that were contracted directly with the Facility rather than the County for miscellaneous revenues, and therefore weren’t included in the escrow cash account.

Receivables

Accounts receivable and amounts due from/to Palm Beach County, other related parties, and customers are carried at their original charged amounts, net of the allowance for doubtful accounts. The allowance reflects the expected future credit losses over the life of the financial asset. The Facility separates accounts receivable into risk pools based on the customer and their aging. The allowance for doubtful accounts is established based on prior and forecasted collection experience, as well as current and future economic factors, that in management’s judgement, could influence the ability of the accounts receivable debtor to repay the amounts per the credit terms. Receivables are written-off when deemed uncollectible. Recoveries of accounts receivable previously written-off are recorded when received. The allowance for doubtful accounts as of September 30, 2024 and 2023 was approximately $37,400.

AT THE PALM BEACH COUNTY CONVENTION CENTER MANAGED BY GLOBAL SPECTRUM, L.P.

NOTES TO SPECIAL-PURPOSE FINANCIAL STATEMENTS FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

1. Nature of Organization and Significant Accounting Policies, continued Deferred Revenue

As of September 30, 2024 and 2023, deferred revenue includes designated advance deposits and other amounts for events scheduled for a subsequent fiscal year. These deposits are included in the accompanying special-purpose financial statements in deferred revenue.

Advertising

Advertising costs are expensed when incurred. Advertising costs totaled approximately $16,900 and $15,400 for the years ended September 30, 2024 and 2023, respectively.

Income Tax Status

The Facility is not subject to federal or state income tax because its operations fall under the tax-exempt status of the County.

Recently Adopted Accounting Pronouncements

The current expected credit loss (CECL) model established by Accounting Standards Update (ASU) 201613, Financial Instruments – Credit Losses: Measurement of Credit Losses on Financial Instruments, requires the immediate recognition of estimated expected credit losses over the life of a financial instrument, including trade, or accounts, receivable. ASU 2016-13 and subsequent amendments are codified in Accounting Standards Codification (ASC) 326. ASC 326 is effective for all not-for-profit entities for fiscal years beginning after December 15, 2022. The Facility adopted the new standard effective October 1, 2023, using the modified retrospective approach. However, the adoption of this ASU did not have a material impact on these financial statements.

2. Management Agreement

In July 2012, the County amended and restated its operating agreement with the Organization to operate and manage the Facility, except for food, beverage, and catering services. The Management Agreement provides that Discover Palm Beach County, Inc. (a Palm Beach County not-for-profit agency) is responsible for the Organization’s long-term sales (i.e., booking events that will not occur for 18 months or more in the future). This agreement covered the period from October 1, 2012, through September 30, 2017, with an option to renew for an additional five years thereafter. In July 2017, the County and the Organization extended its operating agreement for another five years through September 30, 2022. A second amendment was entered into in May 2022, extending the operating agreement to September 30, 2023. A new five-year operating agreement was entered into between the Organization and the County beginning December 1, 2023, and ending September 30, 2028 with the option for one five-year renewal.

The Management Agreement requires that net proceeds from the operation of the Facility are paid to the County and that operating deficits, if any, are funded by the County. The Organization provided net payments to the County during fiscal year 2024 and net receipts during fiscal year 2023.

OPERATIONS AT THE PALM BEACH COUNTY CONVENTION CENTER MANAGED BY GLOBAL SPECTRUM, L.P.

NOTES TO SPECIAL-PURPOSE FINANCIAL STATEMENTS FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

2. Management Agreement, continued

These amounts are presented net on the special-purpose statements of revenues, expenses and transfers as contractual funding transfers. Should the funding reimbursements from the County not be provided, the ongoing operations would be impaired. The County's approved budget for fiscal year ended September 30, 2024 and 2023 amounted to $6,040,000 and $5,780,000, respectively.

The County directly paid for machinery and equipment, insurance, legal, inspector general fee, and indirect operating expenses, which totaled $1,079,557 and $938,700 for the fiscal years ended September 30, 2024 and 2023, respectively. These expenses are not included in the accompanying special-purpose financial statements. Total management fees, including incentives for the years ended September 30, 2024 and 2023, were $303,003 and $259,015, respectively, of which $78,750 and $90,500 remained unpaid as of September 30, 2024 and 2023, respectively. The unpaid balances of management fees are included as accrued expenses in the statements of assets and liabilities.

All of the Facility staff are employed by the Organization. The Facility does not have any employees. The County reimbursed the Organization for employee salaries and related benefits in fiscal years 2024 and 2023. These amounts are included in contracted services in the special-purpose statements of revenues, expenses, and transfers.

3. Food, Beverage and Catering Services

The County engaged Ovations Food Services, L.P. (a related party to the Organization) to provide food, beverage, and catering services at the Facility. Global Spectrum, L.P. is not a party to this agreement and has no responsibility for food, beverage, and catering services. The activities of food, beverage and catering services are not included in the special-purpose statements of revenues, expenses and transfers for the years ended September 30, 2024 and 2023; however the activity for the year ended September 30, 2024 is included as unaudited combining information in the supplemental combining schedule of revenues, expenses and transfers.

4. Prepaid Expenses

The Organization incurred expenses, including prepaid expenses for software, operating expenses, and insurance deposits, for services to be provided after fiscal years ending September 30, 2024 and 2023, and these amounts have been properly included in prepaid expenses in the special-purpose statements of assets and liabilities.

5. Contingencies

While the Organization and other parties may be involved in various legal actions arising in the normal course of business, management does not believe such matters will have a material negative effect upon the Convention Center Operations or these special-purpose financial statements.

NOTES

BEACH COUNTY CONVENTION CENTER MANAGED BY GLOBAL SPECTRUM, L.P.

TO SPECIAL-PURPOSE FINANCIAL

STATEMENTS

FOR THE YEARS ENDED SEPTEMBER 30, 2024 AND 2023

6. Leases

The Organization leases minimal equipment, but does have various maintenance contracts. However, there are no long-term leases/contracts that create commitments into future years as they can be terminated at any time, or are on a month-to-month basis.

7. Related Party Transactions

The Organization earns a management fee as compensation for operating the Facility. Management fees include both fixed and variable portions. The total amount earned for the years ended September 30, 2024 and 2023 by the Organization was $303,003 and $259,015, respectively. Management fees include $78,750 and $38,500 as an incentive fee for the years ended September 30, 2024 and 2023, respectively. Accrued balance of incentive fee as of September 30, 2024 and 2023, amounted to $78,750 and $90,500, respectively, pending approval from the County. Accounts payable for fixed management fee as of September 30, 2024 and 2023, amounted to $-0-, and $73,505, respectively.

In addition, the Facility purchases certain operating services including employee benefits and related expenses, insurance coverage, and meeting and convention expenses from the Organization. Total expense for these services for the years ended September 30, 2024 and 2023 purchased from the Organization was $1,016,086 and $985,002, respectively. Accounts payable for operating services as of September 30, 2024 and 2023, amounted to $50,097 and $387,455, respectively.

8. Credit and Business Concentrations

Business Concentration

The Facility received approximately 27% and 29% of total revenues from five customers during the years ended September 30, 2024 and 2023, respectively. One of the five customers represents approximately 10% and 9% of total revenues for the years ended September 30, 2024 and 2023, respectively.

Credit Concentration

The Organization maintains its cash in bank deposit accounts, which at times may exceed federally insured limits. Accounts are guaranteed by the Federal Deposit Insurance Corporation (FDIC) for up to $250,000. As of September 30, 2024 and 2023, there were approximately $2,930,700 and $2,848,900, respectively, in excess of the FDIC limit. The Organization has not experienced any losses on such accounts and management believes the Organization is not exposed to any significant credit risk arising from such balances.

9. Subsequent Events

Management has evaluated subsequent events through April 8, 2025, the date on which the specialpurpose financial statements were available to be issued, and determined there were no further events to disclose in these special-purpose financial statements.

COMBINING SCHEDULE OF REVENUES, EXPENSES AND TRANSFERS (UNAUDITED) FOR THE YEAR ENDED SEPTEMBER 30, 2024

OPERATIONS

AT THE

PALM BEACH COUNTY CONVENTION CENTER MANAGED BY GLOBAL SPECTRUM, L.P.

NOTES TO SUPPLEMENTARY INFORMATION (UNAUDITED) FOR THE YEAR ENDED SEPTEMBER 30, 2024

1. General

The accompanying supplemental combining schedule of revenues, expenses and transfers (unaudited) presents the activities of the Operations at the Palm Beach County Convention Center, managed by Global Spectrum, L.P., and the food, beverage and catering services managed by a third-party vendor, Ovations Food Services, L.P., for the year ended September 30, 2024.

2. Basis of Accounting

The accompanying supplementary information is presented using the accrual basis of accounting.

See independent auditor’s report.

Discover The Palm Beaches

Holyfield & Thomas, LLC

Certified Public Accountants & Advisors

125 Butler Street  West Palm Beach, FL 33407 (561)689-6000  Fax (561) 689-6001  www.holyfieldandthomas.com

TotheBoardofDirectorsandManagementof Discover Palm Beach County, Inc.

West Palm Beach, Florida

In planning and performing our audit of the financial statements of Discover Palm Beach County, Inc. (the “Organization”) as of and for the year ended September 30, 2024, in accordance with auditing standards generally accepted in the United States of America, we considered the Organization’s internal control over financial reporting (internal control) as a basisfordesigningauditproceduresthatareappropriateinthecircumstancesforthepurpose of expressing our opinion on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the Organization’s internal control. Accordingly, we do not express an opinion on the effectiveness of the Organization’s internal control.

DefinitionsRelatedtoInternalControlDeficiencies

A deficiency ininternalcontrolexistswhenthedesignor operationof acontroldoes notallow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, misstatements on a timely basis. A material weakness is a deficiency or a combination of deficiencies in internal control, such that there is a reasonable possibility that a material misstatement of the Organization’s financial statements will not be prevented, or detected and corrected, on a timely basis.

OurResponsibilities

Our consideration of internal control was for the limited purpose described in the first paragraph and was not designed to identify all deficiencies in internal control that might be material weaknesses. Given these limitations, during our audit we did not identify any deficiencies in internal control that we consider to be material weaknesses. However, we do provide a current status remark concerning deficiencies in internal control arising from the prior engagement that we considered to be a control deficiency, or a comment for your consideration in addressing best practices in internal control.

Discover Palm Beach County, Inc.

March 21, 2025

Page 2

PRIOR YEAR COMMENT

Identified Deficiencies in Internal Control

20-03 – Proper Cut-off at Year End

During prior year audits, journal entries were recorded to achieve proper cut-off at year-end. Generally Accepted Accounting Principles require transactions to be recorded in the correct period.Werecommendedthatattentionbegiventotransactiondatestoensuretheproperperiod is posted.

Management’s response: The processing of transactions at year-end was a challenge in previous year auditsdue tothemanagingof expensesbetween thecontractreimbursement process, which is in a cash basis and the financial reporting time frame, which is on an accrual basis. As a result of the in-depth review of the Fiscal Year End process, we created in the prior period a comprehensive year-end checklist that reduced adjusting entries required in order to reconcile back to the county funding report.

Current status: Our current year’s audit did not reflect any adjusting journal entry necessary to achieve proper cut-off at year end.

TheOrganization’swritten responsetothecomments mentioned abovehave not beensubjected to the audit procedures applied in the audit of the financial statements and, accordingly, we express no opinion on them.

This communication is intended solely for the information and use of management, the Board of Directors, and others within the Organization, and is not intended to be, and should not be, used by anyone other than these specified parties.

Holyfield & Thomas, LLC

West Palm Beach, Florida March 21, 2025

c

c

Holyfield & Thomas, LLC

Certified Public Accountants & Advisors

125 Butler Street  West Palm Beach, FL 33407 (561)689-6000  Fax (561) 689-6001  www.holyfieldandthomas.com

March 11, 2025

To the Audit Committee of Discover Palm Beach County, Inc.

West Palm Beach, Florida

We have audited the financial statements of Discover Palm Beach County, Inc. (the “Organization”) for the year ended September 30, 2024, and plan to issue our report in March 2025. Professional standards require that we provide you with information about our responsibilities under generally accepted auditing standards, as well as certain information related to the planned scope and timing of our audit. We have communicated such information in our letter to you dated October 14, 2024. Professional standards also require that we communicate to you the following information related to our audit.

Significant Audit Matters

Qualitative Aspects of Accounting Practices

Management is responsible for the selection and use of appropriate accounting policies. The significant accounting policies used by Discover Palm Beach County, Inc. are described in Note 1 to the financial statements. No new accounting policies were adopted, and the application of existing policies was not changed during 2023-2024. We noted no transactions entered into by the Organization during the year for which there is a lack of authoritative guidance or consensus. All significant transactions have been recognized in the financial statements in the proper period.

Accounting estimates are an integral part of the financial statements prepared by management and are based on management’s knowledge and experience about past and current events and assumptions about future events. Certain accounting estimates are particularly sensitive because of their significance to the financial statements and because of the possibility that future events affecting them may differ significantly from those expected. The most sensitive estimates affecting the financial statements were:

 Management’s estimate of the realized value of accounts receivable from Palm Beach County, which is based on expenses incurred by the Organization and related cost-reimbursement submissions to Palm Beach County.

 Management’s estimate of the settlement value of accounts payable, accrued expenses, and deferred revenue, which is based on management’s experience and analysis.

Certain financial statement disclosures are particularly sensitive because of their significance to financial statement users. The most sensitive disclosure affecting the financial statements was:

 The disclosure of transactions with Palm Beach County and economic dependency presented in Note 3 to the financial statements.

The financial statement disclosures are neutral, consistent, and clear.

Discover Palm Beach County, Inc.

March 11, 2025

Page 2

Difficulties Encountered in Performing the Audit

We encountered no significant difficulties in dealing with management in performing and completing our audit.

Corrected and Uncorrected Misstatements

Professional standards require us to accumulate all misstatements identified during the audit, other than those that are clearly trivial, and communicate them to the appropriate level of management. Journal entries recorded this year are listed in page 4. There were no uncorrected adjustments.

Disagreements with Management

For purposes of this letter, a disagreement with management is a financial accounting, reporting, or auditing matter, whether or not resolved to our satisfaction, that could be significant to the financial statements or the auditor’s report. We are pleased to report that no such disagreements arose during the course of our audit.

Management Representations

We have requested certain representations from management that are included in the management representation letter to be dated upon the issuance of the report.

Management Consultations with Other Independent Accountants

In some cases, management may decide to consult with other accountants about auditing and accounting matters, similar to obtaining a “second opinion” on certain situations. If a consultation involves application of an accounting principle to the Organization’s financial statements or a determination of the type of auditor’s opinion that may be expressed on those statements, our professional standards require the consulting accountant to check with us to determine that the consultant has all the relevant facts. To our knowledge, there were no such consultations with other accountants.

Other Audit Findings or Issues

We generally discuss a variety of matters, including the application of accounting principles and auditing standards, with management each year prior to retention as the Organization’s auditors. However, these discussions occurred in the normal course of our professional relationship and our responses were not a condition to our retention.

Other Matters

With respect to the supplementary information accompanying the financial statements, we made certain inquiries of management and evaluated the form, content, and methods of preparing the information to determine that the information complies with U.S. generally accepted accounting principles, the method of preparing it has not changed from the prior period, and the information is appropriate and complete in relation to our audit of the financial statements. We compared and reconciled the supplementary information to the underlying accounting records used to prepare the financial statements or to the financial statements themselves.

Closing

We are pleased to respond to any questions you have about the audit or the contents of this letter. We appreciate the opportunity to be of service to you with respect to your audit and accounting needs.

Discover Palm Beach County, Inc.

March 11, 2025

Page 3

This information is intended solely for the use of the Audit Committee and management of Discover Palm Beach County, Inc. and is not intended to be, and should not be, used by anyone other than these specified parties

Very truly yours,

Holyfield & Thomas, LLC

West Palm Beach, Florida

March 11, 2025

Discover Palm Beach County, Inc.!

March 11, 2025 Page 4

Summary of Recorded Audit Adjustments

Adjusting Journal Entries JE # 1 01-800-74310 Inspector General Fee

To adjust balance of in-kind contributions to agree to amount reported by TDC.

DISCOVERPALMBEACHCOUNTY,INC.

REPORTONAUDITOF

FortheYearsEnded September30,2024and2023

Holyfield & Thomas, LLC

Certified Public Accountants & Advisors

125 Butler Street  West Palm Beach, FL 33407 (561) 689-6000  Fax (561) 689-6001  www.holyfieldandthomas.com

TotheBoardofDirectorsof

DiscoverPalmBeachCounty,Inc.

WestPalmBeach,Florida

Opinion

We have audited the accompanying financial statements of Discover Palm Beach County, Inc. (anot-for-profit corporation) which comprise the statements of financial position as of September 30, 2024 and 2023, andthe relatedstatementsof activities, cashflows, andfunctional expenses for theyearsthen ended,andtherelatednotes tothefinancial statements.

In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of Discover Palm Beach County,Inc., as of September 30, 2024 and 2023, and the changes in its net assets and its cash flows for the years then ended in accordance with accounting principles generally accepted inthe United States of America.

BasisofOpinion

We conducted our audit in accordance with auditing standards generally accepted in the United States of America. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial statements section of our report. We are required to be independent of Discover Palm Beach County, Inc. and to meet our other ethical responsibilities in accordance with the relevant ethical requirements relating to our audit. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

ResponsibilitiesofManagementfortheFinancialStatements

Management is responsible for the preparation and fair presentation of these financial statements in accordance with accounting principles generally accepted in the United States of America, and for the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement,whether due tofraud or error.

In preparing the financial statements, management is required to evaluate whether there are conditions or events, considered in the aggregate, that raise substantial doubt about Discover Palm Beach County, Inc.’s ability to continue as a going concern within one year after the date that thefinancial statements are availabletobeissued.

Auditor’sResponsibilitiesfortheAuditoftheFinancialstatements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in

accordance with generally accepted auditing standards will always detect a material misstatement when it exists. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements, including omissions, are considered material if there is a substantial likelihood that, individually or inthe aggregate, theywouldinfluence thejudgment madeby areasonable user basedonthe financial statements.

In performingan audit inaccordancewith generally accepted auditingstandards, we:

 Exercise professional judgment and maintain professional skepticism throughout the audit.

 Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding the amounts anddisclosuresin thefinancial statements.

 Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of Discover Palm Beach County, Inc.’s internal control.Accordingly, nosuch opinion isexpressed.

 Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluate the overall presentation of thefinancial statements.

 Conclude whether, in our judgment, there are conditions or events, considered in the aggregate, that raise substantial doubt about Discover Palm Beach County, Inc.’s ability to continue asa goingconcernfor areasonableperiod of time.

We are required to communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit, significant audit findings, and certain internal controlrelatedmattersthat weidentified duringtheaudit.

ReportonSupplementaryInformation

Our audit was conducted for the purpose of forming an opinion on the financial statements as a whole. The accompanying schedule of functional expenses – contract and non-contract on page 17 is presented for purposes of additional analysis and is not a required part of the financial statements. Such information is the responsibility of management and was derived from and relates directly to the underlying accounting and other records used to prepare the financial statements. The information has been subjected to the auditing procedures applied in the audit of the financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the financial statements or to the financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the information is fairly stated in all material respects in relation to the financial statements as awhole.

Holyfield & Thomas, LLC

West Palm Beach, Florida

March 21, 2025

As of September 30, 2024 and 2023

See accompanying notes to financial statements.

For the Years Ended September 30, 2024 and 2023

See accompanying notes to financial statements.

For the Years Ended September 30, 2024 and 2023

See accompanying notes to financial statements.

For the Year Ended September 30, 2024

For the Year Ended September 30, 2023

For the Years Ended September 30, 2024 and 2023

1.Summaryof Significant AccountingPolicies

Nature of Organization

Discover Palm Beach County, Inc. (d/b/a Discover The Palm Beaches) (the “Organization”) serves as Palm Beach County’s travel planning resource for domestic and international travelers. As the official destinationmarketingorganizationcharged withpromoting Palm BeachCounty(the“County”) as aleisure travel and meetings destination, Discover The Palm Beaches plans and executes initiatives in a broad rangeofareasincludingsales,marketing,research,visitorservices,andindustryrelations.

Formed in 1983, Discover Palm Beach County, Inc. is a private, not-for-profit corporation funded primarily by the collection of the Palm Beach County tourist development tax, or “bed tax”, paid by lodging guests for short-term stays in Palm Beach County. The Organization’s mission is to increase visitation and contributetotheoveralleconomicdevelopmentinPalmBeachCounty.

Basis of Accounting

The financial statements of the Organization are prepared using the accrual basis of accounting whereas revenues are recognized when earned and expenses are recognized when incurred. This basis of accountingconformstoaccountingprinciplesgenerallyacceptedintheUnitedStatesofAmerica.

Financial Statement Presentation

The Organization’s financial statements are presented in accordance with FASB Accounting Standards Codification (FASB ASC) 958-205 Not-for-Profit Entities Presentation of Financial Statements. This standardrequirestheclassificationoftheOrganization’s statements of financialpositionandstatementsof activities according to two classes of net assets: net assets without donor restrictions and net assets with donorrestrictions:

Net assets without donor restrictions – this classification includes those net assets whose use is not restricted by donors, even though their use may be limited in other respects, such as by contract or by Board designation. Changes in net assets arising from exchange transactions (except income and gains on assets that are restricted by donors or by law) are included in net assetswithoutdonor restrictions.

Net assets with donor restrictions – this classification includes those net assets whose use by the Organization has been limited by donors to either a later period of time, or after a specified date, or for a specified purpose. This classification also includes net assets that must be maintained by the Organization in perpetuity. Net assets with donor restrictions in perpetuity increase when the Organization receives contributions for which donor-imposed restrictions limiting the Organization’s use of an asset or its economic benefits neither expire with the passage of time nor can be removed by the Organization meeting certain requirements. As of September 30, 2024and2023, theOrganization had no net assets with donor restrictions.

For the Years Ended September 30, 2024 and 2023

1.Summaryof Significant AccountingPolicies,continued

Use of Estimates

The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities at the date ofthefinancial statements andthereported amounts ofrevenuesandexpensesduringthereportingperiod.Actualresultscoulddifferfromthoseestimates.

Fair Value of Financial Instruments

FASB ASC Topic 820-10, Fair Value Measurements, establishes a framework for measuring fair value. This framework provides a fair value hierarchy that prioritizes the inputs to valuation techniques used to measure fair value. The hierarchy gives the highest priority to unadjusted quoted prices in active markets for identical assets or liabilities (Level 1 measurement) and the lowest priority to unobservable inputs (Level 3measurement).

The three levels ofthefair value hierarchyunderFASB ASC Topic 820-10aredescribedbelow:

Level 1 – Inputs to the valuation methodology are unadjusted quoted prices for identical assets or liabilities in active markets that the Organization has the ability to access.

Level 2 – Inputs tothevaluationmethodology include:

 Quotedprices forsimilar assets or liabilities in activemarkets;

 Quoted prices for identical or similar assets or liabilities in inactive markets;

 Inputs other than quoted prices that are observable for the asset or liability;

 Inputs that are derived principally from or corroborated by observable market databy correlation or othermeans.

 If the asset or liability has a specified (contractual) term, the Level 2 input must be observablefor substantially thefull termof the asset or liability.

Level 3 – Inputs to the valuation methodology are unobservable and significant to thefair valuemeasurement.

The asset’s or liability’s fair value measurement level within the fair value hierarchy is based on the lowest level of any input that is significant to the fair value measurement. Valuation techniques used need tomaximizethe use of observableinputs and minimizetheuse of unobservableinputs.

For the Years Ended September 30, 2024 and 2023

1. Summaryof Significant AccountingPolicies,continued

Fair Value of Financial Instruments, continued

The following methods and assumptions were used by the Organization in estimating the fair value of financial instrumentsthatwere not disclosedunder FASB ASC Topic 820.

 Cash and cash equivalents, reimbursement, receivables, accounts payable, and accrued liabilities – The carrying amount reported approximates their fair values due to their short-term nature.

The following methods and assumptions were used bytheOrganization inestimating thefairvalueof financial instruments thataremeasured atfair value on arecurring basis under FASBASC Topic820.

 Investments in and obligations under deferred compensation plan – consists of mutual funds valued at quoted market price by the custodian as of September 30, 2024. These investments areallmeasuredaccording toLevel 1.

Cash and Cash Equivalents

The Organization considers cash held inchecking and short-term investments with original maturities of threemonths or lessto be cash equivalents.

Reimbursement due from Palm Beach County

The Organization records contract reimbursements due from Palm Beach County as allowable expenses areincurred,approved,andbilled.Allamountsaredeemedfullycollectibleandnoallowanceisconsidered necessary.

Membership and Other Receivables

Membership and other receivables consist of amounts charged to local hotels and other local businesses for participation in the Organization’s advertising programs, all of which arecarried at net realizable value. The Organization provides an allowance for uncollectible accounts that is based upon a review of outstanding receivables, historical collection information, and existing economic conditions. As of September 30, 2024and2023, there was no allowance for uncollectibleaccounts.

Inventory

Inventory consists of promotional items (not for sale), and is stated at the lower of cost (first-in, first-out method)ormarket.

Prepaid expenses

Prepaid expenses consist of expenses (generally deposits) for operations, sales, and marketing activities scheduledtooccursubsequenttotheyear-end.

For the Years Ended September 30, 2024 and 2023

1. Summaryof Significant AccountingPolicies,continued

Accrued Expenses

Accruedexpensesconsistofaccruedpayroll,relatedpayrolltaxes,andemployeebenefits.

Deferred Revenue

Deferred revenue consists of contract income received for expenses paid for operations, sales, and marketing activities scheduledto occur subsequent to year-end. This category also includes three months of membership revenue collected and deferred in connection the membership period which runs on a calendaryear.

Deferred Compensation Plan

TheOrganizationprovidesadeferredcompensation planasmorefullydescribedinNote4.Inaccordance with the terms of such arrangements, the fair value of plan assets is reported as both an asset subject to theclaimsofcreditorsandasaliabilitytotheplanbeneficiary.

Advance from Palm Beach County

In connection with the Organization’s administrative services and agency contract, as further described in Note3,Palm BeachCountyadvancedtheOrganization$6,000,000for useinfacilitatingvendor payments andotherworkingcapitalneeds,pendingreimbursementofrequestedexpenses.

Revenues and Support

 Contract income –isreceivedfromtheCountyona cost-reimbursementbasis. Revenuesfrom the contract are deemed earned and recognized in the statements of activities when expenses are incurredandapprovedforthepurposesspecified.

 Membership income – Partner membership benefits include listings on the Organization’s website, listings in the Organization’s official publications, access to partner events, and opportunities to participateintradeshowsandevents.Membershipincome is recognizedasrevenuewhenearned overthemembershipperiod,whichisgenerallyoverthecalendaryear.

 Special promotional activity income – is revenue received from other organizations and individuals in order to participate in promotional events with the Organization. Special promotional activity incomeisrecognizedasrevenuewhenthetradeshoworotherpromotionaleventoccurs.

Donated Services and In-Kind Contributions

In accordance with FASB ASC 958-605, Revenue Recognition, the Organization records the value of those donated services and in-kind contributions that require specialized skills and that would typically needtobepurchasedifnotprovidedbydonation.Donatedservicesandin-kindcontributionsincludethose that create or enhance the Organization’s efforts to provide certain tourism, marketing, and sales-related programs to promote Palm Beach County, Florida as a tourist destination. These services are reflected in the financial statements at the date of receipt at their estimated fair market value as in-kind income and expenseintheperiodrendered.

For the Years Ended September 30, 2024 and 2023

1. Summaryof Significant AccountingPolicies,continued

Donated Services and In-Kind Contributions,

continued

During the years ended September 30, 2024 and 2023, the Organization received donated services and in-kindcontributions, such as receptions androom accommodations for clients andgroups and other noncashcontributions,whicharerecordedasdonatedservicesandin-kindcontributions attheir estimatedfair value at the date of donation. During the years ended September 30, 2024 and 2023, the total amount of in-kind contributions and donated services received amounted to approximately $3,993,000 and $3,388,000fortheyearsendedSeptember30,2024and2023,respectively.

Expenses

The costs of providing the various programsandother activities have been detailed in thestatements of functional expenses and summarized on a functional basis in the statements of activities. Expenses associated with a specific program are charged directly to that program. Expenses which benefit more than oneprogram areallocated based ontherelative benefit provided.

Advertising

The Organization expenses the cost of advertising as incurred. During the years ended September 30, 2024 and 2023, the Organization incurred approximately $16,641,000 and $18,020,000, respectively, in advertising costs, which are reported as marketing - advertising in the statements of functional expenses. Of such amounts, donated services represent approximately $3,789,000 and $3,207,000 for the years endedSeptember30,2024and2023,respectively.

Compensated Absences

The Organization has a policy to accumulate unused vacation up to a maximum of 192 hours on accrual earning levels. All accumulated vacation leave must be used in the following year with no carryover. Sick leave may be accumulated up to a maximum of 60 days (480 hours) and carried indefinitely, but is not paid out for other than sick time under any circumstances. Accumulated unpaid vacation benefitsareaccrued as a liability and chargedto expense.

Reclassifications

Certain accounts in the prior year financial statements may have been reclassified in order to conform withthecurrent yearfinancial statement presentation.

Income Taxes

The Organization is exempt from federal and state income taxes under Section 501(c)(6) of the Internal Revenue Code of 1986 and Chapter 220.13 of Florida Statutes. However, income from certain activities not directly related to the Organization's tax-exempt purpose is subject to taxation as unrelated business income. Management does not believe that the Organization engaged in any unrelated business activities during the years ended September 30, 2024 and 2023, and accordingly there is no provision forincometaxesreflectedintheaccompanyingfinancialstatements.

For the Years Ended September 30, 2024 and 2023

1. Summaryof Significant AccountingPolicies,continued

Income Taxes, continued

The Organization follows FASB ASC 740-10, Accounting for Uncertainty in Income Taxes. This pronouncement seeks to reduce the diversity in practice associated with certain aspects of measurement and recognition in accounting for income taxes. It prescribes a recognition threshold and measurement attribute for financial statement recognition and measurement of a tax position that an entity takes or expects to take in a tax return. An entity may only recognize or continue to recognize tax positions that meet a “more likely than not” threshold. The Organization assesses its income tax positions based on management’sevaluationofthefacts,circumstancesandinformationavailableatthereportingdate.

TheOrganizationusesthe prescribedmore likelythan notthreshold whenmaking itsassessment. For the years ended September 30, 2024 and 2023, the Organization did not accrue any interest expense or penaltiesrelatedtotaxpositions,andtherearenoopenFederalorStatetaxyearscurrentlyunderaudit.

2. LiquidityandAvailabilityof Resources

Financial assets available for general expenditure within one year, that is, without donor restrictions or other restrictions limitingtheir usecomprisethefollowing:

assets availabletomeet general expenditures overthenext 12months $10,114,920

The Organization receives significant revenue from a Palm Beach County contract, which typically covers over 90% of its operating expenditures on a direct reimbursement basis. The Organization regularly monitors liquidity required to meet its operating needs and other contractual commitments. The related resources have been included in the quantitative information detailing the financial assets available tomeet general expenditures within oneyear.

3. TransactionswithPalm BeachCountyandEconomicDependency

The Organization and the County entered into an agreement for administrative services commencing on October 1, 2022 and expiring on September 30, 2027. The contract provides that the Organization will perform or administer various functions such as advertising, public relations, tour package development, consumer and trade shows, destination reviews, foreign representation, and other projects and promotional services to assist the County in its tourism promotion effort. Expenses made by the Organization under the contract are subject to budgetary approval by the County and must be consistent with the County’s Tourist Development Plan. For the years ended September 30, 2024 and 2023, the contract budget was $27,212,286 and $14,397,527, respectively, which includes the County direct expenses(i.e.,“in-kindcontributions”)totaling$311,471and$180,437,respectively.

For the Years Ended September 30, 2024 and 2023

3.TransactionswithPalm BeachCountyandEconomicDependency,continued

On behalf of the Organization, the County provided office space and directly paid communication and certain advertising expenses, which totaled approximately $204,000 and $180,000 for the years ended September 30, 2024 and 2023 respectively. This amount is included in Contract Income, Palm Beach County in the statements of activities and is reported according to its natural and functional classifications in the statements of activities and statements of functional expenses. In addition, the County provides the Organizationwithallfurniture,fixtures,andequipmentnecessaryforitsoperations.

Management believes the Organization has sufficient planned revenues from the agreement with the County to operate and fulfill its mission. The revenue provided under contracts with the County amounted to approximately $26,300,000 and $26,900,000, which represents 84% and 87% of the Organization’s total revenue, respectively, for the years ended September 30, 2024 and 2023. The loss of this agreement could have a negative impact upon the Organization. In addition, for the years ended September 30, 2024 and 2023, the County owed the Organization approximately $3,833,600 and $5,032,000, respectively, for costs relatedtothiscontract.

In connection with the County contract, the Organization submits requests for reimbursement of allowable payments and expenditures and records the corresponding revenue as the request is approved and paid. Subsequent adjustments made in accordance with US GAAP to certain payments and expenditures may often create timing differences between the contract utilization according to the County and the amounts reported in these financial statements. The fiscal year-end amounts and related adjustments aresummarized asfollows:

*Reconciling items include accrualbasistransactions.

4.RetirementPlans

The Organization has a defined contribution plan, which provides retirement benefits for substantially all employeesmeeting certain eligibility requirements. Employees areeligibleafter one year of service. There arenomatchingcontributionsfromtheOrganization.TheOrganizationmaymakecontributionstotheplan consisting of a 3% Safe Harbor contribution and a discretionary contribution not to exceed 9.17% of the employee’s actual salary. Employees are immediately vested in the Safe Harbor contribution and fully vested in any discretionary contributions after three years of service with the Organization. Contributions for the years ended September 30, 2024 and 2023 totaled approximately $564,000 and $481,000, respectively.

For the Years Ended September 30, 2024 and 2023

4.RetirementPlans,continued

In addition, the Organization has a deferred compensation retirement plan, which provides retirement benefits for certain of its key employees. Under the plan, employees are allowed to defer amounts of compensation up to the maximum allowable IRS limits. There are no matching contributions from the Organization. The Organization may make discretionary contributions to the plan. During the years ended September30, 2024and2023,theOrganizationmadenodiscretionarycontributionstothisplan.Funds of the plan are invested in mutual funds as directed by the employee. These funds had a fair value of approximately$226,500and$246,400asofSeptember30,2024and2023,respectively.

Fortheyears endedSeptember 30, 2024and2023,theOrganizationdidnotincur administrativecostsfor eitherplan.

5.In-KindContributions

Contributed goods andservices arereflected as donated servicesand in-kind contributions support and expenses in the accompanying financial statements. The products and professional services are recorded at their estimated fair value. On behalf of the Organization, the County directly paid approximately $160,700 and $145,700 of administrative expenses, $24,400 and $19,500 of inspector general expenses, and $18,600 and $15,200 of technology support expenses for the years ended September 30, 2024and2023, respectively.

In addition, the Organization recognized approximately $3,789,000 and $3,207,500 of advertising, promotion, and consulting as donated services, for the years ended September 30, 2024 and 2023, respectively. These amounts primarily include co-op advertising with sports fundraisers and international airlines, and are recognized as support, under the caption of donated services in the statements of activities, and as marketing – advertising in the statement of functional expenses. Advertising and promotion are valued based on prices of advertising time and/or space. Consulting services are value basedonthepriceoftheservicesprovided.

6.Concentrationof CreditRisk

The Organization maintains its cash and cash equivalents in one qualified public depository pursuant to Florida State Statute, Chapter 280, Florida Security for Public Deposits Act, and are covered by either federaldepositoryinsuranceorcollateralheldbytheChiefFinancialOfficerofFlorida.

Any losses to public depositors are covered by applicable deposit insurance, sale of securities pledged as collateral, and, if necessary, assessments against other qualified public depositories of the same type as the depository in default. Management believes the Organization is not exposed to any significant credit riskonitsdeposits.

For the Years Ended September 30, 2024 and 2023

7. Subsequent Events

Management has evaluated subsequent events through March 21 2025, the date on which these financial statements were available to be issued, and determined that there were no further disclosures required in these financial statements.

SUPPLEMENTARYINFORMATION

For the Year Ended September 30, 2024

Cultural Council For Palm Beach County

c

Holyfield & Thomas, LLC

Certified Public Accountants & Advisors

125 Butler Street  West Palm Beach, FL 33407 (561)689-6000  Fax (561) 689-6001  www.holyfieldandthomas.com

c

c

To the Board of Directors and Management of Cultural Councilof Palm Beach County, Inc.

Lake Worth Beach, Florida

InplanningandperformingourauditofthefinancialstatementsofCulturalCouncilofPalmBeachCounty, Inc. (the “Organization”) as of and for the year ended September 30, 2024, in accordance with auditing standardsgenerally acceptedintheUnitedStatesofAmerica, weconsideredtheOrganization’sinternal control over financial reporting (internal control) as a basis for designing audit procedures that are appropriate in the circumstances for the purpose of expressing our opinion on the financial statements, butnotforthepurposeofexpressinganopinionontheeffectivenessoftheOrganization’sinternalcontrol. Accordingly, we do not express an opinion on the effectiveness of the Organization’s internal control.

Definitions Related to Internal Control Deficiencies

A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detectandcorrect,misstatementsonatimelybasis.A materialweakness isadeficiencyoracombination of deficiencies in internalcontrol,suchthat there is a reasonable possibility that amaterial misstatement of the Organization’s financial statements will not be prevented, or detected and corrected, on a timely basis.

Our Responsibilities

Ourconsiderationofinternalcontrolwasforthelimitedpurposedescribedinthefirstparagraphandwas notdesignedtoidentifyalldeficienciesininternalcontrolthatmightbematerialweaknesses.Giventhese limitations, during our audit we did not identify any deficiencies in internal control that we consider to be material weaknesses. However, material weakness may exist that have not been identified.

This communication is intended solely for the information and use of management, those charged with governance and others within the Organization, and is not intended to be and should not be used by anyone other than thesespecified parties.

Holyfield & Thomas, LLC

West Palm Beach, Florida January 14, 2025

c

Holyfield & Thomas, LLC

Certified

Public Accountants & Advisors

125 Butler Street  West Palm Beach, FL 33407 (561) 689-6000  Fax (561) 689-6001  www.holyfieldandthomas.com

c

c

c

December 19, 2024

To the Audit Committee of Cultural Council of Palm Beach County, Inc. Lake Worth Beach, Florida

We have audited the financial statements of Cultural Council of Palm Beach County, Inc. (the “Organization”) for the year ended September 30, 2024, and intend to issue our report in January 2025. Professional standards require that we provide you with information about our responsibilities under generally accepted auditing standards and Government Auditing Standards, as well as certain information related to the planned scope and timing of our audit. We have communicated such information in our letter to you dated October 15, 2024. Professional standards also require that we communicate to you the following information related to our audit.

Significant Audit Matters

Qualitative Aspects of Accounting Practices

Management is responsible for the selection and use of appropriate accounting policies. The significant accounting policies used by the Organization are described in Note 1 to the financial statements. No new accounting policies were adopted and the application of existing policies was not changes during 2024. We noted no transactions entered into by the Organization during the year for which there is a lack of authoritative guidance or consensus. All significant transactions have been recognized in the financial statements in the proper period.

Estimates

Accounting estimates are an integral part of the financial statements prepared by management and are based on management’s knowledge and experience about past and current events and assumptions about future events. Certain accounting estimates are particularly sensitive because of their significance to the financial statements and because of the possibility that future events affecting them may differ significantly from those expected. The most sensitive estimates affecting the financial statements is related to the realizable value of grants and pledges receivable, fair value of beneficial interest in trust, and useful life of property and equipment.

Management’s estimate of the above is based on management’s knowledge and experience about past and current events and assumptions about future events. We evaluated the methods, assumptions, and data used to develop the estimates in determining that they are reasonable in relation to the financial statements taken as a whole.

Disclosures

Certain financial statement disclosures are particularly sensitive because of their significance to financial statement users. The most sensitive disclosure affecting the financial statements is related to the disclosure of restricted net assets and net asset classification using the guidance of FASB ASC 958-205, Presentation of Financial Statements as presented in Note 11 to the financial statements.

The financial statement disclosures are neutral, consistent, and clear.

Cultural Council of Palm Beach County, Inc.

December 19, 2024

Page 2

Difficulties Encountered in Performing the Audit

We encountered no significant difficulties in dealing with management in performing and completing our audit.

Corrected and Uncorrected Adjustments

Professional standards require us to accumulate all adjustments identified during the audit, other than those that are clearly trivial, and communicate them to the appropriate level of management. Journal entries recorded by management are listed on page 4. There were no uncorrected misstatements.

Disagreements with Management

For purposes of this letter, a disagreement with management is a disagreement on a financial accounting, reporting, or auditing matter, whether or not resolved to our satisfaction, that could be significant to the financial statements or the auditor’s report. We are pleased to report that no such disagreements arose during the course of our audit.

Management Representations

We have requested certain representations from management that are included in the management representation letter.

Management Consultations with Other Independent Accountants

In some cases, management may decide to consult with other accountants about auditing and accounting matters, similar to obtaining a “second opinion” on certain situations. If a consultation involves application of an accounting principle to the Organization’s financial statements or a determination of the type of auditor’s opinion that may be expressed on those statements, our professional standards require the consulting accountant to check with us to determine that the consultant has all the relevant facts. To our knowledge, there were no such consultations with other accountants.

Other Audit Findings or Issues

We generally discuss a variety of matters, including the application of accounting principles and auditing standards, with management each year prior to retention as the Organization’s auditors. However, these discussions occurred in the normal course of our professional relationship and our responses were not a condition to our retention.

Other Information in Documents Containing Audited Financial Statements

We are not aware of any documents that contain the audited financial statements. If such documents were to be published, we would have a responsibility to determine that such financial information was not materially inconsistent with the audited financial statements of the Organization

Closing

We are pleased to respond to any questions you have about the audit or the contents of this letter. We appreciate the opportunity to be of service to you with respect to your audit and accounting needs.

This information is intended solely for the use of the Board of Directors, Executive Committee, and management of the Organization and is not intended to be and should not be used by anyone other than these specified parties.

Cultural Council of Palm Beach County, Inc.

December 19, 2024

Page 3

Very truly yours,

West Palm Beach, Florida

Holyfield & Thomas, LLC

December 19, 2024

To

Summary of Recorded Audit Adjustments

Cultural Council of Palm Beach County, Inc.

December 19, 2024 Page 5

Summary of Unrecorded Misstatements

Proposed Journal Entries JE # 1

None in the Current Year.

CULTURALCOUNCILOF PALMBEACHCOUNTY,INC.

REPORTONAUDITOF FINANCIALSTATEMENTS

FortheYearEndedSeptember30,2024 (withcomparabletotalsfor2023)

c

c

Holyfield & Thomas, LLC

Certified Public Accountants & Advisors

125 Butler Street  West Palm Beach, FL 33407 (561)689-6000  Fax (561) 689-6001  www.holyfieldandthomas.com

TotheBoardofDirectorsof

CulturalCouncilofPalmBeachCounty,Inc.

LakeWorthBeach,Florida

ReportontheAuditoftheFinancialStatements

Opinion

We have audited the accompanying financial statements of Cultural Council of Palm Beach County, Inc., (a Florida nonprofit corporation), which comprise the statement of financial position as of September 30, 2024, andthe related statementsof activities, cashflows, and functional expenses for theyearthenended,andtherelatednotestothefinancialstatements.

In our opinion, the financial statements present fairly, in allmaterial respects, the financial position of Cultural Council of Palm Beach County, Inc., as of September 30, 2024, and the changes in its net assets and its cash flows for the year then ended in accordance with accounting principles generally acceptedintheUnitedStatesofAmerica.

BasisforOpinion

WeconductedourauditinaccordancewithauditingstandardsgenerallyacceptedintheUnitedStatesof Americaandthestandardsapplicabletofinancialauditscontainedin Government Auditing Standards, issued by the Comptroller General of the United States.Ourresponsibilitiesunderthosestandardsare furtherdescribedintheAuditor’sResponsibilitiesfortheAuditoftheFinancialStatementssectionofour report.WearerequiredtobeindependentofCulturalCouncilofPalmBeachCounty,Inc.andtomeetour otherethicalresponsibilities,inaccordancewiththerelevantethicalrequirementsrelatingtoouraudit.We believethattheaudit evidence we haveobtained issufficient and appropriatetoprovidea basisfor our auditopinions.

Management’sResponsibilityfortheFinancialStatements

Management is responsible for the preparation and fair presentation of the financial statements in accordancewithaccountingprinciplesgenerallyacceptedintheUnitedStatesofAmerica;andforthe design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that arefree frommaterial misstatement, whether duetofraud or error.

Inpreparingthefinancialstatements,managementisrequiredtoevaluatewhetherthereareconditions or events, considered in the aggregate, that raise substantial doubt about Cultural Council of Palm Beach County, Inc.’s ability to continue as a going concern within one year after the date that the financialstatementsareavailabletobeissued.

Auditor’sResponsibilitiesfortheAuditoftheFinancialStatements

Our objectivesaretoobtainreasonableassuranceabout whetherthefinancialstatementsasawhole arefreefrommaterialmisstatement,whetherduetofraudorerror,andtoissueanauditor’sreportthat includesouropinion.Reasonableassuranceisahighlevelofassurancebutisnotabsoluteassurance and therefore is not a guarantee that an audit conducted in accordance with generally accepted auditing standards and Government Auditing Standards will always detect a material misstatement whenitexists.Theriskofnotdetectingamaterialmisstatementresultingfromfraudishigherthanfor one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations,ortheoverrideofinternalcontrol.Misstatementsareconsideredmaterialifthereis a substantial likelihood that, individually or in the aggregate, they would influence the judgment made byareasonableuserbasedonthefinancialstatements.

In performing an audit in accordance with generally accepted auditing standards and Government Auditing Standards,we:

 Exerciseprofessionaljudgmentandmaintainprofessionalskepticismthroughouttheaudit.

 Identifyandassesstherisksofmaterialmisstatementofthefinancialstatements,whetherdue to fraud or error, and design and perform audit procedures responsive to those risks. Such proceduresincludeexamining,onatestbasis,evidenceregardingtheamountsanddisclosures inthefinancialstatements.

 Obtain an understanding of internal control relevant to the audit in order to design audit proceduresthatareappropriateinthecircumstances,butnotforthepurposeofexpressingan opinion on the effectiveness of the Cultural Council of Palm Beach County, Inc.’s internal control.Accordingly,nosuchopinionisexpressed.

 Evaluatetheappropriatenessofaccountingpoliciesusedandthereasonablenessofsignificant accountingestimatesmadebymanagement,aswellasevaluatetheoverallpresentationofthe financialstatements.

 Concludewhether,inourjudgment,thereareconditionsorevents,consideredintheaggregate, that raise substantial doubt about the Cultural Council of Palm Beach County, Inc.’s ability to continueasagoingconcernforareasonableperiodoftime.

Wearerequiredtocommunicatewiththosechargedwithgovernanceregarding,amongothermatters, theplannedscopeandtimingoftheaudit,significantauditfindings,andcertaininternalcontrolrelated mattersthatweidentifiedduringtheaudit.

OtherReportingRequiredby Government Auditing Standards

Inaccordancewith Government Auditing Standards,wehavealsoissuedourreportdatedJanuary14, 2025, on our consideration of Cultural Council of Palm Beach County, Inc.’s internal control over financial reporting and on our tests of its compliance with certain provisions of laws, regulations, contracts,andgrantagreementsandothermatters.Thepurposeofthatreportistodescribethescope ofourtestingofinternalcontroloverfinancialreportingandcomplianceandtheresultsofthattesting, and not to provide an opinion on the effectiveness of Cultural Council of Palm Beach County, Inc.’s internal control over financial reporting or on compliance. That report is an integral part of an audit performedinaccordancewith Government Auditing Standards inconsideringCulturalCouncilofPalm BeachCounty,Inc.’sinternalcontroloverfinancialreportingandcompliance.

ReportonSummarizedComparativeInformation

We have previously audited the CouncilCultural Council of Palm Beach County, Inc.’s 2023 financial statements,andweexpressedanunmodifiedauditopiniononthoseauditedfinancialstatementsinour report dated January 16, 2024. In our opinion, the summarized comparative information presented hereinasofandfortheyearendedSeptember30,2023,isconsistent,inallmaterialrespects,withthe auditedfinancialstatementsfromwhichithasbeenderived.

Holyfield & Thomas, LLC

WestPalmBeach,Florida

January14,2025

As of September 30, 2024 (with comparable totals for 2023)

ASSETS

LIABILITIES AND NET ASSETS

For the Year Ended September 30, 2024 (with

CULTURAL

For the Year Ended September 30, 2024 (with

CULTURAL

For the Year Ended September 30, 2024

Reconciliation of change in net assets to net cash provided by (used in) operating activities:

Adjustments to reconcile change in net assets to net cash provided by (used in) operating activities:

(decrease) in certain liabilities:

Supplemental disclosure of noncash investing and financing activities: During2024,theCouncilincurreddebtof$6,506 in theformofanoperatingleasefortheright-of-useof office equipment.

See accompanying notes to financial statements.

CULTURAL

For the Year Ended September 30, 2024

For the Year Ended September 30, 2024

1.BusinessandSummaryof Significant Accounting Policies

Organization

Cultural Council of Palm Beach County, Inc. (the "Council") is a not-for-profit corporation whose main goalistopromotevisualandperformingartsandculturalactivitiesinPalmBeachCounty,Florida(the "County"). The Council commits its energies and resources to supporting the establishment of new cultural institutions, enhancing existing organizations, and encouraging opportunities for individual artists. The Council reviews applications for and monitors the use of certain funds provided by the TouristDevelopmentCouncil("TDC").

Basis of Presentation and Method of Accounting

The accompanying financial statements of the Council have been prepared on the accrual basis of accounting, whereby revenues and support are recognized when earned, and expenses when the corresponding liability is incurred. This basis of accounting conforms to accounting principles generally acceptedintheUnitedStatesofAmerica.

Financial Statements Presentation

The accompanying financial statements have been prepared on the accrual basis of accounting in conformity with the disclosure and display requirements of the Financial Accounting Standards Board (FASB) as set forth under FASB Accounting Standards Codification (FASB ASC) 958-205 Not-for-Profit Entities, Presentation of Financial Statements. Accordingly,thenetassetsoftheCouncilarereportedin eachofthefollowingclasses:

Net assets without donor restrictions –thisclassificationincludesthosenetassetswhoseuseis not restricted by donors, even though their use may be limited in other respects, such as by contract or by Board designation. Changes in net assets arising from exchange transactions (exceptincomeandgainsonassetsthatarerestrictedbydonorsorbylaw)areincludedinnet assetswithoutdonorrestrictions.TheCouncilreleasesanypurposerestrictionswhentheasset isplacedinservicefortheusestipulatedbythedonor.

Net assets with donor restrictions – this classification includes those net assets whose use by theCouncilhasbeenlimitedbydonorstoeitheralaterperiodoftime,orafteraspecifieddate, orfor aspecifiedpurpose. Thisclassification also includes netassetsthatmustbemaintained by theCouncilinperpetuity. Net assetswithdonor restrictions inperpetuity increasewhenthe Councilreceivescontributionsforwhichdonor-imposedrestrictionslimitingtheCouncil’suseof anassetoritseconomicbenefitsneitherexpirewiththepassageoftimenorcanberemovedby theCouncilmeetingcertainrequirements.

Estimates

Management uses estimates and assumptions in preparing financial statements in conformity with accounting principles generally accepted in the United States of America. Those estimates and assumptionsaffectthereportedamountsofassetsandliabilities,thedisclosureofcontingentassetsand liabilities,andthereportedrevenueandexpenses.Actualresultscouldvaryfromtheestimatesthatwere used.

For the Year Ended September 30, 2024

1.BusinessandSummaryof Significant Accounting Policies,continued

Fair Value of Financial Instruments

The Council follows FASB ASC 820, Fair Value Measurement. This standard defines fair value, establishes a framework for measuring fair value, establishes a fair value hierarchy based on the quality of inputs used to measure fair value, and requires expanded disclosures about fair value measurementsoffinancialinstruments.

The standard also establishes a hierarchy for inputs used in measuring fair value that maximizes the use of observable inputs when available. Observable inputs are those that market participants would useinpricingtheassetorliabilitybasedonthebestinformationavailableinthecircumstances.

Thefairvaluehierarchygivesthehighestprioritytoquotedpricesinactivemarketsforidenticalassets orliabilities(Level1)andlowestprioritytounobservableinputs(Level3).Ifinputsusedtomeasurethe financial instruments fall within different levels of the hierarchy, the categorization is based on the lowestlevelofinputthatissignificanttothefairvaluemeasurementoftheinstrument.

Thethreelevelsofthefairvaluehierarchyaredescribedbelow:

Level1– Inputsthat utilize quotedprices(unadjusted) inactivemarketsfor identical assetsor liabilitiesthattheCouncilhastheabilitytoaccess.

Level2– Inputsthatincludequotedpricesforsimilarassetsandliabilitiesinactivemarketsand inputs that are observable for the asset or liability, either directly or indirectly, for substantiallythefulltermofthefinancialinstrument.Fairvaluesfortheseinstruments areestimatedusingpricingmodelsorquotedpricesofassetsandliabilitiesofsimilar characteristics.

Level3– Inputsthatareunobservablefortheassetsorliabilities, whicharetypicallybasedon anentity’sownassumptions,asthereislittle,ifany,relatedmarketactivity.

Theasset’sorliability’sfairvaluemeasurementlevelwithinthefairvaluehierarchyisbasedonthelowest level of any input that is significant to the fair value measurement. Valuation techniques used need to maximizetheuseofobservableinputsandminimizetheuseofunobservableinputs.

Cash and Cash Equivalents

Cashandcashequivalentsconsistprimarilyofsaving,checking,andmoneymarketaccountsatfederally charteredbanks.Forpurposesofthestatementofcashflows,allhighlyliquidinvestmentswithamaturity ofthreemonthsorlesswhenpurchasedarealsoconsideredtobecashequivalents,exceptforcashand money market balances held within the investment portfolio and as reported as part of the investment category.

Investments

Investmentsincludeindividualpubliclytradedequitiesandcashequivalents.TheCouncilcontractswith investmentmanagerstoperformongoinginvestmentfunctionsandinvestmentperformancemonitoring, andinvestsaccordingtotheguidelinesthatareestablishedbytheCouncil'sCommitteeandapproved bytheBoardofDirectors.

For the Year Ended September 30, 2024

1.BusinessandSummaryof Significant Accounting Policies,continued

Investments, continued

Purchasesandsalesofinvestmentsarerecordedonatrade-datebasis.Interestincomeisrecordedon theaccrualbasis.Dividendsarerecordedontheex-dividenddate.Realizedgainsorlossesonthesale of marketable securities are calculated using the specific-identification method. Change in unrealized gains and losses represents thechange in thefair value of the individual investments forthe year, or since the acquisition date, if acquired during the year. Investments are stated at fair value based on quotedmarketpriceswithinactivemarkets.Investmentincomeandgainsarereportedasincreasesinnet assetswithoutdonorrestrictions.

Receivables

 Grants receivable –consistofgrantreimbursementsduefromPalmBeachCountyandtheTDC.

 Pledges receivable – consist of pledges (unconditional promises togive)from members of the Council'sBoardofDirectorsandfromdonorsformajorGifts, andotherprograms.Pledgesare recorded when the promise is made. Pledges expected to be collected within one year are recorded at their net realizable value. Pledges expected to be collected in future years are initially recorded atfairvalue using the present value oftheirestimatedfuturecashflows. The discounts on those amounts are computed using an interest rate applicable to the years in which the promises are received, with the annual change in discount included in contribution incomeinthestatementofactivities.Conditionalpromisestogivearerecognizedonlywhenthe conditionsonwhichtheydependaresubstantiallymetandthepromisesbecomeunconditional.

As of September 30, 2024, the Council had outstanding conditional promises to give of approximately $1,000,000, related to the grant program entitled “Pooled Funds to Increase AccesstotheArts.”

An allowance for doubtful accounts is provided for receivables for which there is a question as to ultimate collectibility. Uncollectible accounts are reserved for when management has determined that theamountwillnotbecollected.AsofSeptember30,2024,noallowancewasdeemednecessary,as allreceivablesaredeemedcollectible.

Prepaid Expenses

Asapartofitsnormaloperations,theCouncilpayscertainexpensesincludinginsurance,postage,utility, anddepositspriortotheactualuseofthoseassets.Suchamountsarerecordedasprepaidexpensesin thestatementoffinancialpositionandarerecognizedasexpenseasthebenefitisrealized.

Property and Equipment

Property and equipment is stated at cost, at the date of purchase, or fair value at the date of the donation. All purchases with a cost of $2,500 or more and a useful life in excess of one year are capitalized. Depreciationiscomputed usingthestraight-line method overthe estimated useful lives of theassetsrangingbetween3-39years.

In 2010, the Council received a donation of land and building (i.e., Montgomery Building), valued at $1,350,000 for use as its primary location. The Council reports these donated assets as net assets withoutdonorrestrictionsbecausethedonatedassetswereappropriatelyplacedinserviceasspecified bythedonor.

For the Year Ended September 30, 2024

1.BusinessandSummaryof Significant Accounting Policies,continued

Accrued Expenses

As ofSeptember 30,2024,the Council's accrued expenses includecosts ofaccrued employeebenefits andvariousotherexpenses.

Contract Reserve

In connection with the Council’s administrative services and agency contract, Palm Beach County advancedtheCouncil$1,000,000foruseinfacilitatingvendorpaymentsandotherworkingcapitalneeds, pendingreimbursementofrequestedexpensesandreplenishmentofthereserveaccount.

Refundable Advance

TheCouncilhasreimbursementarrangementswithvariousgrantorswherebytheCouncilreceivesfunds aheadof the expenditures.In accordancewiththeterms of thesearrangements, any fundsthat are not spentwithinthecontractperiodmustberefundedtothegrantors.

Revenue Recognition

Contributions, including unconditional promises to give, are recognized as revenue when the donor's commitmentisreceived.TheCouncilfollowstheguidanceofFASBASC958-605, Revenue Recognition Contributions received are recorded as with or without donor restrictions depending on the existence and/ornatureofanydonorrestrictions.Allcontributionsareconsideredavailablewithoutdonorrestriction useunlessspecificallyrestrictedbythedonor.

Under this standard, contributions that are initially restricted as to time or purpose are required to be reportedaswithdonorrestrictionssupportandarelaterreclassifiedtonetassetswithoutdonorrestrictions uponexpirationofthetimeorpurposerestriction.Iftherestrictionplaceduponacontributionismetwithin thesameaccountingperiodasthereceiptofthecontribution,thestandardpermitsthecontributiontobe reportedwithoutdonorrestrictions.

TheStateofFlorida–LocalArtsAgencyprovidestheCouncilwithprogramfundingthatistobe used for program and/or supporting services. The Council recognizes revenue from grants in the period in whichtheamountsareearned.

CountyContract–Countyincomeisonacostreimbursementbasis.RevenuefromtheCountycontract is deemed earned and recognized in the statement of activities when reimbursement invoices are submittedtotheCountyforspecifiedexpenditures.

Revenues from the State of Florida – Specialty License Plate Program are considered contributions that are recorded as net assets with donor restrictions. These contributions and expenditures were madeinaccordancewithFloridaStatutes§320.08056and§320.08058.AsofSeptember30,2024,the Council received approximately $34,200 of its revenue from the State of Florida – Specialty License PlateProgram.

For the Year Ended September 30, 2024

1.BusinessandSummaryof Significant Accounting Policies,continued

Functional Allocation of Expenses

ThecostsofprovidingthevariousservicestheCounciloffershavebeensummarizedonafunctionalbasis in the statement of activities. Expenses directly attributable to a specific functional area are reported as expenses of those functional areas. Other expenses are allocated among programs and supporting servicesbasedoneithertherelativesalariesincurredorrelativesquarefootageoccupancyoftheprogram inrelationtothetotalsquarefootageofthebuilding.

In-Kind Contributions

 Contributed Property –Contributionsofpropertyarerecordedassupportattheirestimatedfair value at the date of donation. Such contributions are reported as support without donor restrictions unless the donor has restricted the use of the contributed asset to a specific purpose. Assets contributed with explicit restrictions regarding their use and contributions of cash that must be used to acquire property and equipment are reported as restricted support. Absent donor stipulations regarding how long those donated assets must be maintained, the Council reports expirations of donor restrictions when the contributed or acquired assets are placedinserviceasinstructedbythedonorandreclassifiesnetassetswithdonorrestrictionsto netassetswithoutdonorrestrictions.

 Contributed Services – The Council follows the guidance of FASB ASC 958-605, Revenue Recognition,fortheaccountingofcontributedservices.Inaccordancewiththisguidance,donated servicesarerecognizedascontributionsiftheservices(a)createorenhancenonfinancialassets or(b)requirespecializedskills,areperformedbypeoplewiththoseskills,andwouldotherwisebe purchasedbytheCouncil.Theseservicesarereflectedinthefinancialstatementattheirestimated fair market value on their date of receipt. Generally, contributed services that do not satisfy the criteria and are not recognized in the financial statements. However, certain operating expenses arepaidonbehalfoftheCouncilasdescribedinNote13.

Store and Gallery Sales

The Councilmaintains aretail storeto promotethe works of local artists and vendors. These items are heldonconsignmentandthereforearenotrecordedontheCouncil’sfinancialstatements.Salesderived fromthestoreandgalleryarerecognizedasrevenuewhensoldandtotaledapproximately$47,300forthe year ended September 30, 2024. Commissions to the artists and related costs to cultural organizations amountedtoapproximately$28,100forthesamefiscalperiod.

Advertising

Advertising costs are expensed when incurred. Total advertising expense for the year ended September 30,2024was $2,894,100andisreflectedunder agency,advertising,andmarketinginthe statementoffunctionalexpenses.

For the Year Ended September 30, 2024

1.BusinessandSummaryof Significant Accounting Policies,continued

Leases

The Councilaccounts for allleases in accordance with ASC 842, Leases, recognizing lease liabilities andright-of-use(ROU)assetsinthestatementoffinancialpositionforallleasesthatmeetthedefinition of a lease, except for short-term leases with lease terms of 12 months or less where the practical expedienttonotrecognizeleaseliabilitiesandROUassetsiselected.Leasepaymentsarerecognized asoccupancyinthestatementofactivitiesonastraight-linebasisoverthetermofthelease.

Tax Status

The Council is a Florida not-for-profit corporation, other than a private foundation, pursuant to Internal RevenueCodeSection501(c)(3)and,assuch,isnotrequiredtopayincometaxesonitsexemptfunction income.However,incomefromcertainactivitiesnotdirectlyrelatedtotheCouncil'stax-exemptpurposeis subjecttotaxationasunrelatedbusinessincome.FortheyearendedSeptember30,2024,management doesnotbelievetheCouncilhasanyliabilitywithrespecttounrelatedbusinessactivities,andthereforeno provisionforincometaxeshasbeenmade.

The Council follows the guidance of FASB ASC 740-10, Accounting for Uncertainty in Income Taxes, which seeks to reduce the diversity in practice associated with certain aspects of measurement and recognition in accounting for income taxes. This standard prescribes a recognition threshold and measurementattributeforfinancialstatementrecognitionandmeasurementofataxpositionthatanentity takesorexpectstotakeinataxreturn.Anentitymayonlyrecognizeorcontinuetorecognizetaxpositions that meet a “more likely than not” threshold. The Council assesses its income tax positions based on management’s evaluation of the facts, circumstances, and information available at the reporting date. Managementdoesnot believethattheCouncilhas anysignificantuncertaintax positionsthat wouldbe material to the financial statements. Furthermore, there are no Federal or State open-year tax returns underaudit.

Comparable Financial Information

Thefinancialstatementsincludecertainprioryearsummarizedcomparativeinformationintotalbutnotby net asset class. Such information does not include sufficient detail to constitute a presentation in conformity with accounting principles generally accepted in the United States of America. Accordingly, suchinformationshouldbereadinconjunctionwiththeCouncil’sfinancialstatementsfortheyearended September 30, 2023, from which the summarized information was derived. Certain 2023 amounts may have been reclassified to conform to 2024 classifications with no effect on the previously reported changeinnetassets.

2.LiquidityandAvailabilityof Resources

Financialassetsavailableforgeneralexpenditurewithinoneyear,thatis,withoutdonorrestrictionsor otherrestrictionslimitingtheirusearecomprisedofthefollowing:

973,822

For the Year Ended September 30, 2024

2. LiquidityandAvailabilityof Resources,continued

The Council regularly monitors liquidity required to meet its operating needs and other contractual commitments. The Council has various sources of liquidity at its disposal, including investments designated by the Board for contingencies plus a $250,000 line of credit, all of which may be drawn uponintheeventofunanticipatedfinancialdistressoranimmediateliquidityneed.PartoftheCouncil’s liquidity management plan is to invest cash in excess of the monthly requirements into short-term investments.

The Council receives significant revenue from a contract with Palm Beach County which typically coversover70%ofitsoperatingexpendituresonadirectreimbursementbasis.Italsoreceivesgrants and otherprivatedonations,someof whichhavedonorrestrictionstobe usedinaccordancewiththe purpose of the restrictions, typically program costs that fulfill the mission of the Council. Because a donor’s restriction requires resources to be used in a particular manner or in a future period, the Council must maintain sufficient resources to meet those responsibilities to its donors. Some of the Council’s net assets with donor restrictions are available for general expenditure within one year of September30, 2024becausetherestrictionsonthenetassetsareexpectedtobemet byconducting thenormalprogramactivitiesoftheCouncilinthecomingyear.Accordingly,therelatedresourceshave been included in the quantitative information detailing the financial assets available to meet general expenditureswithinoneyear.

3. FairValueMeasurements

ThefollowingmethodsandassumptionswereusedbytheCouncilinestimatingthefairvalueoffinancial instrumentsthatwerenotdisclosedunderFASBASCTopic820.

 Cash equivalents –Thecarryingamountreportedapproximatesfairvalue.

 Grants receivable – The carrying amount approximates fair value due to the short term of thereceivables.

 Pledges receivable –Valuedatthepresentvalueoftheestimatedfuturecashflowusingan approximatediscountrateof1.0%.

 Accounts payable, accrued expenses, and grants payable – The carrying amount reported approximatesfairvalueduetotheshort-termdurationoftheinstruments.

 Obligation under operating leases –Thecarryingamountsreportedapproximatesfairvalue astheapplicableinterestratesapproximatecurrentmarketrates.

Thefollowingmethods and assumptions wereusedbythe Councilinestimatingthefair value ofassets that are measured at fair value on a recurring basis under FASB ASC Topic 820. There have been no changesinthemethodologiesusedasofSeptember30,2024.

 Exchange traded funds (ETFs)- fixed income, US & international equity –valuedatthequoted marketpricebythecustodianasofthelastbusinessdayoftheyear.

 Beneficial interest in trust –ValuedatLevel3basedontheCouncil’sshareofthefairvalueof theassetsthatareheldbythecustodian,whichprovidesaperpetualstreamofincometothe Council.

For the Year Ended September 30, 2024

3. FairValueMeasurements,continued

Thefollowingtablesetsforthbylevel,withinthefairvaluehierarchy,theCouncil’sassetsatfairvalue asofSeptember30,2024:

Level3GainsandLosses

The table below sets forth a summary of changes in the fair value of the Council’s Level 3 asset, beneficialinterestintrust,fortheyearendedSeptember30,2024.

FASBASC820-10requiresdisclosureofquantitativeinformationabouttheunobservableinputsusedto measureLevel3assetsandliabilities.ThefollowingtableprovidesinformationaboutLevel3assets:

4. Endowments

FASBASC958, Not-for-Profit Entities, Presentation of Financial Statements,providesguidanceonthe net asset classification of donor-restricted endowment funds for a not-for-profit organization that is subject to an enacted version of the Uniform Prudent Management of Institutional Funds Act of 2006 (UPMIFA) and improves disclosures about an organization’s endowment funds (both donor-restricted endowmentfundsandBoard-designatedendowmentfunds),whetherornottheorganizationissubject toUPMIFA.

The State of Florida adopted the Florida Uniform Prudent Management of Institutional Funds Act (FUPMIFA),whichprovidesa)consistentinvestmentandspendingstandardstoallformsofcharitable funds,b)strengthensthe conceptofprudent investing,c) abandons historic dollar value asafloor for expenditures and provides more flexibility to the organization in making decisions about whether to expendanyportionofanendowmentfund,andd)providesaprocessforthereleaseormodificationof restrictions on a gift instrument. The adoption by the Council of the provisions of the new law did not haveasignificantchangeinitsmanagementandinvestmentpoliciesofendowments.

For the Year Ended September 30, 2024

4. Endowments,continued

Asaresultofthisinterpretation,theCouncilclassifiesasnetassetsrestrictedinperpetuitybydonor(a) the original value of gifts donated to the permanent endowment, (b) the original value of subsequent gifts to the permanent endowment and (c) accumulations to the permanent endowment made in accordance with the direction of the applicable donor gift instrument at the time the accumulation is addedtothefund.Theremainingportionofthedonor-restrictedendowment fundthat isnotclassified as net assets restricted in perpetuity by donor is classified as net assets restricted for a specific purpose by donor until those amounts are appropriated for expenditure by the Council in a manner consistentwiththestandardofprudence.

Objectives

Generally,theendowmentfundsareusedtofurtherthemissionoftheCouncil. Endowmentfundsare usedtoprovidesufficientliquiditytosupportongoingoperationsoftheCouncil,providefundsforcapital expendituresasmayberequiredfromtimetotime,launchnewinitiatives,andbuildanendowmentthat willgenerateincomethatmaybeusedforgeneraloperationsandsupporttheprogramsoftheCouncil. Donorrestrictedendowmentfundswillbeusedforthepurposesdesignatedbythedonors’restrictions.

Investment Principles

Investments shall be made solely in the best interest of the Council. The endowment funds shall be investedwithcare,skill,prudenceanddiligenceunderprevailingcircumstances,thataprudentperson acting in like capacity and familiar with such matters would use in the investment of an organization similartotheCouncil.

The Investment Committee is responsible for the oversight and management of the Council’s endowment funds, adhering to the limitations established for each endowment. Investments of the endowment funds shall be diversified to minimize the risk of large losses resulting from overconcentration of funds in a specific maturity, issue or type/class of securities. In managing the endowmentfunds,theInvestmentCommitteewillconsiderthefollowingfactors,ifrelevant:

 Generaleconomicconditions;

 Possibleeffectofinflationordeflation;

 Roleofeachinvestmentwithintheoverallinvestmentportfolio;

 Expectedreturn(incomeand/orappreciation);

 TheCouncil’sotherresources;

 Needtomakedistributionsforoperatingfunds,needtopreservecapital;

 AnyspecialvalueanassetmayholdforbenefittotheCouncil;and

 Totheextentapplicable,anyexpectedtaxconsequencesofdecisionorstrategies.

The Council’s endowment net asset composition by type as of September 30, 2024 consisted of the following:

For the Year Ended September 30, 2024

4.Endowments,continued

ChangesintheendowmentnetassetsfortheyearendedSeptember30,2024,andthereconciliationto theCouncil’snetassetcategoriesispresentedasfollows:

WithDonor Designated Restrictions Total

TheCouncil’sBoardshallannuallydeterminetheamount,if any,offundstobeallocatedfromBoardDesignatedand/orDonorRestrictedEndowmentfundstoworkingcapitalorcapitalreserves,provided that any such allocation is consistent with endowment restrictions. During the year ended September 30,2024,therewerenodistributionsmadefromtheendowment.

5.Contractwith PalmBeach County

The Councilannually entersintoanadministrative servicesand agencycontractwiththeCounty.The contractprovidesthattheCouncilwillperformandadministervariousprogramservicessuchasgrants administration, marketing administration, and marketing and advertising with funds provided by the TDCto promote cultural arts in the County. For the year ending September 30, 2024, thefunding for thiscontractisprovidedby20.72%oftherevenuegeneratedfrom2nd,3rd,5th,and6th centofthePalm BeachCounty6.00%TouristDevelopmentTax(alsoreferredtoasthe"BedTax").Thecontractforthe year ended September 30, 2024was for an amount not to exceed$4,712,223 (per modifiedbudget). As of September 30, 2024, the Council had amounts receivable from Palm Beach County totaling approximately$857,800relatingtoprogramservicereimbursements.

Inaddition,underthiscontract,theCouncilactsasanagentfortheCountybyreviewingapplicationsof cultural organizations and local artists and requesting funding on their behalf. These "Category B" monies(knowninternally asCategoryBandCategoryC-II),whicharealsofundedby20.72%Tourist Development Tax, are requested by the Council from the County, and are to be paid directly to the grantee.ThesefundsarenotrecordedasrevenueorexpensesoftheCouncil.Duringtheyearended September 30, 2024, the Council, under the direction of the TDC, administered approximately $7,027,777of"CategoryB"grantmoniestoculturalorganizations.

The Council also entered into an agreement with the County to implement and administer a cultural development program, Category C-I, which provides grants to small and emerging non-profit cultural organizations."CategoryC"monies(knowninternallyasCategoryC-I),arefundedbytheCounty’sad valoremtaxesandtotaledapproximately$249,900fortheyearendedSeptember30,2024.Thefunds arerequestedfromtheCountybytheCouncilandarethendistributedtotheawardedgrantee.

For the Year Ended September 30, 2024

5.Contractwith PalmBeach County,continued

Additionally, aportionofthefunds,notto exceed 15%,maybeusedbytheCounciltoadministerthe program. As of September 30, 2024, the Council had grants receivable from Palm Beach County totaling approximately $50,000 and the Council had grants payable to the grantees of approximately $41,900relatingto"CategoryC”monies.

*Reconcilingitemsincludeaccrualbasistransactions.

6.PledgesReceivable

Pledgesreceivableconsistofunconditionalpromisestogivefromindividuals.Pledgesthatareexpectedto becollectedwithinoneyeararerecordedattheirnetrealizablevalue,whilethosethatareexpectedtobe collected in future years are recorded at the present value of their estimated future cash flows. The discountonthoseamountsiscomputedusinganinterestrateapplicabletothemeasurementdateofthe receivables.PledgesreceivableasofSeptember30,2024,consistedofthefollowing:

Management believes that pledges receivable are fully collectible and, therefore, no allowance for uncollectiblereceivableswasconsiderednecessary.

7.Investments

AsofSeptember30,2024,majorcategoriesofinvestmentswerecomprisedofthefollowing:

Investment income consists of dividends and interest, and is reported net of fees in the statement of activities. Investment management fees are paid quarterly based upon a percentage of assets under managementandamountedtoapproximately$2,500fortheyearendedSeptember30,2024.

For the Year Ended September 30, 2024

8. BeneficialInterestinTrust

The Council is the income beneficiary of a perpetual trust, whose assets are held by the Community Foundation for Palm Beach and Martin Counties, Inc. (the “Foundation”) as an endowed component fund(“Fund”).UnderthetermsoftheFund,theFoundation’sBoardofDirectorshasavariancepower tomodifyanyrestrictionorconditiononthedistributionoffundsforanyspecificcharitablepurposeorto specified organizations, if in their sole judgement (without the approval of any trustee, custodian, or agent), such restriction or conditions becomes, in effect, unnecessary, incapable of fulfillment or inconsistent with the charitable needs of the community or the area served by the Foundation. The FundissubjecttotheFoundation’sinvestmentandspendingpolicies.Therewasnodistributionduring theyearendedSeptember30,2024.

9. Propertyand Equipment

PropertyandequipmentasofSeptember30,2024,consistedofthefollowing:

3,843,456

1,200,625

$ 2,642,831

ThroughMaryM.Montgomery’sFoundation,TheBMCCharitableFoundation,Inc.,theCouncilobtaineda buildinglocatedat601LakeAvenue,LakeWorth,Florida,valuedat$1,350,000.TheCouncilcontinuesto useandoperatethebuildingasitscorporateheadquartersandinsupportofeducationandpromotionof culturalartsinPalmBeachCounty.

10. Lineof Credit

The Council received a commitment from a financial institution for a line of credit in the amount of $250,000securedbyequipment,fixtures,andgeneralintangibles.Interestisduemonthlyatthegreater of the Bank’s Prime Rate (9.37% as of September 30, 2024). As of September 30, 2024, there is no outstandingbalance.

For the Year Ended September 30, 2024

11. Net AssetswithDonorRestrictions

NetassetswithdonorrestrictionsasofSeptember30,2024,consistedofthefollowing:

12. PensionPlan

TheCouncilhasestablisheda401(k)definedcontributionplanforthebenefitofsubstantiallyalleligible employees. Employees who work 1,000 hours or more are eligible to receive a fully vested employer contribution after one year of employment and are eligible to contribute to the plan after 90 days of employment. The Councilcurrently contributes 6% (amandatory 3% Safe Harbor contribution and an additional 3% discretionary contribution) of the employee’s base salary, regardless of the employee’s contribution. The employee may contribute to the Plan up to the total deferral allowed by law. The Council’scontributiontothisplanwasapproximately$82,100fortheyearendedSeptember30,2024, andisincludedinthepayrolltaxesandemployeebenefitslineinthestatementoffunctionalexpenses.

13. Contributions,In-Kind

Contributedgoodsandservicesarereflectedascontributionsin-kindsupport,andexpensesorassets intheaccompanyingfinancialstatements.Attimes,businessescontributeequipment,advertising,and otherprofessionalservices.Theproductsandprofessionalservicesarerecordedattheirestimatedfair value. On behalf of the Council, the County directly paid approximately $178,000 of tax collector commission expenses, $124,600 of administrative expenses, and $14,800 of inspector general expensesfortheyearendedSeptember30,2024.

The Council recognized $252,421 of advertising, promotion, and consulting as in-kind general administrative expenses, which are reflected in the statement of activities as part of in-kind administration support.The allocation of the use of the in-kind by type is included in the statement of functional expenses. Advertising and promotion, totaling $241,350, are valued based on prices of advertisingtimeand/orspace.Consultingservices,totaling$11,071, arevalued basedonthepriceof theservicesprovided.

For the Year Ended September 30, 2024

14.BusinessandCredit Concentrations

TheCouncilreceivesgrantsfromtheCountyandtheTDCasreflectedinthestatementofactivities.Direct fundingbytheseagenciesrepresentapproximately70%oftheCouncil's2024totalrevenueandsupport, andrequiresthefulfillmentofcertainconditionsassetforthinthecontractdocuments.Failuretofulfillsuch obligationscouldresultinareductionoffuturefunding.Asignificantreductioninthelevelofthissupport couldhaveasubstantialeffectontheCouncil'sprogramsandactivities.Althoughthereisapossibilityof such an occurrence,management believes this contingencyto beremote, since by acceptingtheterms andconditionsofthecontracts,itwilloperateinaccordancewiththeagreements.

Atvarioustimesduringtheyear,theCouncilhasfundsondepositthatexceedthe$250,000insuredbythe Federal Deposit Insurance Corporation. The Council minimizes its risk by depositing cash in financial institutionswithahighcreditstanding.AsofSeptember30,2024,theCouncilhadapproximately$735,800 in excess of insured limits. Balances at brokerage accounts are guaranteed by the Securities Investor ProtectionCorporation(SIPC)upto$500,000,whichincludesa$250,000limitforcash.AsofSeptember 30,2024,thesecuritybalancesexceededtheSIPCinsurancelimit.TheCouncilhasnotexperiencedany lossesofsuchfundsandmanagementbelievestheCouncilisnotexposedtosignificantriskoncash.

15.OperatingLeases

The Council leases office equipment (including service) under non-cancelable operating leases that expireatvariousdatesthroughJuly2026.

Operatingright-of-useassetsasofSeptember30,2024,consistedofthefollowing:

OperatingleaseobligationsasofSeptember30,2024,consistedofthefollowing:

Undiscounted future lease payments under operating leases as of September 30, 2024, foreach of the nextthreeyears,include:

For the Year Ended September 30, 2024

15.OperatingLeases,continued

The discount for the office equipment has been calculated using an interest rate of 3.5%, which approximatestheincrementalborrowingrateoftheCouncilfortheacquisitionoftherelatedassetsatthe timetheleasesweresigned.

OperatingleaseexpensefortheyearendedSeptember30,2024,isincludedwithintheequipmentrental categoryinthestatementoffunctionalexpensesandconsistedofthefollowing:

16.SubsequentEvents

The Council’s management has evaluated subsequent events through January 14, 2025, the date on which the financial statements were available tobe issued and determined that there were no further disclosuresrequiredtobepresentedinthesefinancialstatements.

Holyfield & Thomas, LLC

Certified Public Accountants & Advisors

125 Butler Street  West Palm Beach, FL 33407 (561) 689-6000  Fax (561) 689-6001  www.holyfieldandthomas.com

TotheBoardofDirectorsof CulturalCouncilofPalmBeachCounty,Inc.

LakeWorth,Florida

We have audited, in accordance with the auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States, the financial statements of Cultural Council of Palm Beach County, Inc. (a not-for-profit corporation), which comprise the statement of financial position as of September 30, 2024, and the related statements of activities, functional expenses, and cash flows for the year then ended, and the related notes to the financial statements, and have issued our report thereon dated January 14, 2025.

ReportonInternalControlOverFinancialReporting

In planning and performing our audit of the financial statements, we considered Cultural Council of Palm Beach County, Inc.’s internal control over financial reporting (internal control) as a basis for designingauditproceduresthatareappropriateinthecircumstancesforthepurposeofexpressingour opinion on the financial statements, but not for the purpose of expressing an opinion on the effectivenessofCulturalCouncilofPalmBeachCounty,Inc.’sinternalcontrol.Accordingly,wedonot express an opinion on the effectiveness of the Cultural Council of Palm Beach County, Inc.’s internal control.

A deficiency in internal control exists when the design or operation of a control does not allow managementoremployees,inthenormalcourseofperformingtheirassignedfunctions,toprevent,or detect and correct, misstatements on a timely basis. A material weakness is a deficiency, or a combinationofdeficiencies,ininternalcontrol,suchthatthereisareasonablepossibilitythatamaterial misstatementoftheentity’sfinancialstatementswillnotbeprevented,ordetectedandcorrectedona timelybasis.A significant deficiency isadeficiency,oracombinationofdeficiencies,ininternalcontrol thatislessseverethanamaterialweakness,yetimportantenoughtomeritattentionbythosecharged withgovernance.

Ourconsiderationofinternalcontrolwasforthelimitedpurposedescribedinthefirstparagraphofthis section and was not designed to identify all deficiencies in internal control that might be material weaknessesorsignificantdeficiencies.Giventheselimitations,duringourauditwedidnotidentifyany deficiencies in internal control that we consider to be material weaknesses. However, material weaknessesorsignificantdeficienciesmayexistthatwerenotidentified.

ReportonComplianceandOtherMatters

AspartofobtainingreasonableassuranceaboutwhetherCulturalCouncilofPalmBeachCounty,Inc.’s financial statements are free from material misstatement, we performed tests of its compliance with certain provisions of laws, regulations, contracts, and grant agreements, noncompliance with which could have a direct and material effect onthe financial statements. However, providing an opinion on compliancewiththoseprovisionswasnotanobjectiveofouraudit,andaccordingly,wedonotexpress suchanopinion.Theresultsofourtestsdisclosednoinstancesofnoncomplianceorothermattersthat arerequiredtobereportedunder Government Auditing Standards

PurposeofthisReport

The purpose of this report is solely to describe the scope of our testing of internal control and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the Cultural Council of Palm Beach County, Inc.’s internal control or on compliance. This report is an integral part of an audit performed in accordance with Government Auditing Standards in considering the Cultural Council of Palm Beach County, Inc.’s internal control and compliance. Accordingly, this communicationisnotsuitableforanyotherpurpose.

Holyfield & Thomas, LLC

West Palm Beach, Florida

January 14, 2025

Palm Beach County Film & TV Commission

& Thomas, LLC

Certified Public Accountants & Advisors

125 Butler Street  West Palm Beach, FL 33407 (561)689-6000  Fax (561) 689-6001  www.holyfieldandthomas.com

To the Board of Directors and Management of Palm Beach County Film and Television Commission, Inc.

West Palm Beach, Florida

Ladies and Gentlemen:

In planning and performing our audit of the financial statements of Palm Beach County Film and Television Commission, Inc. (the “Organization”) as of and for the year ended September 30, 2024, in accordance with auditing standards generally accepted in the United States of America, we considered the Organization’s system of internal control over financial reporting (internal control) as a basis for designing audit procedures that are appropriate in the circumstances for the purpose of expressing our opinion on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the Organization’s internal control. Accordingly, we do not express an opinion on the effectiveness of the Organization’s internal control

DefinitionsRelatedtoInternalControlDeficiencies

A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, misstatements on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control, such that there is a reasonable possibility that a material misstatement of the Organization’s financial statements will not be prevented, or detected and corrected, on atimely basis.

OurResponsibilities

Our consideration of internal control was for the limited purpose described in the first paragraph and was not designed to identify all deficiencies in internal control that might be material weaknesses. Given these limitations, during our audit we did not identify any deficiencies in internal control that we consider to be material weaknesses. However, material weaknesses may exist that have not been identified.

This communication is intended solely for the information and use of management, those charged with governance and others within the Organization and is not intended to be and should not be used by anyone other than thesespecified parties.

Very truly yours, Holyfield & Thomas, LLC

West Palm Beach, Florida April 8, 2025

Holyfield

c

c

Holyfield & Thomas, LLC

Certified Public Accountants & Advisors

125 Butler Street  West Palm Beach, FL 33407 (561)689-6000  Fax (561) 689-6001  www.holyfieldandthomas.com

To the Audit Committeeof Palm Beach County Film and Television Commission, Inc.

West Palm Beach, Florida

We have audited the financial statements of Palm Beach County Film and Television Commission, Inc. (the “Organization”) for the year ended September 30, 2024, and expect to issue our report in March 2025. Professional standards require that we provide you with information about our responsibilities under generally accepted auditing standards, as well as certain information related to the planned scope and timing of our audit. We have communicated such information in our letter to you dated October 29, 2024. Professional standards also require that we communicate to you the following information related to ouraudit.

SignificantAuditMatters

Qualitative Aspects of Accounting Practices

Management is responsible for the selection and use of appropriate accounting policies. The significant accounting policies used by the Organization are described in Note 1 to the financial statements. No new accounting policies were adopted, and the application of existing polices was not changed during 2023-2024. We noted no transactions entered into by the Organization during the year for which there is a lack of authoritative guidance or consensus. All significant transactions have been recognized in the financial statements in the proper period.

Estimates

Accounting estimates are an integral part of the financial statements prepared by management and are based on management’s knowledge and experience about past and current events and assumptions about future events. Certain accounting estimates are particularly sensitive because of their significance to the financial statements and because of the possibility that future events affecting them may differ significantly from those expected. The significant estimate for the current year financial statements is accrued vacation. We evaluated the methods, assumptions, and dataused to develop the estimated amounts in determining that they are reasonable in relation to the financial statements taken as a whole.

Certain financial statement disclosures are particularly sensitive because of their significance to financial statement users. The most sensitive disclosure affecting the financial statements is related to the disclosure of Liquidity and Availability of Resources as presented in Note 2 to the financial statements.

The financial statement disclosures are neutral, consistent, and clear.

Difficulties Encountered in Performing the Audit

We encountered no significant difficulties in dealing with management in performing and completing our audit.

Palm Beach County Film and Television Commission, Inc.

March 5, 2025

Page 2 of 3

Corrected and Uncorrected Adjustments

Professional standards require us to accumulate all misstatements identified during the audit, other than those that are trivial, and communicate them to the appropriate level of management. There were no uncorrectedmisstatements during the current year.

Disagreements with Management

For purposes of this letter, a disagreement with management is a disagreement on a financial accounting, reporting, or auditing matter, whether or not resolved to our satisfaction, that could be significant to the financial statements or the auditor’s report. We are pleased to report that no such disagreements arose during the courseof our audit.

Management Representations

We will request certain representations from management that are included in the management representation letter to be dated upon issuance of the report.

Management Consultations with Other Independent Accountants

In some cases, management may decide to consult with other accountants about auditing and accounting matters, similar to obtaining a “second opinion” on certain situations. If a consultation involves application of an accounting principle to the Organization’s financial statements or a determination of the type of auditor’s opinion that may be expressed on those statements, our professional standards require the consulting accountant to check with us to determine that the consultant has all the relevant facts. To our knowledge, there were no such consultations with other accountants.

Other Audit Findings or Issues

We generally discuss a variety of matters, including the application of accounting principles and auditing standards, with management each year prior to retention as the Organization’s auditors. However, these discussions occurred in the normal course of our professional relationship and our responses were not a condition to our retention.

Other Information in Documents Containing Audited Financial Statements

We are not aware of any documents that contain the audited financial statements. If such documents were to be published, we would have a responsibility to determine that such financial information was not materially inconsistent with the audited statements of the Organization.

OtherMatters

Supplementary Information

With respect to the supplementary information accompanying the financial statements, wemade certain inquiries of management and evaluated the form, content, and methods of preparing the information to determine that the information complies with U.S. generally accepted accounting principles, the method of preparing it has not changed from the prior period, and the information is appropriate and complete in relation to our audit of the financial statements. We compared and reconciled the supplementary information to the underlying accounting records used to prepare the financial statements or to the financial statements themselves

Palm Beach County Film and Television Commission, Inc.

March 5, 2025

Page 3 of 3

Closing

We are pleased to respond to any questions you have about the audit or the contents of this letter. We appreciate the opportunity to be of serviceto you with respect to your audit and accounting needs.

This information is intended solely for the use of Audit Committee and management of Palm Beach County Film and Television Commission, Inc. and is not intended to be, and should not be, used by anyone other than thesespecified parties.

Very truly yours,

Holyfield & Thomas, LLC

West Palm Beach, Florida

REPORTONAUDITOF FINANCIALSTATEMENTS

ForTheYearEndedSeptember30,2024 (with comparable totals for 2023)

c

Holyfield & Thomas, LLC

Certified Public Accountants & Advisors

125 Butler Street  West Palm Beach, FL 33407 (561)689-6000  Fax (561) 689-6001  www.holyfieldandthomas.com

c

c c c c c c c c c c c

c

TotheBoardofDirectorsof

Palm Beach County Film andTelevision Commission,Inc.

WestPalmBeach,Florida

Opinion

We have audited the accompanying financial statements of Palm Beach County Film and Television Commission, Inc. (a nonprofit organization), which comprise the statement of financial position as of September 30, 2024, and the related statements of activities, functional expenses, and cash flows for the yearthen ended, andtherelatednotesto thefinancial statements.

In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of Palm Beach County Film and Television Commission, Inc. as of September 30, 2024, and the changes in net assets and its cash flows for the year then ended in accordance with accounting principles generally accepted inthe United States of America

BasisforOpinion

We conducted our audit in accordance with auditing standards generally accepted in the United States of America. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are required to be independent of Palm Beach County Film and Television Commission, Inc. and to meet our other ethical responsibilities in accordance with the relevant ethical requirements relating to our audit. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

ResponsibilitiesofManagementfortheFinancialStatements

Management is responsible for the preparation and fair presentation of the financial statements in accordance with accounting principles generally accepted in the United States of America, and for the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, management is required to evaluate whether there are conditions or events, considered in the aggregate, that raisesubstantial doubt about Palm Beach County Film and Television Commission, Inc.'s ability to continue as a going concern within one year after the date that thefinancial statementsare availabletobe issued.

Auditor’sResponsibilitiesfortheAuditoftheFinancialstatements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not absolute assurance and therefore is not a guarantee that an audit conducted in accordance with generally accepted auditing standards will always detect a material misstatement when it exists. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Misstatements are considered material if there is a substantial likelihood that, individually or in the aggregate, they would influence the judgment made by a reasonable user based on the financial statements.

In performingan audit inaccordancewith generally accepted auditingstandards, we:

 Exercise professionaljudgmentandmaintain professional skepticism throughout the audit.

 Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, and design and perform audit procedures responsive to those risks. Such procedures include examining, on a test basis, evidence regarding the amounts and disclosures inthefinancial statements.

 Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of Palm Beach County Film and Television Commission, Inc.'s internal control.Accordingly, nosuch opinion isexpressed.

 Evaluate the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluate the overall presentation of the financial statements.

 Conclude whether, in our judgment, thereareconditions or events, considered inthe aggregate, that raise substantial doubt about Palm Beach County Film and Television Commission, Inc.'s ability tocontinue asagoing concernfor areasonableperiod of time.

We are required to communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit, significant audit findings, and certain internal control related mattersthatwe identifiedduringthe audit.

ReportonSummarizedComparativeInformation

We have previously audited the Palm Beach County Film and Television Commission, Inc.’s 2023 financial statements, and we expressed an unmodified audit opinion of those audited financial statements in our report dated March 13, 2024. In our opinion, the summarized comparative information presented herein as of and for the year ended September 30, 2023 is consistent, in all material respects, with the auditedfinancialstatementsfromwhichithasbeenderived.

ReportonSupplementaryInformation

Our audit was conducted for the purpose of forming an opinion on the financial statements as a whole. The schedule of functional expenses – contract and non-contract on page 16 is presented for purposes of additional analysis and is not a required part of the financial statements. Such information is the responsibility of management and was derived from and relates directly to the underlying accounting and other records used to prepare the financial statements. The information has been subjected to the auditing procedures applied in the audit of the financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the financial statements or to the financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the information is fairly stated in all material respects in relation to the financial statements asa whole.

& Thomas, LLC

WestPalmBeach,Florida

April8,2025

Holyfield

As of September 30, 2024 (with comparable totals for 2023)

LIABILITIES AND NET ASSETS

For the Year Ended September 30, 2024 (with comparable totals for

See accompanying notes to financial statements.

For the Year Ended September 30, 2024 (with comparable totals for 2023)

Adjustments to reconcile change in net assets to net cash used in operating activities: (Increase) decrease in operating assets:

For the Year Ended September 30, 2024

For the Year Ended September 30, 2024

1. Organization and Summary of Significant Accounting Policies

Organization and Nature of Activities

Palm Beach County Film and Television Commission, Inc. (the "FTC") is a not-for-profit organization incorporated in 1989 in the State of Florida. The FTC’s mission is to generate a positive impact on business tourism and the economy in Palm Beach County (the “County”) through the growth of the film, television, digital media and still photography industry, by attracting on-location production and educating the local workforce and providing services to both the visiting and the indigenous production community.

In 2016, FTC added a new business strategy that actively pursues episodic TV shows/content that positively showcases the Palm Beach County tourism brand. The Tourism Branded Content Sponsorship Program stimulates the creation of carefully crafted, high quality programming with established distribution to brand The Palm Beaches within niche markets.Through the allocated budget line items Development and Sponsorships and TDC Marketing Stimulus (now part of the overall Palm Beach County Contract), the FTCcan strategically leverage production costs to generatemoretargeted production.

The FTC produces the Palm Beaches Student Showcase of Films, the largest statewide film competition and award show for Florida student filmmakers, graphic designers and digital media artists. The FTC provides scholarships and grants to students and schools through a contract with the Department of Housing and Economic Development (the “DHED”). Awards are determined through an annual competition, which is consideredthecornerstoneof theeducationoutreachinitiative of theFTC.

Basis of Presentation and Method of Accounting

The accompanying financial statements of the FTC have been prepared on the accrual basis of accounting, whereby revenues and support are recognized when earned, and expenses when the corresponding liability is incurred. This basis of accounting conforms to accounting principles generally acceptedintheUnitedStatesofAmerica.

Financial Statements Presentation

The accompanying financial statements have been prepared on the accrual basis of accounting in conformity with the disclosure and display requirements of the Financial Accounting Standards Board (FASB) as set forth under FASB Accounting Standards Codification (FASB ASC) 958-205 Not-for-Profit Entities, Presentation of Financial Statements. Accordingly,thenetassetsofFTCarereportedasfollows:

Net assets without donor restrictions – this classification includes those net assets whose use is not restricted by donors, even though their use may be limited in other respects, such as by contract or by board designation. Changes in net assets arising from exchange transactions (except income and gains on assets that are restricted by donors or by law) are included in net assets without donor restrictions. The FTC releases any purpose restrictions to this classification when funds are used for their intended purpose and when assets are placed in servicefor theusestipulated by thedonor.

For the Year Ended September 30, 2024

1. Organization and Summary of Significant Accounting Policies,

continued

Net assets with donor restrictions – this classification includes those net assets whose use by the FTC has been limited by donors to either a later period of time, or after a specified date, or for a specified purpose. This classification also includes net assets that must be maintained by the FTC in perpetuity. Net assets with donor restrictions in perpetuity increase when the FTC receives contributions for which donor-imposed restrictions limiting the FTC’s use of an asset or its economic benefits neither expire with the passage of time nor can be removed by the FTC meeting certain requirements. As of September 30, 2024, FTC had no net assets with donor restrictions.

Use of Estimates

The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect certain reportedamountsanddisclosures. Accordingly,actualresultscoulddifferfromthoseestimates.

Accounting and Use of Non-Tourist Tax Funds

The FTC is required to maintain policies and procedures that make provision for one or more separate accounts for receipt of non-tourist tax revenues received by the FTC, such as membership dues, participationfees, andcontributions, andfor the payment from suchaccounts ofexpenses of the FTCthat arenotreimbursedpursuanttothePalmBeachCountyContract(asfurtherdescribedinNote4).TheFTC shall incur and pay only such expenses as are lawful, ordinary, and necessary administrative and operating expenses incurred in connection with the marketing and promotion of Palm Beach County tourism.

Cash and Cash Equivalents

Cash and cash equivalents consist primarily of checking accounts at a federally chartered bank. For purposes of the statement of cash flows, all highly liquid investments with a maturity of three months or lesswhenpurchasedarealsoconsideredtobecashequivalents.

Reimbursement due from Palm Beach County

FTC records contract reimbursements due from Palm Beach County as allowable expenses are incurred, approved, and billed. All amounts are deemed fully collectible, and no allowance is considered necessary.

Prepaid Expenses

As a part of its normal operations, the FTC pays certain expenses including insurance, postage, and professional memberships prior to the actual use of those assets. Such amounts are recorded as prepaid expensesinthestatementoffinancialpositionandarerecognizedasexpenseasthebenefitisrealized.

For the Year Ended September 30, 2024

1. Organization and Summary of Significant Accounting Policies, continued

Accrued Expenses

As of September 30, 2024, the FTC's accrued vacation include costs of accrued employee benefits of $24,846.

County Contract Advance

In connection with the FTC’s administrative services and agency contract (as further described in Note 4), Palm Beach County advanced FTC $500,000 for use in facilitating vendor payments and other working capital needs, pending reimbursement of requested expenses.

Revenues and Support

Incomegenerated bytheFTC can be classified as either Revenues or Support. Revenues are generated through exchange transactions, while Support is generated through non-exchange transactions. The largest portion of the FTC’s income comes from grants and contracts, both of which are non-exchange transactionsandareconsideredSupport.

Grants and Contracts

Contract income from Palm Beach County and grant income from the DHED are recognized on a cost reimbursement basis. Revenue from contracts and grants are recognized when expenditures are made and recognizedfor the purposesspecified.

Contributions

The FTC follows FASB ASC 958-065, Accounting for Contributions Received and Contributions Made In accordance with this standard, contributions received are recorded as with or without donor restrictions depending on the existence and/or nature of any such restrictions. Contributions that are initially restricted as to time or use are required to be reported as contributions with donor restrictions and are later reclassified to net assets without donor restrictions upon expiration of the time or use restriction. If the restriction placed upon a contribution is met within the same accounting period as the receipt of the contribution, FASB ASC 958-065 permits the contribution and the expense to be reported as net assets without donor restrictions. The FTC's donations from various sponsors are recorded as receivedandaregenerallywithoutdonorrestrictions.

Membership

Membershipincome consists of dues assessed annuallytomembers of theFTC’s BoardofDirectors,and is recognized upon receipt. These assessments are used to fund expenses that are not reimbursable undercontractorgrantagreements.

For the Year Ended September 30, 2024

1. Organization and Summary of Significant Accounting Policies, continued

Advertising

The FTC expenses advertising costs as incurred. Total expenditures for advertising costs for the year endedSeptember30,2024were$17,857.

Donated Services

The FTC follows FASB ASC Subtopic 958-605, Not-for-Profit Entities, Revenue Recognition for donated services from volunteers, board members, and other third parties who assist in fund-raising and education programs and from professionals who donate services. The value of the contributed services should be recognized when they (a) create or enhance a nonfinancial asset or (b) require specialized skills, are provided by entities or persons possessing those skills, and would need to be purchased if they were not donated. Generally, the value of volunteer services to the FTC does not satisfy thesecriteriaandis thereforenot recognized in thefinancial statements.

Functional Allocation of Expenses

Costs of providingtheFTC’s various programs and other activities have been summarized ona functional basis in the statement of activities. Costs are allocated among film and television promotion, education, andmanagementandgeneralbasedonapercentageoftherelatedactivities.

Scholarships

TheFTCscholarshipsarepaidtoidentifiedrecipientsofThePalmBeachesStudentShowcaseofFilms.

Tax Status

The FTC is exempt from federal and state income taxes pursuant to Internal Revenue Code Section 501(c)(6) and Chapter 220.13 of the Florida Statues. Therefore, the financial statements do not reflect a provisionforincometaxes.

The FTC follows the guidance of FASB ASC 740-10, Accounting for Uncertainty in Income Taxes, which seeks to reduce the diversity in practice associated with certain aspects of measurement and recognition in accounting for income taxes. This standard prescribes a recognition threshold and measurement attribute for financial statement recognition and measurement of a tax position that an entity takes or expects to take in a tax return. An entity may only recognize or continue to recognize tax positions that meet a “more likely than not” threshold. The FTC assesses its income tax positions based on management’s evaluation of the facts, circumstances, and information available at the reporting date. Management does not believe that the FTC has any significant uncertain tax positions that would be material to the financial statements. Furthermore, there is no federal or state open-year tax return under audit.

For the Year Ended September 30, 2024

1. Organization and Summary of Significant Accounting Policies, continued

Fair Value Measurement

The FTCfollows FASB ASC 820, Fair Value Measurement. Thisstandarddefinesfair value,establishesa framework for measuring fair value, establishes a fair value hierarchy based on the quality of inputs used to measure fair value, and requires expanded disclosures about fair value measurements of financial instruments.

The standard also establishes a hierarchy for inputs used in measuring fair value that maximizes the use of observable inputs when available. Observable inputs are those that market participants would use in pricingtheassetorliabilitybasedonthebestinformationavailableinthecircumstances.

The fair value hierarchy gives the highest priority to quoted prices in active markets for identical assets or liabilities (Level 1) and lowest priority tounobservable inputs (Level 3). If inputs used tomeasure the financial instruments fall within different levels of the hierarchy, the categorization is based on the lowest level of input thatis significant tothefair value measurement of theinstrument.

The three levels ofthefair value hierarchyaredescribed below:

Level 1 - Inputs that utilize quoted prices (unadjusted) in active markets for identical assets or liabilities that theFTC has theability to access.

Level 2 - Inputs that include quoted prices for similar assets and liabilities in activemarkets and inputs that are observable for the asset or liability, either directly or indirectly, for substantially the full term of the financial instrument. Fair values for these instruments are estimated using pricing models or quoted prices of assets and liabilities of similar characteristics.

Level 3 - Inputs that are unobservable for the assets or liabilities, which are typically based on an entity’s own assumptions, as thereis little,if any, relatedmarket activity.

The asset’s or liability’s fair valuemeasurement level within the fair value hierarchy is basedonthe lowest level of any input that is significant to the fair value measurement. Valuation techniques used need to maximizetheuseofobservableinputsandminimizetheuseofunobservableinputs.

Comparable Financial Information

The financial statements include certain prior-year summarized comparative information in total but not by net asset class. Such information does not include sufficient detail to constitute a presentation in conformity with accounting principles generally accepted in the United States of America. Accordingly, such information should be read in conjunction with the FTC’s financial statements for the year ended September 30, 2023, from which the summarized information was derived. Certain 2023 amounts may have been reclassified to conform to 2024 classifications with no effect on the previously reported change in net assets.

For the Year Ended September 30, 2024

2. Liquidity and Availability of Resources

Financial assets available for general expenditure within one year, that is, without donor restrictions or other restrictions limitingtheir usecomprisethefollowing:

duefrom PalmBeach County 544,723 Financial assets availabletomeet general expenditures overthenext 12months $ 747,384

The FTC receives significant income from its Palm Beach County Contract (see Note 4), which covers the majority of its operating expenditures on a direct reimbursement basis. The Organization also receives grantsandother incomethat mayormay notbe restrictedfor use in a particular program.

3. Fair Value Measurement

The following methods and assumptions were used by the FTC in estimating the fair value of financial instrumentsthatwerenotdisclosedunderFASBASCTopic820.

 Cash equivalents –Thecarryingamountreported approximates fair value.

 Reimbursement due from Palm Beach County – The carrying amount approximates fair value dueto the shortterm of the amounts due.

 Accounts payable, accrued expenses, and other liabilities – The carrying amount reported approximatesfair valuedue totheshort-term duration of theinstruments.

The FTC has no assets or liabilities measured at fair value on a recurring basis under FASB ASC Topic 820,for2024. TherehavebeennochangesinthemethodologiesusedasofSeptember30,2024.

4. Contract with Palm Beach County

The FTC annually enters into an administrative services and administrative agency contract with the County. The contract provides that the FTC will perform, administer and, in certain cases, provide financial sponsorship for various functions, such as attracting and permitting film and television production, advertising, public relations, production marketing and trade shows, incorporating diversity in programing and operations, familiarization tours, and other projects and services to promote the growth of the film, television, digital media and still photography industry in the County. For the year ending September 30, 2024, the funding for this contract is provided by revenue generated from the 2nd, 3rd, 5th, and 6th cents of the Palm Beach County 6.00% Tourist Development Tax (also referred to as the "Bed Tax"). The contract, as amended, for the year ended September 30, 2024 was for an amountnot toexceed$2,297,172.

In connection with the County contract, the FTC submits requests for reimbursement of allowable payments and expenditures and records the corresponding revenue as the request is approved and paid. Subsequent adjustments made in accordance with US GAAP to certain payments and expenditures may often create timing differences between the contract utilization according to the County and amounts reported in these financial statements. The fiscal year-end amounts and related adjustments are summarized as follows:

For the Year Ended September 30, 2024

4. Contract with Palm Beach County, continued

Palm Beach County Contract

*Reconciling items include accrualbasistransactions.

5. Grant Agreement

The FTC originally entered into a grant agreement with the DHED on March 11, 2003. The grant agreement has been renewed and extended through September 2024. The grant agreement provides the financial resources to support educational programs in the film and television industry in Palm Beach County and implement the Palm Beach County Film and TV Tech Prep Program in order to foster a stronger and more balanced economy in Palm Beach County. For the year ended September 30, 2024,the FTCreceived atotal of $75,000associated withthis grant.

6. Non-Contract Expenses

The FTC incurs certain expenses that are not reimbursed under the PBC contract or the DHED grant agreement. As of September 30, 2024, the total amount of non-contract and non-DHED expenses, less the in-kind, was $20,528.

7. Pension Plan

FTC 401(k) Profit - Sharing Plan (“Plan”) are for full time employees who have completed one year of service and are eligible to participate in the Plan. During 2024, the employer contributions are 12.17% of an eligible employee’s compensation, and employees are fully vested after three years of service. During theyear ending September 30, 2024, theFTCcontributed $49,441for this 401(k) program.

8. Contributions, In-Kind

Contributed services are reflected as in-kind support, and expenses or assets in the accompanying financial statements. On behalf of the FTC, the County directly paid $49,812 of administrative expenses, $2,757 of inspector general expenses, and $37,031 of tax collector commission expenses for the year ended September 30, 2024. The County also provided office space valued at $38,049 to FTC in exchange for no payment. Amounts recorded for these County- provided expenses and office space are based upon a comparative analysis of reports from the County, and the estimated fair value of amounts paid for rent for similar space in this market. In addition, FTC Board members contributed $1,300 in promotional and other miscellaneous services in exchange for membershipdues, and various organizations contributed services in connection with the Student Showcase of Films totaling $93,777. Such in-kind support is recorded at amounts theFTC estimated it would have paidfor theseservices.

For the Year Ended September 30, 2024

9. Business and Credit Concentrations

The FTC receives contract funding from the County as reflected in the statement of activities. Direct funding by the County represents approximately 86% of the FTC's 2024 total revenue and support, and requires the fulfillment of certain conditions as set forth in the contract documents. Failure to fulfill such obligations could result in a reduction of future funding. A significant reduction in the level of this support couldhaveasubstantialeffectontheFTC'sprogramsandactivities. Althoughthereisapossibilityofsuch an occurrence, management believes this contingency to be remote, since by accepting the terms and conditions of the contracts, it will operate in accordance with the agreements. In addition, management continually monitors the funding resources allocated by the County and adjusts the budget as necessary forongoingsponsorshipcommitmentsthroughtheFTC’sSponsorshipCommittee.

The FTC uses an FDIC insured financial institution to maintain its cash, which at times may exceed FDIC insured limit. The FTC has not experienced any losses in such accounts and believes it is not exposed to anysignificant creditriskon suchcash. AsofSeptember 30,2024,theFTChadapproximately $17,400 in excessofinsuredlimits.

10. Subsequent Events

The FTC has evaluated subsequent events through April 8, 2025, the date on which the financial statements were available to be issued, and determined that there were no further disclosures required to bepresented inthesefinancial statements.

SUPPLEMENTARYINFORMATION

For the Year Ended September 30, 2024

See independent auditors' report.

PALM BEACH COUNTY MASTER PLAN

BIG IDEAS

Big Ideas

To achieve long-term economic growth, Palm Beach County must boldly position itself as more than a beach destination by investing in game-changing projects that:

• Bridge existing tourism gaps

• Appeal to a wide range of demographics

• Generate sustained visitor demand

• Stimulate regional economic development

• Celebrate cultural and natural assets

The county can future proof its tourism industry while delivering broad community benefits. Below are 19 transformational ideas with significant potential for impact (no priority order is implied):

1. Develop Conference Center in Northern Palm Beach County

2. Develop a State-of-the-Art Indoor Sports Complex

3. Develop an Auto Racetrack

4. Collaborate on Bids for Large-Scale International Events

5. Create a Global Art Fair or Biennale

6. Develop a Signature Music Festival

7. Create a Dedicated Arts & Gallery District

8. Develop a High-Profile Distillery Destination in the Glades Region

9. Develop a Flagship Immersive Experience Venue

10. Develop a Major Sports & Entertainment Stadium

11. Develop a World-Class Marina and Waterfront District

12. Develop a World Class Convention Center District

13. Develop an Additional Baseball Spring Training Stadium / Facility

14. Develop a Major Wellness Attraction (e.g., Therme USA)

15. Develop a World-Class Cluster of Performing Arts Venues

16. Develop Luxury-Oriented Recreational Vehicle (RV) and Glamping Parks in the Glades Region

17. Develop the World’s First Adult Learning Campus with a Focus on Palm Beach County Visitors

18. Develop an Indoor Show Horse Jumping Arena in Wellington

19. Develop an Iconic Instagrammable Global Landmark

1. Develop Conference Center in Northern Palm Beach County

Big Idea

Northern Palm Beach County currently lacks the facilities to attract moderate-scale business events, limiting its share of lucrative meetings and conferences. A strategically placed, sustainable, tech-enabled conference center would:

• Fill seasonal gaps in tourism

• Drive midweek hotel occupancy

• Boost spending at restaurants and attractions

• Anchor further mixed-use development

• Provide opportunities for a broad supplier pipeline

Economic Impact

High business tourism has one of the highest per-capita spending rates of any segment and supports year-round jobs.

Overview

Northern Palm Beach County presents a strategic yet underutilized area for business tourism. By developing a modern, sustainable, and tech-forward conference center, the region can diversify its tourism economy, extend visitor stays, and stimulate broad economic development. The absence of such a facility currently limits Northern Palm Beach County’s competitiveness in the meetings and conventions market.

Pros

1. Economic Diversification & High-Yield Visitor Segment

• Business travelers spend significantly more per capita than leisure tourists, often 2x–3x more.

• Meetings, incentives, conferences, and exhibitions (MICE) tourism supports year-round employment, especially in sectors like hospitality, transportation, AV services, and catering.

2. Seasonality Mitigation

• Business events typically occur midweek and outside of peak tourist seasons, helping to smooth out seasonal fluctuations in hotel occupancy and business demand.

3. Stimulates Ancillary Spending

• Increases demand for local restaurants, retail, transportation services, and cultural attractions, potentially drawing new businesses or expanding existing ones.

4. Catalyst for Mixed-Use Development

• A strategically located center can become an anchor project, encouraging surrounding development such as hotels, restaurants, co-working spaces, and entertainment venues.

5. Enhanced Destination Profile

• Hosting high-profile events enhances the region’s visibility and reputation as a business-friendly, innovative destination, potentially attracting corporate relocation interest.

6. Supplier and Small Business Opportunities

• Conference operations create vendor opportunities in tech, design, catering, logistics, event production, and more especially impactful if a local, diverse supplier pipeline is prioritized.

7. Public-Private Partnership Potential

• Strong opportunity for collaboration between local governments, hospitality partners, and private developers, reducing public sector risk and leveraging outside investment.

Cons

1. High Initial Investment & Risk

• Conference centers are capital-intensive projects that require substantial upfront investment in land, construction, and technology often with slow ROI.

• Without proper demand analysis, there’s a risk of underutilization.

2. Competitive Market

• Neighboring destinations (e.g., West Palm Beach, Fort Lauderdale, Miami) already host wellestablished conference venues.

• Differentiation and strong brand positioning will be critical to avoid being overshadowed.

3. Infrastructure and Accessibility Needs

• A successful conference center requires robust transportation infrastructure, such as highway access, airport proximity, and public transit options which may need additional investment in Northern Palm Beach County.

4. Potential Community Concerns

• Concerns around traffic congestion, noise, and development impacts on the local character may arise, especially if the center is sited near residential areas or sensitive environments.

5. Operational Complexity

• Requires an experienced operator to manage complex scheduling, marketing, and event coordination potentially necessitating a long-term management contract or partnership.

6. Environmental Footprint

• Even with sustainable design, large-scale facilities have an environmental impact. Balancing growth with green building standards and community sustainability goals will be essential.

Conclusion

The development of a conference center in Northern Palm Beach County offers a high-potential opportunity to elevate the region’s tourism economy, especially through business travel and mixed-use development. However, careful planning, stakeholder engagement, market analysis, and phased investment strategies will be key to mitigating risks and ensuring long-term success. A feasibility study and demand forecast would be logical next steps to validate the concept.

2. Develop a State-of-the-Art Indoor Sports Complex

Big Idea

Construct a large, multi-use indoor sports complex capable of hosting regional, national, and international youth and amateur tournaments across a variety of sports, including:

• Volleyball, basketball, futsal, wrestling, gymnastics, pickleball, and cheerleading

• Climate-controlled facilities for year-round use

• Integrated with nearby hotels and restaurants

This would support sports tourism during Florida’s hot and stormy seasons, provide a consistent tourism boost outside of peak months, and make Palm Beach County a top destination for families traveling for youth sports.

Economic Impact

High youth and amateur sports generate significant room nights, restaurant revenue, and retail spending. With proper programming, the facility can be in use nearly 365 days a year, supporting jobs and small businesses.

Overview

Youth and amateur sports represent one of the fastest-growing segments of the tourism economy. Palm Beach County is well-positioned to capitalize on this trend with a state-of-the-art, multi-sport indoor complex. A facility capable of hosting regional, national, and international tournaments across sports like volleyball, basketball, futsal, wrestling, gymnastics, cheerleading, and pickleball would fill an important year-round need for families and teams seeking top-tier venues, especially during Florida’s hot and rainy seasons.

Pros

1. High Volume, High Frequency Tourism

• Youth and amateur sports generate strong room-night demand from families, coaches, and officials, often traveling in groups and staying for multi-day events.

• Frequent, repeatable event cycles support weekend and off-peak travel, diversifying the tourism calendar.

2. Year-Round Economic Generator

• An indoor, climate-controlled facility is usable nearly 365 days per year, especially appealing during Florida’s summer heat and stormy weather.

• Delivers consistent demand for hotels, restaurants, transportation, and retail regardless of season.

3. Family-Oriented Visitor Segment

• Sports travel is family-based and spending-friendly attendees often dine out, shop, and visit attractions in between games or during extended stays.

• Enhances Palm Beach County’s positioning as a safe, active, family-friendly destination.

4. Job Creation and Local Business Support

• Daily operations, concessions, security, event staff, programming, and maintenance support long-term employment.

• Creates vendor and supplier opportunities for local small businesses, from food services to apparel and equipment.

5. Facility Versatility

• Flexible design allows for hosting not only sporting events but also trade shows, community programs, camps, and festivals, maximizing usage and return on investment.

• Can be used by local schools, clubs, and recreation programs during downtime.

6. Public-Private Development Potential

• Strong candidate for public-private partnership models with hotel developers, sports marketing firms, or national youth sports organizations.

Cons

1. High Capital and Maintenance Costs

• Indoor sports complexes require significant upfront investment, particularly for quality flooring systems, lighting, seating, HVAC, and specialized equipment.

• Ongoing costs for staffing, insurance, utilities, and maintenance are considerable, especially with near-daily use.

2. Requires Robust Programming

• To remain profitable and active year-round, the facility must be aggressively marketed and programmed this may require a dedicated management entity or third-party operator with deep experience.

3. Infrastructure and Site Requirements

• Needs ample space for the facility itself plus parking, drop-off zones, access roads, and potentially nearby lodging and dining.

• Poor site selection could cause traffic congestion or community pushback if not well-integrated into the surrounding area.

4. Competitive Landscape

• Several Florida counties have already developed similar facilities. Palm Beach County would need to differentiate through size, amenities, location, or partnerships to attract top-tier tournaments.

5. Potential for Uneven Utilization

• Heavy weekend and seasonal demand may not fully offset midweek or off-season lulls without supplemental uses like adult leagues, local school rentals, or fitness programming.

6. Environmental Considerations

• Large indoor venues have a notable energy footprint; integrating green design and operational sustainability will be important to align with community and county goals.

Conclusion

An indoor sports complex offers strong, sustainable economic benefits by tapping into the booming youth sports travel market. It aligns well with Palm Beach County’s goals of extending visitation yearround, supporting families, and creating new jobs. Success will depend on location, smart partnerships, diverse programming, and proactive operations planning. A market demand study and financial feasibility model are recommended next steps.

3. Develop an Auto Racetrack

Big Idea

Motorsports attract massive audiences and have a proven record of creating economic ripple effects across hospitality, retail, and transportation sectors. A venue capable of hosting high-profile events like NASCAR or Formula 1 would:

• Drive national and international visitation

• Create seasonal signature events

• Introduce new demographics to Palm Beach County

Economic Impact

Very high racetracks generate hundreds of millions in visitor spending, especially during major events.

Overview

Auto racing is a globally popular sport that drives significant tourism, media coverage, and economic activity. Developing a world-class racetrack in Palm Beach County capable of hosting national and international events such as NASCAR, Formula 1, or IMSA would position the region as a premier motorsports destination. Beyond marquee races, the venue could also host driving experiences, car shows, corporate events, and festivals year-round.

Pros

1. High Economic Impact and Visibility

• Major race weekends generate hundreds of millions in visitor spending, attracting spectators, sponsors, media, teams, and support staff from across the world.

• Creates high-profile, seasonal anchor events that boost brand visibility for Palm Beach County.

2. National and International Draw

• Motorsports fans are deeply loyal and travel-ready, especially for premier series like Formula 1 or NASCAR.

• Offers a unique way to attract new visitor demographics including automotive enthusiasts, international travelers, and affluent spectators.

3. Significant Ripple Effect on Local Economy

• High demand for hotels, restaurants, transportation, and retail, especially during race weekends.

• Creates partnership and sponsorship opportunities across sectors including hospitality, media, and automotive.

4. Diverse Programming Potential

• Outside of major events, racetracks can host:

o Driving schools and experiences

o Corporate events and product launches

o Car clubs, exhibitions, and private rentals

o Film and media productions

• These uses offer off-season and midweek revenue streams.

5. Long-Term Job Creation

• Supports a broad workforce: event staff, concessions, mechanics, security, groundskeeping, media production, and more.

• Construction and ongoing operation offer high-wage skilled trades and specialty job opportunities.

6. Destination Branding

• A racetrack becomes a signature destination, especially if architecturally unique or environmentally innovative.

• Aligns with growing interest in experience-based tourism.

Cons

1. Enormous Capital Investment

• Motorsports venues are extremely expensive to build and maintain, with costs ranging from hundreds of millions to over $1 billion for a Formula 1–caliber facility.

• Return on investment depends heavily on securing contracts with racing leagues and long-term programming.

2. Environmental and Community Concerns

• Potential pushback over noise, traffic, pollution, and land use, especially in or near residential or ecologically sensitive areas.

• Mitigation through sound barriers, sustainable design, and site selection will be critical.

3. Land and Infrastructure Needs

• Requires extensive land (several hundred acres), robust transportation infrastructure, and parking capacity to support large crowds.

• Infrastructure upgrades may be needed, particularly in terms of roadways, public safety, and utilities.

4. High Risk, High Reward

• Success hinges on landing marquee racing contracts, which are competitive and subject to change.

• Facilities without major league commitments risk underutilization or failure to attract consistent crowds.

5. Market Saturation and Competition

• Florida already hosts multiple racing venues, including Daytona International Speedway and Homestead-Miami Speedway.

• To succeed, Palm Beach County would need a clear value proposition or niche, such as a luxury motorsports resort, unique event format, or year-round visitor experience.

6. Seasonal Spike vs. Year-Round Use

• Signature events bring big spikes in visitation but may leave gaps in year-round programming unless secondary uses are actively developed.

Conclusion

A major auto racetrack in Palm Beach County presents a high-risk, high-reward opportunity. With the right partnerships, location, and design, it could deliver unparalleled economic impact and global exposure. However, success will depend on clear differentiation, community engagement, and strong governance. A detailed feasibility study, environmental impact analysis, and early stakeholder outreach are essential next steps.

4. Collaborate on

Bids for Large-Scale International Events

Big Idea

By partnering with Miami and Broward, Palm Beach County can position itself as the ideal overflow, training location, and venue for mega-events such as the FIFA World Cup, the Super Bowl, or the Olympic Games. This strategy would:

• Attract infrastructure investment

• Build global visibility

• Ensure long-term tourism benefits through legacy planning

Economic Impact

Extremely high large events create short-term surges and long-term branding and infrastructure gains.

Overview

Large-scale international events such as the FIFA World Cup, Super Bowl, and Olympic Games generate extraordinary tourism, media attention, and long-term economic benefits. By collaborating with neighboring counties like Miami-Dade and Broward, Palm Beach County can serve as an ideal support hub offering niche venues, training facilities, team accommodations, media staging, and overflow lodging. This cooperative approach allows Palm Beach County to share in the benefits of hosting without bearing the full infrastructure burden.

Pros

1. Global Visibility and Branding

• Affiliation with world-class events significantly raises Palm Beach County’s international profile, helping reposition it as a globally relevant destination.

• Builds long-term tourism value through association with elite sporting and cultural events.

2. Strategic Infrastructure Investment

• Event-related upgrades (e.g., to transportation, venues, broadband, signage) have lasting benefits for residents and businesses.

• Opportunity to leverage state and federal funding tied to mega-event hosting.

3. Shared Risk, Shared Reward

• A regional partnership allows Palm Beach County to capture benefits with limited direct exposure to the high costs and risks of being a primary host.

• Maximizes use of existing hotels, venues, and amenities without needing to overbuild.

4. Immediate Economic Surge

• Hosting overflow fans, media, teams, and sponsors creates a surge in short-term hotel bookings, restaurant activity, and local spending.

• Creates thousands of temporary jobs in hospitality, security, transportation, and event logistics.

5. Long-Term Legacy Planning

• Allows Palm Beach County to develop lasting sports and tourism infrastructure, training facilities, and brand assets that outlive the event.

• Could lead to permanent relationships with international sports federations and organizations.

6. Enhanced Regional Collaboration

• Builds stronger ties with Miami and Broward, encouraging future joint initiatives in areas like transportation, marketing, and workforce development.

Cons

1. Limited Control Over Event Planning

• As a secondary or supporting location, Palm Beach County may have limited input on scheduling, branding, and media coverage.

• Risk of being overshadowed by primary host cities in public perception and media exposure.

2. Infrastructure Strain

• Even without hosting main events, an influx of visitors can stress local transportation, public safety, and hospitality systems, especially during peak periods.

• May require temporary facilities or services with limited post-event utility.

3. Investment Without Guarantee

• Event bids are highly competitive, and significant resources may be expended in planning without securing a winning bid.

• Timing and uncertainty of returns may pose budgeting challenges.

4. Displacement and Access Issues

• Large events can disrupt local life through road closures, increased security, and elevated costs for residents and businesses.

• Risk of short-term crowding and overbooking during key tourism seasons.

5. Risk of Overreliance on One-Time Events

• While large-scale events are impactful, they are episodic their benefits must be tied to a sustainable, long-term tourism strategy.

Conclusion

Partnering on bids for large-scale international events offers extremely high potential impact with a relatively low-risk entry point for Palm Beach County. It allows the region to gain global exposure, benefit from major tourism surges, and secure lasting infrastructure improvements all while working collaboratively within a regional framework. Key next steps include identifying strategic venue assets, forming regional alliances, and aligning with long-range legacy planning goals.

5. Create a Global Art Fair or Biennale

Big Idea

Art Basel has elevated Miami’s global cultural stature. A Palm Beach counterpart would:

• Establish the county on the international art circuit

• Attract affluent cultural tourists and collectors

• Activate hotels, galleries, and creative spaces

• Stimulate growth of a year-round arts economy

• Showcase PBC’s broad cultural engagement (artists, audiences, visitors)

Economic

Impact

High cultural tourists spend more, stay longer, and seek unique experiences.

Overview

A Palm Beach County–based global art fair or biennale would build on the momentum of events like Art Basel Miami Beach, tapping into a high-value segment of affluent cultural tourists, collectors, and creators. This type of signature cultural event would establish Palm Beach County on the international art circuit, while also serving as a catalyst for creative sector development, year-round engagement, and destination branding rooted in arts and culture.

Pros

1. High-Spending, Experience-Seeking Visitors

• Cultural tourists spend more per day, stay longer, and actively seek distinctive local experiences from fine dining and boutique hotels to galleries and performances.

• Collectors and art patrons are often among the highest-value tourism segments.

2. Global Visibility and Prestige

• A successful fair or biennale would position Palm Beach County as a serious cultural destination, gaining international media attention and influencer coverage.

• Builds on existing regional arts infrastructure and complements South Florida’s growing reputation for creativity and design.

3. Year-Round Creative Economy Growth

• Stimulates demand for local galleries, studios, curators, educators, designers, and event producers, creating jobs and increasing visibility for regional artists.

• Encourages development of arts districts, public art initiatives, and creative incubators tied to the event’s momentum.

4. Strong Private Sector Engagement

• Offers extensive sponsorship and branding opportunities for luxury goods, real estate, lifestyle brands, and media partners.

• Supports collaboration with museums, universities, and local arts organizations, helping elevate their profile and programming.

5. Venue and Hospitality Activation

• Leverages hotels, cultural venues, event spaces, and creative hubs, boosting occupancy, F&B revenue, and foot traffic.

• Can activate both traditional and unconventional spaces, increasing visitor exploration and geographic distribution.

6. Aligns with Community and Economic Development Goals

• Reflects Palm Beach County’s existing cultural engagement and investment in inclusive, community-based arts access.

• Bridges tourism, economic development, education, and placemaking strategies.

Cons

1. Competitive Landscape

• The global art calendar is crowded, with well-established events in Basel, Venice, New York, and Miami.

• Palm Beach County must find a unique niche or theme (e.g., sustainability, Latin American art, emerging digital forms) to stand out.

2. High Production Costs

• World-class art fairs and biennales require significant upfront investment in curation, staging, logistics, marketing, and security.

• Success depends on attracting high-quality galleries and institutional partners in the first few years.

3. Seasonality and Scheduling Challenges

• Timing must be strategic to avoid overlap with Art Basel Miami, Frieze, or other top-tier art events.

• May require investment in temporary infrastructure (e.g., pavilions, exhibit halls) to host at scale.

4. Accessibility and Affordability Concerns

• High-end art events can unintentionally create barriers for local residents and emerging artists, unless inclusive programming is intentionally built in.

• Needs strong community engagement strategy to ensure relevance beyond elite audiences.

5. Dependency on Strong Curation and Leadership

• The event’s success hinges on visionary artistic direction and curatorial excellence difficult to sustain without committed institutional leadership and funding.

6. Potential for Uneven ROI in Early Years

• Cultural brand-building is often a long-term play; economic returns may take several editions to reach full potential.

Conclusion

Launching a global art fair or biennale in Palm Beach County is a bold, high-impact strategy that could elevate the county’s cultural standing and attract a lucrative visitor segment. While the venture demands strong creative leadership and significant investment, it also offers long-term benefits across tourism, arts, education, and community development. Next steps should include a concept development study, site and partner analysis, and cultural asset mapping to refine the vision and identify a distinctive positioning strategy.

6. Develop a Signature Music Festival

Big Idea

Palm Beach County lacks a nationally renowned signature event for younger, experience-seeking audiences. A professionally produced festival on par with Coachella or South by Southwest would:

• Draw thousands of new visitors (broad demographics, high-volume, experience-driven, younger)

• Enhance the county’s nightlife and music identity

• Create strong brand recognition

• Cross-promote other attractions

• Increase destination visibility and exposure

• Strengthen the local arts and entertainment scene

• Foster a sense of local identity

Economic Impact

High large music festivals generate direct visitor spending, press coverage, and long-term tourism interest.

Overview

Palm Beach County currently lacks a nationally recognized cultural event that appeals to younger, experience-driven audiences. Creating a signature music festival professionally produced and comparable in ambition to events like Coachella, Lollapalooza, or South by Southwest would fill this gap, significantly enhance the county’s cultural profile, and attract diverse new visitors. With the right vision, venue, and partnerships, the festival could become a defining annual event with widespread tourism, branding, and community benefits.

Pros

1. Attracts Younger and Diverse Audiences

• A high-profile music festival draws millennial and Gen Z visitors, who travel for experiences and are highly active on social media boosting organic marketing and destination exposure.

• Broadens Palm Beach County’s appeal beyond traditional leisure and seasonal travelers.

2. High Direct Economic Impact

• Large festivals generate significant hotel stays, restaurant visits, rideshare use, and retail sales, especially over multi-day events.

• Additional revenue from ticketing, concessions, sponsorships, and merchandise.

3. Increases Destination Visibility

• A well-branded festival positions the county as a cool, contemporary, creative destination.

• Offers the chance for national press coverage, influencer participation, and digital content creation.

4. Enhances Cultural Identity and Nightlife

• Builds a stronger music and nightlife culture, helping to retain young residents and attract creatives.

• Encourages growth in related sectors: live venues, record shops, food trucks, event production, and experiential retail.

5. Community and Creative Industry Development

• Provides a platform for local musicians, visual artists, filmmakers, chefs, and performers.

• Builds opportunities for internships, jobs, and small business participation in event services.

6. Strong Cross-Promotion Potential

• Can integrate local museums, attractions, arts districts, and culinary partners to create a weeklong or county-wide celebration.

• Offers a “halo effect” for neighboring events, nightlife, and small businesses.

7. Sense of Place and Identity

• A signature music festival can become a point of pride for residents and a symbol of Palm Beach County’s cultural evolution.

• Helps foster civic engagement and community ownership of cultural tourism.

Cons

1. High Production and Logistics Costs

• Festivals of this scale require major upfront investment in staging, artist fees, security, ticketing infrastructure, permits, and marketing.

• Weather, artist availability, and logistics add complexity.

2. Competition and Differentiation

• Florida has a growing number of music festivals; success depends on a clear niche, genre focus, or unique concept (e.g., beachside location, wellness/music blend, emerging talent platform).

• Must avoid overlap with existing regional events and festival fatigue.

3. Venue and Infrastructure Needs

• Requires a large, accessible venue with space for stages, vendors, crowd management, parking, and transit plus community buy-in.

• Public safety, noise ordinances, transportation planning, and waste management must be addressed.

4. Risk of Community Pushback

• Concerns may arise over crowds, traffic, noise, or perceived “party tourism” especially if the event isn’t aligned with local values or residents feel excluded.

• Needs strong community relations, affordable ticket tiers, and inclusive programming.

5. Weather and Seasonality

• Outdoor festivals are vulnerable to Florida’s heat, humidity, and storms, especially in summer months.

• May require contingency planning or flexible, covered venues.

6. ROI Dependent on Branding and Execution

• Early editions may struggle to turn a profit or secure major headliners.

• Long-term success depends on strong artistic curation, brand identity, and audience loyalty.

Conclusion

A signature music festival represents a bold opportunity for Palm Beach County to engage new audiences, stimulate economic activity, and cultivate a dynamic cultural brand. While success depends on smart planning, substantial investment, and community alignment, the long-term payoff in tourism, media exposure, and local pride could be substantial. Next steps include concept development, market feasibility analysis, venue identification, and stakeholder engagement to explore potential formats and partners.

7. Create a Dedicated Arts & Gallery District

Big

Idea

A walkable, concentrated arts district with studio spaces, performance venues, galleries, and outdoor art would:

• Attract cultural tourists and art buyers

• Strengthen the creative economy

• Encourage placemaking and small business growth

• Offer year-round activation for residents and visitors alike

Linking this with affordable artist housing would ensure long-term vibrancy.

Economic Impact

Moderate to high arts districts spur both tourism and economic development, particularly in underused areas.

Overview

A walkable, vibrant arts district would serve as both a tourism draw and a community hub, featuring galleries, studios, performance venues, public art, and creative retail. Such districts have proven successful in activating underutilized urban areas and supporting the growth of a local creative economy. When paired with affordable artist housing, the district can achieve long-term cultural and economic sustainability, becoming a year-round destination for locals and visitors alike.

Pros

1. Attracts Cultural Tourists and Art Buyers

• A concentrated arts district gives tourists a reason to stay longer and explore more deeply, especially visitors seeking authentic, creative experiences.

• Potential to host art walks, gallery nights, and festivals that drive spending at local shops, restaurants, and hotels.

2. Strengthens the Creative Economy

• Supports artists, designers, performers, and small-scale producers by providing accessible spaces to work, exhibit, and sell.

• Encourages growth in adjacent industries: art framing, supplies, creative services, marketing, and event production.

3. Encourages Placemaking and Local Identity

• Transforms underused or overlooked areas into vibrant cultural destinations.

• Builds distinctive, walkable neighborhoods that foster pride of place and social cohesion.

4. Supports Small Business Growth

• Arts districts naturally attract cafés, boutiques, bookstores, and co-working spaces, making them incubators for local entrepreneurship.

• Provides an ecosystem where businesses, nonprofits, and creative professionals can collaborate and cross-promote.

5. Year-Round Activation

• Unlike single events, an arts district offers consistent programming opportunities from live performances and studio tours to educational workshops and street fairs.

• Encourages repeat visits and builds a loyal local and regional audience.

6. Synergy with Affordable Artist Housing

• By integrating affordable housing options for creatives, the district becomes more than a destination it becomes a living, evolving cultural community.

• Helps maintain diversity, accessibility, and authenticity over time.

Cons

1. Long-Term Development Horizon

• Arts districts often require multi-year investment in planning, infrastructure upgrades, and tenant recruitment.

• Initial returns may be modest as the district builds identity and momentum.

2. Risk of Gentrification

• Successful arts districts can unintentionally raise property values and displace the very artists and small businesses they aim to support.

• Must be paired with equity-based zoning, rent stabilization tools, and cultural preservation policies.

3. Requires Strong Public-Private Coordination

• Success depends on collaboration among planners, developers, nonprofits, and artists, which can be complex to coordinate.

• Needs a clear vision, governance model, and long-term funding strategy.

4. Needs Thoughtful Curation and Programming

• Without intentional curation, districts can feel disjointed or lack the vibrancy needed to attract repeat visitors.

• Ongoing investment in events, public art, and cultural programming is required to keep the district alive.

5. Infrastructure and Zoning Challenges

• May require rezoning, streetscape improvements, pedestrian safety enhancements, and parking solutions particularly in older or industrial areas.

• Utility upgrades and code compliance for adaptive reuse of older buildings may add cost and complexity.

6. Marketing and Brand-Building Needed

• A new arts district will require sustained marketing to attract visitors, buyers, and media attention.

• Strong branding and storytelling are essential to differentiate it from other cultural hubs in South Florida.

Conclusion

A dedicated arts and gallery district offers a powerful opportunity to cultivate Palm Beach County’s creative economy while enhancing its cultural brand. While it requires long-term commitment and strategic planning, the payoff is a resilient, year-round destination that supports both tourism and quality of life for residents. Integrating this idea with affordable artist housing and placemaking initiatives could ensure equitable, sustainable impact. A cultural asset inventory, site feasibility study, and community engagement plan would be valuable next steps.

8. Develop a High-Profile Distillery Destination in the Glades Region

Big Idea

As part of the Other Land Society initiative, a large-scale, architecturally significant distillery could:

• Serve as a centerpiece for agritourism

• Celebrate sugarcane, rum, and local heritage

• Offer tastings, food events, and behind-the-scenes tours

• Attract culinary tourists and lifestyle media attention

• Prioritize local supplier partnerships and SME collaboration

This aligns tourism development with rural revitalization and job creation.

Economic Impact

Moderate to high distilleries are proven tourism anchors, especially when tied to storytelling, retail, and food.

Overview

As a centerpiece of the Other Land Society initiative, a large-scale, design-forward distillery in the Glades region would celebrate the area’s unique agricultural heritage and identity, particularly its ties to sugarcane and rum production. This concept taps into the growing popularity of agritourism and spirits tourism, offering immersive visitor experiences such as tastings, food events, and behind-the-scenes production tours. With a strong architectural and cultural story, it could become a destination for culinary travelers, lifestyle media, and rural economic development.

Pros

1. Agritourism Anchor and Cultural Storytelling

• Highlights the rich agricultural legacy of the Glades, turning local sugarcane production into a compelling, immersive tourism experience.

• Offers a strong narrative around history, craftsmanship, and regional pride, appealing to both visitors and locals.

2. Culinary and Spirits Tourism Appeal

• Distilleries attract foodies, mixologists, lifestyle travelers, and experience seekers, especially when paired with tastings, special events, and unique architecture.

• Can serve as a launchpad for food festivals, chef collaborations, and pop-up markets.

3. Year-Round Visitor Draw

• Unlike seasonal attractions, distilleries operate year-round, offering consistent programming, indoor experiences, and retail sales.

• Also serves as a potential wedding, event, and corporate retreat venue.

4. Rural Economic Development

• Brings new tourism infrastructure to a traditionally under-visited part of the county, aligning with broader equity and revitalization goals.

• Supports local farmers, producers, and small businesses through supply chain partnerships and retail opportunities.

5. Distinctive Destination Branding

• Architecturally significant design and place-based branding can make the distillery a regional icon comparable to Napa wineries or Kentucky bourbon stops.

• Attracts press attention and influencer coverage, especially with unique products and curated experiences.

6. Retail and SME Opportunity

• On-site retail can showcase local goods, branded merchandise, and specialty foods, creating a platform for local makers.

• Opportunity to incubate or partner with small producers, food vendors, and artists from the Glades region.

Cons

1. Regulatory and Licensing Complexity

• Distillery operations are heavily regulated, requiring state and federal compliance, environmental review, and safety protocols.

• Navigating zoning, water usage, and agricultural processing approvals may require extensive coordination.

2. High Capital Investment

• Large-scale, architecturally ambitious distilleries are expensive to build and operate, especially with visitor amenities, production equipment, and hospitality elements.

• May need public-private partnerships or impact investment to be viable.

3. Transportation and Accessibility Challenges

• Success depends on creating a seamless visitor experience, but the Glades region may require improvements in roads, signage, and wayfinding to accommodate tourism traffic.

• Remote location may limit spontaneous visitation unless well-integrated into a broader tourism route.

4. Seasonal and Marketing Risks

• Florida’s summer heat and hurricane season may affect year-round visitation unless indoor experiences are robust and climate controlled

• Will require strong branding, storytelling, and marketing strategy to attract attention beyond local audiences.

5. Workforce Development Needs

• A new tourism anchor may require training programs in hospitality, retail, production, and food service, especially if targeting job creation for local residents.

• May face initial challenges sourcing a workforce familiar with both distilling and guest experience.

6. Potential Community Concerns

• Concerns may emerge around alcohol-related tourism, traffic, or commercialization of agricultural lands.

• Requires proactive community engagement to ensure alignment with local values and vision.

Conclusion

A high-profile distillery destination in the Glades region offers a powerful blend of heritage tourism, culinary appeal, and rural revitalization. With the right design, storytelling, and operational partnerships, it could become a landmark attraction that elevates Palm Beach County’s western region. Key next steps

include site analysis, regulatory assessment, financial modeling, and community engagement to refine the vision and explore funding strategies.

9. Develop a Flagship Immersive Experience Venue

Big Idea

Create a one-of-a-kind digital art or immersive entertainment venue inspired by the Las Vegas Sphere or COSM that leverages:

• Advanced projection, AR/VR, and sound

• Rotating shows or environmental themes

• Day and nighttime programming

• Opportunities for local creative tech talent

This type of experience could become a signature indoor attraction for all ages especially during inclement weather or off-peak seasons.

Economic Impact

High these attractions generate strong attendance, press, and social media buzz, and can drive sustained repeat visitation.

Overview

A state-of-the-art immersive venue inspired by attractions like the Las Vegas Sphere, COSM, or Meow Wolf would position Palm Beach County at the cutting edge of digital arts and entertainment. This flagship attraction would combine projection mapping, AR/VR, sound, and interactive storytelling to deliver rotating shows and multi-sensory experiences for all ages. As a signature indoor destination, it offers strong appeal during off-peak seasons, inclement weather, and day-to-night programming, while creating a platform for local creative tech talent.

Pros

1. High Visitor Appeal and Marketability

• Immersive venues generate strong attendance and buzz due to their novelty, interactivity, and photo-friendly visuals.

• Ideal for families, tourists, school groups, and locals, creating year-round demand.

2. Strong Economic Impact

• Drives ticket sales, merchandise revenue, concessions, and group bookings, with potential for corporate sponsorships and private events.

• Encourages extended stays and secondary spending at nearby restaurants, hotels, and shops.

3. All-Weather, All-Season Attraction

• Indoor, climate-controlled venue offers a reliable option during hot, rainy, or stormy seasons, supporting Palm Beach County’s tourism resilience.

• Especially valuable for keeping visitors engaged in the summer months or during unpredictable weather.

4. Platform for Creative Tech Talent

• Provides opportunities for local artists, animators, designers, musicians, coders, and producers to showcase work and develop immersive content.

• Encourages growth in the creative technology and experience design sectors areas with high growth potential.

5. Versatile Programming

• Rotating shows and themes allow for seasonal tie-ins, educational exhibits, and brand collaborations.

• Can host live performances, special events, product launches, and artist takeovers, supporting repeat visitation.

6. Strong Social Media and PR Potential

• Immersive experiences are inherently “Instagrammable” and shareable, boosting organic marketing through user-generated content.

• Opens opportunities for press features, influencer campaigns, and branded partnerships.

7. Supports Cultural and Educational Goals

• Potential to integrate STEM, environmental, or local heritage themes, aligning with educational tourism and school partnerships.

• Can become a tool for interactive learning and community engagement.

Cons

1. High Capital Investment and Operating Costs

• Building a technically advanced immersive venue requires significant funding for infrastructure, technology, and creative production.

• Ongoing operating costs include IT support, security, content development, and maintenance.

2. Fast-Moving Industry with High Expectations

• Immersive entertainment is an evolving sector with rising guest expectations; staying current requires frequent content updates and tech upgrades.

• Risk of becoming outdated if not continuously refreshed.

3. Complex Talent and Vendor Needs

• Requires a cross-disciplinary team of technologists, creatives, and operations professionals to maintain high-quality experiences.

• May need to source specialized vendors or recruit national talent, especially in the early stages.

4. Zoning and Location Considerations

• Needs a central, accessible location with parking, transit access, and high visibility preferably near other attractions or commercial hubs.

• Noise and light pollution concerns may arise depending on design and location.

5. Potential Community Concerns

• Some residents may view immersive entertainment as “frivolous” or overly commercial unless clear benefits to education, culture, or the local economy are communicated.

• May require a public engagement strategy to build support.

6. ROI Dependent on Strong Programming and Marketing

• The venue’s success depends on sustained content innovation, brand partnerships, and destination marketing.

• Early underperformance could impact financial sustainability and investor confidence.

Conclusion

A flagship immersive experience venue presents a high-potential opportunity to differentiate Palm Beach County in the competitive entertainment and cultural tourism space. With the right creative and operational vision, it can become a must-see attraction, platform for local talent, and a year-round economic engine. Next steps include concept development, feasibility and site analysis, tech

partnerships, and stakeholder engagement to evaluate funding models and identify a compelling thematic focus.

10. Develop a Major Sports & Entertainment Stadium

Big

Idea

Palm Beach County is the largest county in Florida without a professional sports franchise. Developing a world-class, muln-use stadium with sustainable operanons anchored by a Major League Franchise would:

• Establish Palm Beach County as a major-league sports desnnanon with sustainability top of mind

• Drive year-round visitanon through matches, concerts, internanonal friendlies, esports, and fesnvals

• Serve as a catalyst for mixed-use development, including hotels, restaurants, and retail

• Acnvate community engagement through youth academies, local partnerships, and cultural programming

Posinoned strategically near major transportanon corridors and supported by public-private investment, the stadium would contribute to the region’s idennty and economic diversificanon.

Economic

Impact

Very high a major league franchise and major venue could apract hundreds of thousands of annual visitors, generate nanonal and internanonal media exposure, snmulate large-scale hospitality and infrastructure investments, and support thousands of direct and indirect jobs.

Overview

Palm Beach County stands out as Florida’s largest county without a professional sports franchise. Developing a world-class, sustainably operated stadium anchored by a Major League team (e.g., MLS, MLB, NFL, or NWSL) would establish the county as a top-ner sports and entertainment desnnanon. The venue would support a year-round calendar of high-impact events, including concerts, internanonal matches, esports, and cultural fesnvals. Strategically located near major transportanon corridors and backed by public-private investment, the stadium would become a regional catalyst for economic development and brand idennty.

Pros

1. Massive Economic and Tourism Impact

• A major league stadium can apract hundreds of thousands of annual visitors, delivering strong ROI in ncket sales, tourism spending, hospitality revenue, and retail acnvanon.

• Generates nanonal and internanonal media exposure, elevanng Palm Beach County’s global visibility.

2. Year-Round, Mula-Use Programming

• Capable of hosnng professional sports, internanonal friendlies, concerts, esports tournaments, fesnvals, and community events.

• Supports weekend and midweek acnvanon, helping to balance tourism seasonality.

3. Desanaaon Branding and Idenaty

• Establishes Palm Beach County as a major-league sports and entertainment market, joining the ranks of South Florida’s elite event cines.

• Enhances civic pride and creates a cultural touchstone for residents and fans.

4. Catalyst for Mixed-Use Development

• A stadium project oqen sparks surrounding investment in hotels, restaurants, retail, housing, public spaces, and transit.

• Creates opportunines for placemaking and innovanon districts, linking sports, tech, culture, and hospitality.

5. Community Engagement and Social Impact

• Provides a home for youth academies, fitness and wellness programs, local tournaments, and community events.

• Enables local partnerships with schools, nonprofits, and cultural organizanons, embedding the stadium into everyday community life.

6. Supports Jobs and Economic Diversificaaon

• Construcnon and operanons support thousands of direct and indirect jobs in event staffing, facility management, security, concessions, media, and more.

• Creates long-term workforce development opportunines ned to sports management, hospitality, and entertainment industries.

7. Public-Private Partnership Potenaal

• Strong candidate for creanve financing strategies that minimize public burden while maximizing long-term returns, including naming rights, ncket surcharges, and special tax districts.

Cons

1. Enormous Capital and Infrastructure Investment

• Stadium development is one of the most capital-intensive tourism projects, requiring hundreds of millions in investment and long-term maintenance.

• Must secure a major franchise commitment before investment is viable.

2. Site Selecaon and Transportaaon Challenges

• Requires a centrally located site with highway and transit access, walkability, and minimal disrupnon to residennal areas.

• Needs substannal infrastructure upgrades including roads, transit connecnons, unlines, and parking.

3. Community Concerns and Poliacal Risk

• Risk of public opposinon due to concerns over cost, traffic, noise, environmental impacts, and gentrificanon.

• Requires transparent planning and strong stakeholder engagement to build support.

4. Compeaave Sports Market

• Palm Beach County will need to differennate itself from nearby markets (Miami, Fort Lauderdale, Orlando) to apract and retain a franchise.

• The success of the stadium hinges on securing consistent, high-profile programming and fan loyalty.

5. Risk of Underualizaaon

• Without strong event programming and tenant commitments, stadiums risk becoming underused or financially burdensome during off-seasons or non-event days.

• Requires a diversified, high-volume calendar and nimble operanonal strategy.

6. Sustainability Expectaaons

• Modern stadiums are expected to meet high sustainability standards from net-zero energy and water reuse to green transit access and community benefits.

• Adds cost but aligns with long-term resilience and community values.

Conclusion

Developing a major sports and entertainment stadium in Palm Beach County represents a transformanonal opportunity with extremely high economic, branding, and community potennal. Anchored by a professional franchise and guided by inclusive planning, the stadium could become a year-round driver of tourism, investment, and civic pride. However, success depends on site strategy, polincal will, financial structuring, and sustained programming. Next steps include a market feasibility study, site and transit analysis, and franchise partnership exploranon.

11. Develop a World-Class Marina and Waterfront District

Big Idea

Palm Beach County has an extraordinary but underleveraged asset in its waterfronts. With a globally competitive marine industry, desirable climate, and deep cultural cachet, the county is well-positioned to offer a signature marina district experience that rivals destinations like Monaco, Miami, or Fort Lauderdale. Stakeholders have identified marine tourism, coastal development, and public space activation as critical growth opportunities. A world-class marina district would attract luxury travelers, host international events, stimulate adjacent retail and hospitality growth, and create a waterfront identity that is both vibrant and inclusive.

Economic

Impact

Very high A world-class Marina and Waterfront District in Palm Beach County could generate hundreds of millions annually in economic impact through high-value marine tourism, luxury hospitality, events, and real estate development, while creating hundreds of jobs and elevating the county’s global brand.

Overview

Palm Beach County’s coastal assets are some of the most desirable in the country but remain underleveraged relative to peer destinations. With a thriving marine industry, luxury tourism appeal, and strong cultural cachet, the county has the ingredients to create a globally recognized marina and waterfront district. Inspired by places like Monaco, Fort Lauderdale, or Miami, such a district could include public promenades, luxury berths, culinary experiences, cultural venues, and event spaces becoming a signature year-round attraction for residents and international visitors alike.

Pros

1. Major Economic Engine

• A marina and waterfront district can drive hundreds of millions in annual economic activity through marine tourism, yacht provisioning, real estate, hospitality, and events.

• Generates long-term value through increased property values, retail revenue, and new business formation.

2. High-Value Visitor Segment

• Attracts luxury travelers, yachting enthusiasts, and international guests who contribute significantly through extended stays, high-end dining, shopping, and services.

• Opportunity to host international boat shows, regattas, and lifestyle festivals that draw global media attention.

3. Strengthens the County’s Global Brand

• Elevates Palm Beach County’s standing as a premier waterfront destination, complementing its reputation for elegance, affluence, and natural beauty.

• Creates a distinctive visual and experiential identity anchored in place-based design.

4. Stimulates Mixed-Use and Hospitality Development

• Activates adjacent neighborhoods with new boutique hotels, restaurants, shops, and cultural spaces.

• Creates public and private investment opportunities, especially in underutilized waterfront parcels.

5. Promotes Marine Industry and Innovation

• Leverages the region’s strength in boatyards, marine tech, and charter services, reinforcing existing business clusters.

• Can integrate elements like sailing schools, marine research, and ocean sustainability centers to expand workforce development and innovation.

6. Enhances Public Access and Community Experience

• A well-designed district can blend luxury and inclusivity, offering walkable promenades, event lawns, art installations, and public piers.

• Supports placemaking and community gathering, increasing resident engagement and quality of life.

Cons

1. High Cost and Complexity of Development

• Waterfront construction is expensive, highly regulated, and technically complex, involving environmental mitigation, engineering, and long permitting timelines.

• Requires extensive collaboration across jurisdictions and private stakeholders.

2. Environmental and Climate Resilience Challenges

• Must be planned with sea-level rise, storm surge, and climate adaptation in mind requiring sustainable materials, smart drainage, and green infrastructure.

• Risk of environmental impacts to marine ecosystems during construction if not carefully managed.

3. Potential Equity and Access Concerns

• If overly oriented toward luxury markets, the project could face criticism for excluding residents or reinforcing inequities in coastal access.

• Needs intentional design strategies to balance public benefit with private investment.

4. Infrastructure and Connectivity Needs

• Success depends on strong transportation, signage, water taxi access, and pedestrian connections to other parts of the county.

• May require parking upgrades, traffic mitigation, and multimodal solutions to support increased visitation.

5. Seasonality and Programming

• To maximize ROI, the district must offer year-round activation, including cultural events, live music, markets, and festivals, beyond the traditional boating season.

• Requires a dedicated management entity or BID (business improvement district) to coordinate programming and upkeep.

6. Competition from Other Regional Destinations

• Palm Beach County must clearly differentiate its offering from nearby waterfronts in Miami, Fort Lauderdale, and Naples, focusing on design excellence, authenticity, and guest experience.

Conclusion

A world-class marina and waterfront district has the potential to become a defining destination for Palm Beach County, generating massive economic impact, strengthening the county’s global brand, and catalyzing long-term coastal development. When designed with inclusivity, sustainability, and placemaking in mind, this project could benefit visitors and residents alike. Recommended next steps include a visioning study, site identification, environmental review, and public-private investment strategy.

12. Develop a World Class Convention Center District

Big Idea

A World-Class Convention District in West Palm Beach would transform the area around the Palm Beach County Convention Center into a vibrant, pedestrian-friendly hub for meetings, tourism, and cultural experiences. Anchored by an expanded convention center and a second full-service headquarters hotel, the district would feature walkable connections to CityPlace, the Kravis Center, and downtown attractions, with dynamic public spaces, chef-driven dining, retail, and year-round arts programming. Integrated transit access via Brightline, trolleys, and airport shuttles, along with sustainable urban design and green infrastructure, would create a seamless, modern experience for both business and leisure travelers, positioning West Palm Beach as a premier national and international destination for conventions and events.

Economic Impact

Very high A World-Class Convention District in West Palm Beach could generate hundreds of millions annually in economic impact through increased convention bookings, visitor spending, hotel occupancy, dining, retail, and job creation, while significantly boosting the city’s profile as a premier meetings and events destination.

Overview

Transforming the area surrounding the Palm Beach County Convention Center into a vibrant, pedestrian-friendly convention district would elevate West Palm Beach as a national and international destination for large-scale meetings, events, and cultural experiences. Anchored by an expanded convention center and a second full-service headquarters hotel, the district would link key assets like CityPlace, the Kravis Center, and downtown, while introducing dynamic public spaces, chef-driven restaurants, year-round arts programming, and seamless multimodal access via Brightline, trolleys, and airport shuttles. This modern, walkable urban district would support both business and leisure tourism while driving sustained economic growth.

Pros

1. Significant Economic Impact

• Could generate hundreds of millions annually through increased convention bookings, tourism spending, dining, retail, hotel stays, and related services.

• Boosts midweek and shoulder season visitation, balancing the county’s tourism calendar.

2. Elevates West Palm Beach’s National Profile

• Positions the city as a top-tier convention and meetings destination, competing with markets like Austin, Nashville, and Denver.

• Drives national and international exposure through large events, trade shows, and corporate conferences.

3. Supports Hospitality and Small Business Sectors

• Increases demand for local hotels, restaurants, retail, transportation providers, and event vendors.

• Expands opportunities for minority-owned businesses, local chefs, artists, and makers to participate in the visitor economy.

4. Walkable Urban District with Cultural Connectivity

• Creates a highly walkable, mixed-use destination that links the convention center with CityPlace, the Kravis Center, museums, dining, and nightlife.

• Encourages live-work-play lifestyle for both residents and visitors.

5. Seamless Transit Integration

• Leverages access to Brightline high-speed rail, airport shuttles, trolleys, bike share, and walkable streets, reducing the need for car dependency.

• Supports green mobility and sustainability goals.

6. Year-Round Activation through Arts and Events

• Incorporates public art, street performances, festivals, and culinary events to engage visitors even outside major conventions.

• Builds a sense of place and vibrancy that benefits both visitors and the local community.

7. Sustainable Urban Design

• Offers opportunity to model resilient, sustainable urban development with green infrastructure, smart energy systems, and stormwater management.

• Enhances the city’s reputation for future-forward planning and climate-conscious design.

Cons

1. High Development Costs and Coordination Complexity

• Requires significant public and private investment in infrastructure, land acquisition, hotel development, and facility expansion.

• Must be carefully phased and managed to limit disruption to existing businesses and residents.

2. Limited Site Availability and Urban Constraints

• Urban infill projects can face zoning, land use, and entitlement challenges, especially in already dense downtown environments.

• Requires thoughtful planning to avoid overcrowding or loss of local character.

3. Dependence on Convention Market Dynamics

• Convention and event demand can be vulnerable to economic downturns, travel trends, or pandemic disruptions.

• Must maintain flexibility and build in multi-use functionality to mitigate future shocks.

4. Community Engagement and Equity Considerations

• Large-scale urban projects can raise concerns about gentrification, displacement, or exclusion of existing residents and small businesses.

• Requires strong community engagement, equitable development policies, and inclusive economic strategies.

5. Infrastructure Strain During Large Events

• Large conventions may stress transportation, parking, security, and public services, particularly during peak events or high season.

• Must be accompanied by strategic infrastructure upgrades and operational planning.

6. Competitive Regional Landscape

• Faces competition from nearby markets like Miami, Fort Lauderdale, Orlando, and Tampa, all with established convention assets.

• Success depends on distinctive branding, superior visitor experience, and flexible programming.

Conclusion

A World-Class Convention Center District in West Palm Beach would be a transformational project with far-reaching impacts on economic development, tourism, downtown revitalization, and civic pride. By integrating infrastructure, culture, sustainability, and hospitality, it can serve as a national model for 21st-century convention districts. Key next steps include a district master plan, market demand study, infrastructure and mobility assessment, and identification of public-private partnership models to advance the vision.

13. Develop an Additional Baseball Spring Training Stadium / Facility

Big Idea

Develop a state-of-the-art baseball spring training stadium or training facility to expand Palm Beach County’s footprint as a premier destination for Major League Baseball spring training. The facility would serve as a spring training base for a new MLB franchise while offering year-round programming such as youth tournaments, minor league development, and community events.

Economic Impact

High the facility would drive significant seasonal visitation, boost tourism spending in hotels, dining, and retail, and support year-round economic activity through tournaments and programming. It would also create new jobs and stimulate nearby hospitality and commercial development.

Overview

Palm Beach County is already home to two Major League Baseball (MLB) spring training facilities

Roger Dean Chevrolet Stadium and The Ballpark of the Palm Beaches making it a proven hub for spring training tourism. Developing an additional state-of-the-art spring training stadium or training complex would further solidify the county’s reputation as a premier destination for spring training, attract additional MLB teams, and deliver substantial seasonal and year-round economic benefits. Such a facility could also serve youth tournaments, minor league development, and community programming during non-MLB periods, maximizing its utility and impact.

Pros

1. Reinforces Palm Beach County as a Premier Spring Training Destination

• Positions the county alongside top spring training markets like Phoenix and Fort Myers, creating a more robust Grapefruit League experience.

• Attracts new MLB franchises looking for modern, well-located facilities in desirable climates.

2. High Seasonal Economic Impact

• Spring training draws tens of thousands of out-of-state visitors, boosting hotel occupancy, restaurant activity, car rentals, retail, and attractions over a concentrated two-month season.

• Increases media exposure, sponsorship opportunities, and repeat visitation.

3. Year-Round Facility Use Potential

• Outside of spring training, the facility can host:

o Youth, high school, and collegiate baseball tournaments

o Minor league team activities or player development programs

o Community events, camps, clinics, and exhibitions

• Provides a multi-purpose asset that supports tourism and resident use.

4. Supports Hospitality, Retail, and Real Estate Growth

• Can catalyze development of new hotels, restaurants, and mixed-use amenities near the facility.

• Offers retail and sponsorship opportunities tied to the team and event programming.

5. Builds Civic Pride and Fan Engagement

• Enhances the county’s identity as a sports destination, appealing to locals and seasonal residents alike.

• Enables fan experiences like autograph sessions, family nights, and behind-the-scenes tours.

6. Public-Private Partnership Potential

• MLB franchises typically engage in cost-sharing agreements, making the project a strong candidate for public-private investment models that reduce risk.

Cons

1. High Capital and Operating Costs

• Stadium development and maintenance are capital-intensive, with significant upfront investment needed for land, construction, and infrastructure.

• Ongoing operational costs can be high, especially if year-round programming is not robust.

2. Seasonal Usage Concentration

• Spring training is a limited window (February–March); without extensive off-season programming, the facility risks underutilization.

• ROI depends on the ability to generate demand outside peak months.

3. Site Selection and Infrastructure Needs

• Requires significant acreage with parking, road access, utilities, and proximity to hospitality infrastructure.

• Infrastructure improvements (roads, drainage, signage) may be needed to accommodate visitor flow.

4. Competitive Market

• Florida already has numerous spring training facilities, and attracting new franchises may be challenging.

• Must compete with existing stadiums offering favorable lease terms, geographic appeal, and fan bases.

5. Community Impact and Use Balance

• Balancing professional, tourism, and community uses will require careful scheduling and management.

• Community may expect access to fields and programming in exchange for public investment.

6. Environmental and Weather Concerns

• Outdoor sports venues must be designed with stormwater management, heat mitigation, and climate resilience in mind.

• May face limitations on year-round use due to Florida’s summer heat and hurricane season.

Conclusion

An additional spring training stadium or training complex would strengthen Palm Beach County’s position as a baseball capital, attract new visitors, and provide a versatile asset for year-round sports tourism. However, success depends on securing a franchise partner, selecting a strategic location, and ensuring the facility is activated beyond spring training. Key next steps include a market demand study, feasibility analysis, franchise outreach, and partnership development plan.

14. Develop a Major Wellness Attraction (e.g., Therme USA)

Big Idea

Attract and develop a large-scale, world-class wellness destination in Palm Beach County similar to Therme USA that blends thermal baths, spa amenities, fitness, water-based recreation, immersive art, and health-focused dining. This indoor-outdoor destination would appeal to locals and tourists seeking relaxation, rejuvenation, and holistic experiences, and serve as a year-round anchor attraction that integrates wellness, sustainability, and cultural programming.

Economic Impact

Very high a major wellness attraction would generate hundreds of thousands of annual visits, support long-term job creation, catalyze nearby hospitality and retail growth, and position Palm Beach County as a national leader in wellness tourism with high-value, year-round spending.

Overview

Wellness tourism is a rapidly growing global market, driven by travelers seeking experiential, healthcentered, and nature-connected destinations. A large-scale wellness resort or complex modeled after destinations like Therme in Toronto, Bucharest, or the upcoming U.S. projects would uniquely position Palm Beach County as a top-tier health and wellness destination. The facility could offer thermal pools, spa treatments, immersive art installations, saunas, yoga studios, wellness workshops, and family zones, with a focus on sustainable design and inclusive pricing models.

Pros

1. High-Volume, Year-Round Tourism

• Wellness attractions appeal to a wide audience families, seniors, couples, and solo travelers and can draw hundreds of thousands of annual visitors.

• Indoor and climate-controlled elements ensure year-round operations, especially during hot, rainy, or off-peak seasons.

2. Strong Alignment with Travel Trends

• Taps into booming global interest in health, longevity, mindfulness, and relaxation, especially among millennial and Gen Z travelers.

• Offers a distinctive alternative to theme parks or traditional spas, blending wellness with culture and entertainment.

3. High Per-Capita Spending

• Visitors to wellness destinations typically spend more on premium services, F&B, retail, and experiences, making it a high-yield market.

4. Catalyzes Hospitality and Real Estate Development

• Sparks demand for hotels, eco-resorts, boutique wellness accommodations, and adjacent mixed-use development.

• Can activate underutilized or transitional land parcels, especially near coastal or natural areas.

5. Job Creation and Local Business Support

• Supports a wide range of direct and indirect jobs from therapists and hospitality workers to wellness product vendors and creatives.

• Potential for local supplier integration, including skincare, food, design, and sustainability solutions.

6. Destination Branding and National Media Visibility

• A high-profile wellness attraction can serve as a signature tourism asset that draws national attention, influencer coverage, and strategic partnerships.

• Helps position Palm Beach County as a leader in healthy, balanced, and sustainable lifestyles.

Cons

1. High Capital Investment

• Large-scale wellness facilities like Therme require hundreds of millions in development costs, including infrastructure, water systems, architecture, and technology.

• Requires significant public-private partnership or foreign direct investment to bring to fruition.

2. Infrastructure and Access Needs

• Must be easily accessible by transit, highway, and airport, and ideally located near complementary amenities like hotels and attractions.

• May require zoning adjustments, parking facilities, and road upgrades.

3. Regulatory and Environmental Considerations

• Water-based amenities must comply with state and federal environmental, health, and safety regulations.

• Sustainability goals must align with coastal resilience and water conservation priorities.

4. Market Education and Differentiation

• U.S. consumers may be less familiar with the European-style thermal wellness model, requiring brand positioning and experiential storytelling.

• Needs to differentiate from spas and resorts already operating in South Florida.

5. Community Expectations

• Must ensure equitable access and community benefit avoiding the perception that it's exclusively for luxury travelers.

• Could face pushback on land use, traffic, or affordability if not designed with public input.

Conclusion

Attracting a global wellness brand like Therme USA presents a transformational opportunity to elevate Palm Beach County’s tourism economy while advancing goals around health, sustainability, and placemaking. With strong market alignment and economic upside, this attraction could become a yearround anchor destination that complements existing offerings and enhances resident well-being. Next steps include a site suitability study, market demand analysis, investment recruitment strategy, and alignment with broader tourism and health initiatives.

15. Develop a World-Class Cluster of Performing Arts Venues

Big Idea

Develop a world-class cluster of performing arts venues in Palm Beach County to complement the Kravis Center and provide dedicated homes for symphony, ballet, opera, theater, and emerging performing arts organizations. This cultural district would enhance the region’s national standing as a performing arts destination, support professional arts organizations, and create a vibrant, year-round hub for cultural tourism, education, and community engagement.

Economic Impact

High a performing arts cluster would generate significant tourism and local spending, drive cultural investment, support creative sector jobs, and position Palm Beach County as a leading destination for the arts. The surrounding hospitality, retail, and education sectors would benefit from increased visitor activity and programming.

Overview

Palm Beach County has an impressive base in the performing arts, anchored by the Kravis Center, but lacks a cohesive, multi-venue cultural district that can house its full range of professional and emerging arts organizations. Creating a cluster of purpose-built, acoustically advanced venues including performance halls, rehearsal studios, outdoor stages, and community theaters would support the growth of ballet, symphony, opera, theater, and multidisciplinary performance, while enhancing the cultural identity of the region and creating a draw for residents, visitors, and patrons.

Pros

1. Elevates Palm Beach County’s National Cultural Profile

• A world-class arts cluster would attract touring productions, top-tier talent, and national attention, putting the county on par with cities like New York, London, and Paris

• Strengthens the county’s identity as a year-round arts and culture destination.

2. Expands Capacity for Local Arts Organizations

• Provides permanent, high-quality homes for local ballet, symphony, opera, and theatrical companies, reducing reliance on shared or inadequate spaces.

• Supports long-term artistic planning, audience growth, and educational outreach.

3. Drives Cultural Tourism and Visitor Spending

• Performing arts attendees are high-value cultural tourists, often dining, shopping, and staying overnight in conjunction with shows and festivals.

• Enables multi-day arts programming and festivals, encouraging extended stays and repeat visitation.

4. Supports Job Creation and the Creative Economy

• Creates jobs in production, technical arts, event staffing, marketing, and administration, while supporting artists and educators.

• Offers a platform for local talent development and creative entrepreneurship.

5. Activates Downtown or Underused Areas

• Can anchor urban revitalization or downtown redevelopment, drawing foot traffic and investment to surrounding restaurants, hotels, and galleries.

• Enhances public space through outdoor concerts, pop-ups, and public art.

6. Promotes Education and Youth Engagement

• Venues can host school partnerships, masterclasses, artist residencies, and student matinees, expanding access to arts education.

• Helps cultivate next-generation audiences and artists.

7. Potential for Public-Private Partnerships

• Strong opportunities for philanthropic support, naming rights, and corporate sponsorship, especially among arts patrons and cultural donors.

Cons

1. High Capital and Operating Costs

• Purpose-built arts venues are expensive to design, build, and maintain, especially when acoustic quality, flexibility, and aesthetics are prioritized.

• Must secure sustainable funding models and diverse revenue streams to support operations.

2. Requires Coordination and Governance

• A cultural district involving multiple organizations requires collaborative governance, programming coordination, and shared infrastructure planning.

• Needs clear roles, scheduling protocols, and mechanisms for artistic independence.

3. Risk of Market Saturation or Overlap

• Without strategic planning, new venues may duplicate functions or compete for limited audiences, particularly in shoulder seasons.

• A demand study is essential to align supply with audience size and programming gaps.

4. Location and Access Considerations

• Site selection must ensure accessibility via transit, walkability, and adequate parking, especially for older audiences and evening events.

• May require additional investment in public realm enhancements and wayfinding.

5. Equity and Accessibility

• High-profile arts projects must balance excellence with affordability and inclusivity, ensuring broad community participation and engagement.

• Needs outreach and subsidized programming to avoid perceptions of elitism.

Conclusion

Developing a world-class performing arts cluster is a strategic opportunity to solidify Palm Beach County’s cultural identity, grow its visitor economy, and support the long-term health of its creative ecosystem. With the right mix of venues, partnerships, and programming, it can become a nationally recognized cultural destination and a source of pride for residents. Next steps include a cultural facilities needs assessment, master planning study, fundraising roadmap, and stakeholder engagement process to refine scope and implementation strategy.

16. Develop Luxury-Oriented Recreational Vehicle (RV) and Glamping Parks in the Glades Region

Big Idea

Establish a network of luxury-oriented RV resorts and glamping parks in Palm Beach County’s Glades Region, offering upscale outdoor accommodations that connect visitors to the region’s natural beauty, agricultural heritage, and rural charm. These sites would serve adventure travelers, snowbirds, and lifestyle tourists, with amenities such as private fire pits, spa-style bathrooms, wellness programming, farm-to-table dining, and water-based recreation, supporting rural tourism development and visitor diversification.

Economic

Impact

Moderate to high luxury RV and glamping parks can drive sustained overnight stays and repeat visitation, support local food and service providers, and spark job creation while aligning with rural revitalization and agritourism goals. The relatively low-cost development model can yield high returnon-investment, especially in underutilized areas.

Overview

The Glades Region offers a compelling backdrop for upscale outdoor experiences, combining open landscapes, Everglades access, farm country, and cultural heritage. As RV and glamping travel continues to grow nationally, the development of thoughtfully designed, high-amenity camping resorts could position Palm Beach County as a leader in luxury nature-based tourism. These sites would appeal to travelers seeking sustainable, wellness-driven, and off-the-beaten-path experiences, while also boosting the rural economy and creating new tourism infrastructure west of the coast.

Pros

1. Taps into Fast-Growing Travel Trends

• RV and glamping tourism has surged post-pandemic, with travelers seeking flexible, selfcontained, nature-based experiences.

• Appeals to a wide range of demographics from retirees and snowbirds to millennial families and digital nomads.

2. Affordable, Flexible Development

• Compared to hotels and resorts, glamping and RV parks require lower capital investment and offer flexible phasing or modular design options.

• Can be developed on agricultural or underutilized lands, accelerating rural land activation.

3. Strong Economic Ripple Effects

• Visitors contribute to the local economy through grocery purchases, dining, gas, recreation, and guided tours.

• Provides revenue opportunities for small businesses, such as outfitters, food trucks, farm markets, and event hosts.

4. Aligns with Rural Revitalization Goals

• Supports tourism development in the Glades Region without heavy environmental disruption or industrial-scale development.

• Can be linked with local heritage tours, agricultural education, and naturalist programming.

5. Attracts Long-Stay and Return Visitors

• RVers and glampers often stay multiple nights or return seasonally, particularly if wellness or outdoor programming is offered.

• Parks can be structured with memberships, loyalty programs, or seasonal leases for repeat business.

6. Supports Sustainable Tourism

• Encourages low-impact travel with opportunities for solar energy, water reuse systems, and ecoeducation.

• Glamping experiences can be designed to educate and promote environmental stewardship.

Cons

1. Infrastructure and Utility Needs

• Remote or rural areas may require investment in roads, electrical, water/sewer, and broadband access, which could add upfront costs.

• Coordination with utilities and public works is essential for feasibility.

2. Zoning and Land Use Challenges

• May face regulatory hurdles depending on existing land use designations and permitting for mixed-use tourism developments.

• Requires collaboration with local governments to streamline the process and ensure land use compatibility.

3. Seasonal Demand Patterns

• While glamping and RV travel are popular year-round in Florida, peak demand is highly seasonal, which could limit consistent staffing and operations.

• Off-season programming and amenities will be needed to maintain profitability.

4. Market Perception and Branding

• The Glades may not yet be widely known as a leisure destination; robust branding and marketing strategies will be needed to attract upscale travelers.

• Partnerships with influencers, travel writers, and RV networks can help reposition the region.

5. Environmental and Community Sensitivities

• Needs to be carefully planned to avoid negative environmental impacts on wetlands, wildlife, and agricultural lands.

• Local buy-in is essential to prevent pushback on changes to rural character or land use.

Conclusion

Developing luxury RV resorts and glamping parks in the Glades Region presents an exciting, costeffective opportunity to expand Palm Beach County’s tourism footprint and strengthen rural economies. With smart design, strong branding, and a focus on sustainability and authenticity, these projects can attract new visitor segments and generate long-term value. Next steps include a market assessment, site analysis, regulatory review, and partnership development with outdoor hospitality operators.

17. Develop the World’s First Adult Learning Campus with a Focus on Palm Beach County Visitors

Big Idea

Create the world’s first purpose-built adult learning campus designed specifically for visiting learners especially retirees, mid-career professionals, lifelong learners, and seasonal residents. Offering immersive courses, workshops, and retreats in subjects such as arts, science, history, wellness, technology, and personal growth, the campus would combine education, hospitality, and cultural engagement to position Palm Beach County as a global hub for experiential learning tourism.

Economic Impact

High an adult learning campus would attract affluent, experience-driven travelers who stay longer and spend more, especially during shoulder seasons. It would support hospitality, education, and cultural sectors, while offering consistent year-round programming that diversifies and elevates the tourism economy.

Overview

With an aging but active population, a growing national interest in lifelong learning, and strong alignment with the visitor demographics of Palm Beach County, this idea leverages an emerging market: vacation-based intellectual enrichment. The campus could feature classroom facilities, performance spaces, studios, wellness amenities, and on-site lodging, with programming led by universities, museums, artists, and thought leaders. This innovation would blend tourism with purpose, offering meaningful travel that enhances both individual lives and local economies.

Pros

1. Captures a High-Spending, Values-Driven Market

• Appeals to affluent, educated travelers seeking meaning, enrichment, and personal growth during their travels.

• Visitors in this segment typically stay longer, travel in off-peak seasons, and spend more on lodging, dining, and cultural activities.

2. Year-Round, Predictable Programming

• Educational travel is not weather-dependent, making the campus an ideal tool to stabilize tourism demand across seasons.

• Repeatable programs, cohort-based learning, and seasonal themes encourage return visitation.

3. Enhances the County’s Cultural and Educational Profile

• Positions Palm Beach County as a global leader in purpose-driven tourism, aligning with its strengths in arts, science, and wellness.

• Attracts partnerships with universities, think tanks, and nonprofits, while supporting local institutions through program integration.

4. Supports Local Talent and Institutions

• Offers teaching opportunities for retired educators, artists, scientists, and creatives living in the region.

• Provides new revenue and collaboration channels for museums, performing arts centers, nature centers, and higher education institutions.

5. Revitalizes Hospitality and Real Estate

• Could anchor or repurpose underused hotel or campus infrastructure, especially in western or inland areas of the county.

• Sparks demand for hospitality, wellness services, cafés, and creative businesses nearby.

6. Social Impact and Equity Potential

• Could include scholarships, sliding scale fees, or community access programs, making it a model for inclusive, intergenerational learning.

• Supports mental and emotional well-being, especially for active retirees and solo travelers.

Cons

1. Requires Strong Institutional Partnerships

• Success hinges on securing credible and visionary partners in education, curriculum development, and faculty recruitment.

• A clear governance structure and business model will be necessary to maintain quality and financial sustainability.

2. High Upfront Planning and Development Costs

• Needs investment in physical infrastructure, instructional technology, residential amenities, and marketing.

• May face challenges securing land, zoning approvals, or appropriate adaptive reuse options.

3. Niche Market Requires Marketing and Cultivation

• Though growing, adult learning tourism is still emerging and would require robust branding and strategic outreach to attract early adopters.

• Needs to distinguish itself from existing educational offerings (e.g., Osher Lifelong Learning Institutes or university extension programs).

4. Scheduling and Staffing Challenges

• Programs must align with visitor travel windows and offer engaging, flexible formats to accommodate different stay lengths and learning styles.

• Instructors, facilitators, and guest speakers must be vetted, trained, and available year-round.

5. Risk of Limited Local Engagement

• Without community integration and equitable access, there’s a risk of the campus being perceived as elitist or disconnected from residents.

• Needs intentional local programming, events, and partnerships to build community trust and relevance.

Conclusion

A dedicated adult learning campus would be a globally unique tourism and education initiative that taps into powerful trends in wellness, lifelong learning, and purpose-driven travel. It would distinguish Palm Beach County as a visionary destination for intellectual and personal enrichment, while reinforcing its cultural assets and diversifying its economy. Next steps include market validation, concept development, site identification, and strategic partnership building with institutions and hospitality stakeholders.

18. Develop an Indoor Show Horse Jumping Arena in Wellington

Big Idea

Establish a world-class indoor show jumping arena in Wellington, Florida to expand the region’s yearround capacity for elite equestrian events. Comparable in design and quality to leading venues such as Tryon International Equestrian Center (NC), World Equestrian Center (Ocala), and Alltech Arena (KY), the indoor facility would allow for high-profile competitions, exhibitions, and training regardless of weather, enhancing Wellington’s global reputation as the Winter Equestrian Capital of the World.

Economic Impact

High an indoor equestrian arena would generate significant visitor spending during expanded competition seasons, support equine industry growth, and increase local hospitality, retail, and real estate activity. It would also attract international participants and media, creating long-term brand and economic benefits.

Overview

Wellington, Florida is internationally recognized for its Winter Equestrian Festival (WEF) and premier show jumping scene. However, it lacks a large-scale, climate-controlled indoor facility capable of hosting top-tier events during the summer and shoulder seasons or in inclement weather. Developing such a venue would allow Wellington to compete with other elite equestrian destinations like Tryon, Ocala, and Lexington, and establish a year-round event calendar that strengthens its equestrian economy and global stature.

Pros

1. Strengthens Wellington’s Global Equestrian Position

• Adds a key piece of infrastructure that allows Wellington to rival or surpass leading international equestrian venues.

• Supports ambitions to host FEI indoor events, international qualifiers, Olympic-prep competitions, and equestrian showcases.

2. Expands Seasonal Capacity

• Overcomes Florida’s summer heat and storm season, allowing for year-round use, extended competition seasons, and new summer circuits.

• Offers flexibility for emergency event relocation in the case of weather-related disruptions.

3. Economic Boost for Local Businesses

• Elite equestrian events attract high-net-worth visitors, sponsors, owners, and media, driving spending in hotels, restaurants, luxury retail, veterinary services, and real estate.

• Provides a boost to year-round employment in hospitality, maintenance, event production, and equine services.

4. Enhances Training, Youth, and Community Access

• Offers expanded training opportunities for local riders and youth programs, particularly during the off-season.

• Creates opportunities for community partnerships, educational events, exhibitions, and nonprofit programming.

5. Adds Flexibility and Revenue for Venue Operators

• Allows for a broader calendar of events, including dressage, hunter/jumper shows, equine expos, horse auctions, and gala exhibitions.

• Can be rented for corporate events, fundraisers, or crossover programming like concerts or pet expos.

6. Positions Wellington as a Year-Round Destination

• Enables the region to retain visitors and competitors outside the winter festival window, helping reduce economic seasonality.

• Supports the broader Palm Beach County tourism economy by drawing additional overnight stays.

Cons

1. High Construction and Operational Costs

• Indoor equestrian arenas require significant investment in ventilation, footing systems, lighting, spectator seating, stabling, and AV.

• Long-term operational costs include climate control, staffing, maintenance, and specialized cleaning.

2. Land Use and Zoning Challenges

• Identifying an appropriate site with sufficient acreage, infrastructure access, and zoning permissions could be complex.

• Potential community resistance regarding traffic, noise, or land development impacts.

3. Competitive Landscape

• Florida already hosts several top-tier facilities (e.g., WEC Ocala), and success depends on differentiation and strong programming.

• Requires careful coordination with existing Wellington venues to avoid redundancy or scheduling conflicts.

4. Seasonal and Event Scheduling Risks

• Hosting high-profile events depends on sanctioning by equestrian federations, rider availability, and sponsor demand.

• Long-term viability requires a sustainable calendar of diverse event types, not just elite competitions.

5. Parking and Transportation Needs

• Large equestrian events bring substantial needs for horse trailers, rider access, VIP parking, and spectator flow, requiring robust planning.

• May necessitate road upgrades, shuttle systems, and staging areas to manage peak crowds.

Conclusion

A world-class indoor show jumping arena would fill a critical infrastructure gap in Wellington’s equestrian ecosystem, enabling year-round competition, expanding training capacity, and attracting high-value visitors and global attention. It would elevate Wellington’s international status while delivering consistent economic and community benefits. Next steps include a feasibility study, site identification, cost analysis, and stakeholder engagement with equestrian federations, landowners, and event organizers.

19. Develop an Iconic Instagrammable Global Landmark

Big Idea

Design and construct an iconic, visually striking, and instantly recognizable structure in Palm Beach County comparable to landmarks like The Bean (Chicago), High Line (New York), the Eiffel Tower (Paris), Big Ben (London), or the Sydney Opera House. The goal is to create a signature attraction that defines the county’s identity, draws visitors from around the world, and becomes a magnet for photography, social media, events, and civic pride.

Economic Impact

Very high a truly iconic structure could generate millions of visits annually, elevate Palm Beach County’s global profile, stimulate visitor spending in hospitality, retail, and attractions, and deliver longterm branding and economic development returns far beyond initial construction costs.

Overview

Around the world, signature landmarks have helped transform cities into global destinations. These structures not only anchor tourism but also symbolize the spirit and aspirations of a place. Palm Beach County, while rich in natural beauty and lifestyle appeal, lacks a single architectural or sculptural feature that is immediately recognized worldwide. An iconic, instagrammable structure designed by a worldclass architect or artist would fill this gap, creating an enduring destination asset that connects residents and visitors to a shared identity and offers constant engagement opportunities.

Pros

1. Major Tourism Magnet

• Iconic landmarks drive consistent visitation and can anchor itineraries, tours, festivals, and brand campaigns.

• Becomes a must-visit site for domestic and international tourists, encouraging longer stays and secondary exploration.

2. Elevates Global Branding

• Positions Palm Beach County alongside global cities recognized by their iconic structures, enhancing its stature on the world stage.

• Becomes a symbol of innovation, creativity, and place identity.

3. Stimulates Surrounding Economic Development

• Landmarks often catalyze investment in adjacent parks, public spaces, hotels, restaurants, galleries, and retail.

• Creates opportunities for vendor kiosks, pop-up markets, food and beverage offerings, and special events.

4. Enhances Civic Pride and Community Identity

• Offers residents a visual and cultural anchor that fosters pride and a deeper connection to their home region.

• Can host community events, light shows, or performances tied to the structure itself.

5. Instagram and Social Media Amplification

• Photo-friendly design ensures viral marketing across social media platforms, attracting younger demographics and influencers.

• Generates free, organic media exposure through selfies, travel features, and lifestyle content.

6. Versatility for Programming

• The structure can serve as a venue for concerts, exhibitions, temporary art installations, and light mapping shows, extending its value beyond static attraction.

• Can incorporate interactive elements, augmented reality experiences, or educational features.

Cons

1. High Initial Cost

• World-class landmark structures require major investment in design, engineering, materials, and public space integration.

• Total costs vary widely depending on ambition, ranging from tens of millions to over $100 million.

2. Design and Execution Risk

• Success depends heavily on visionary design and execution poorly conceived or politically compromised projects risk ridicule rather than acclaim.

• Requires selection of top-tier architects, artists, and engineers, potentially through an international design competition.

3. Maintenance and Operational Costs

• Ongoing maintenance, security, lighting, and programming costs must be factored into the longterm plan.

• Needs a dedicated operational budget or revenue streams (e.g., sponsorships, licensing, events).

4. Site Selection Challenges

• Requires a high-visibility, accessible location that can support large volumes of visitors while enhancing, not disrupting, surrounding communities.

• Infrastructure needs include parking, transit access, landscaping, and public amenities.

5. Community and Aesthetic Concerns

• Not all residents may initially support the project; public engagement is critical to build enthusiasm and avoid controversy.

• The structure must resonate with local character while reaching global appeal a delicate balancing act.

6. Potential for Underperformance

• If the landmark fails to capture imagination or is poorly marketed, it risks becoming an expensive underused asset.

• Strong branding, launch strategy, and integration into the broader tourism narrative are essential.

Conclusion

Developing an iconic, globally recognizable structure could have a transformational impact on Palm Beach County’s tourism economy, brand identity, and cultural landscape. With thoughtful planning, world-class design, and community alignment, it could become a perpetual driver of visitation, media attention, civic pride, and economic growth. Key next steps include a visioning and feasibility study, global design competition framework, site analysis, and stakeholder engagement strategy.

Big Ideas Ranking

Following is the weighted average ranking of Big Ideas by the Steering Committee.

Steering Committee Support for Big Ideas

12. Develop a World Class Convention Center District

18. Develop an Indoor Show Horse Jumping Arena in Wellington

4. Collaborate on Bids for Large-Scale International Events

2. Develop a State-of-the-Art Indoor Sports Complex

8. Develop a High-Profile Distillery Destination in the Glades…

9. Develop a Flagship Immersive Experience Venue

14. Develop a Major Wellness Attraction (e.g., Therme USA)

6. Develop a Signature Music Festival

11. Develop a World-Class Marina and Waterfront District

16. Develop Luxury-Oriented Recreational Vehicle (RV) and…

10. Develop a Major Sports & Entertainment Stadium

5. Create a Global Art Fair or Biennale

3. Develop an Auto Racetrack

17. Develop the World’s First Adult Learning Campus with a 15. Develop a World-Class Cluster of Performing Arts Venues

7. Create a Dedicated Arts & Gallery District

13. Develop an Additional Baseball Spring Training Stadium /…

1. Develop Conference Center in Northern Palm Beach County

Weighted Average

Please note that the Big Idea presented during the review meeting (19. Develop an Iconic Instagrammable Global Landmark) was not included in the Steering Committee Survey, and therefore no weighted average is available for it.

DESTINATION DEMAND UPDATE

April 23rd , 2025

• Travel and tourism activity declined modestly.

• Hoteliers noted slight decreases in occupancies, and guests shortened stays and reduced discretionary spending on property.

• Business travel fell.

• Live entertainment venues saw declining ticket sales.

• Large attractions that normally draw international visitors saw a drop in travelers from abroad, particularly Canada, and airports and airlines reported a notable decline in foreign passengers to the U.S.

FloridaHotelPerformance - Q12025

#3

#2 #2

#2

#2

PalmBeachesHotelPerformance(April)

Year Last 5 Weeks (as of 4/30)

Room Rates as of Last 5 Weeks as of 4/30/25 vs

(5/1/24)

RevPARForecast

MARKETING

MICHELINGuide2025

Official Award Ceremony in Orlando on April 17

• 500 Attendees including International Media

9 RESTAURANTS RECOGNIZED IN THE PALM BEACHES

MICHELIN One Star:

• Konro – West Palm Beach

MICHELIN Recommended:

• būccan – Palm Beach

• Coolinary and The Parched Pig – Palm Beach Gardens

• Moody Tongue Sushi – West Palm Beach

• Nicholson Muir Distinguished Meats – Boynton Beach

• Stage Kitchen & Bar – Palm Beach Gardens

• The Butcher's Club – Palm Beach Gardens

MICHELIN Bib Gourmand:

• aioli – West Palm Beach

• Palm Beach Meats – West Palm Beach

MICHELINGuidePartnership

Media Reach Secured by The Palm Beaches, with Additional Coverage Pending Reporting from Michelin.

• Florida Partnership Expansion Announcement

• 87 Media Placements

• 1.3B Impressions

• $13 Million Publicity Value

• National Outlets, including Yahoo! and Robb Report

• Florida Outlets, including Miami Herald, Palm Beach Daily News, Palm Beach Post, NBC6 Miami

• Palm Beach County Restaurant Selection Announcement

• 20 Media Placements To Date

• 40.4M Impressions

• $1.3 Million Publicity Value

• National Outlets, including Conde Nast Traveler, Yahoo!

• Local Coverage: WPTV, WPBF, South Florida Business Journal, Palm Beach Post, Sun Sentinel

SALES ACTIVITIES

PCMA FASHIONSHOW – 2025

PresentedbyThePalmBeaches

PCMA FASHIONSHOW – 2025

PresentedbyThePalmBeaches

• 520 Attendees

• 22 customers

• 1 County Commissioner

• $250,000 raised for PCMA Foundation

• 7 Palm Beach County Partners

• Local Thought Leaders Amanda Perna

• Cultural Council Partnership

• 5 New Leads representing over 6,000 room nights