REGULAR BOARD MEETING AGENDA
Downtown Development Authority Tuesday, December 9, 2025 8:30 AM
107 S. Olive Avenue, Suite 200 West Palm Beach, FL 33401
https://downtownwpb.com/DDA Dial: +1 301 715 8592
Webinar ID: 815 7156 5247
PRESENTATIONS
• Palm Beach Marathon Presentation Madeleine Ely
• Communications & PR Update Tiffany Faublas
• WPBGo ACCESS Competition Amelia Sherfield
CONSENT CALENDAR (Action Required) Tim Harris
• Minutes of Regular Board Meeting October 21, 2025
• Financial Statements of October 31, 2025
• Financial Statements of November 30, 2025
• Strategic Plan Scope
NEW
(Action Required)
• Business Incentive Application Review
107 S. Olive Avenue, Suite 200, West Palm Beach, FL 33401
Phone: 561.833-8873|Fax: 561.833.5870| www.downtownwpb.com
REGULAR BOARD MEETING MINUTES
Downtown Development Authority Tuesday, October 21, 2025
8:30 AM
107 S. Olive Avenue, Suite 200 West Palm Beach, FL 33401 https://downtownwpb.com/dda/board-meetings/
ATTENDANCE
DDA Board members in attendance: Chair Tim Harris, Vice Chair Robert Sanders (Virtual), Samantha Bratter (Virtual), Peter Cruise, Daryl Houston, and Rick Reikenis. DDA Staff in attendance: Teneka James-Feaman, Samantha Moore, Marley Angervil, Catherine Ast, Krystal Campi, Tiffany Faublas, Sabrina Lolo, Sherryl Muriente, and Attorney Zoe Weiser-Dalton. Guests in attendance: Linda Cullen, Stacy Blum.
CALL TO ORDER
Harris called the meeting to order at 8:30 a.m.
PUBLIC COMMENTS
None.
EXECUTIVE DIRECTOR’S REPORT
James-Feaman reported that the DDA recently hosted a Merchants Meeting, during which city staff from Code Enforcement, the Hot Team, and the Police Department shared updates regarding safety and community engagement within the downtown area. She also announced that the Smart City Expo will take place in April 2026 in West Palm Beach. Highlights from the International Downtown Association (IDA) Conference were shared, emphasizing key themes such as communication strategies, investment in people and places, and strategic planning for organizational growth.
James-Feaman informed the Board that the “Your Waterfront: Your way” presentation is scheduled for the Work Session on November 17th. She also summarized results from the Downtown Pet Survey, which received approximately 268 responses with 90 percent of respondents supporting the creation of a dog park within the downtown district.
James-Feaman extended appreciation to all who attended the Chess Park Bench unveiling on Friday. She announced that the Winter Wonderland event will return to The Ben Hotel beginning November 1st, and that the West Side Popup event is scheduled for November 14th, from 3pm t0 7pm, in partnership with residential properties around Clear Lake. James-Feaman concluded by noting that the DDA will partner with the City of West Palm Beach for the New Year’s Eve Celebration on December 31st, which will include fireworks downtown.
PRESENTATIONS
The Communications and PR presentation has been postponed until next month. James-Feaman proceeded with the DDA overview presentation, providing a detailed review of the current budget, revenue sources, and funding
107 S. Olive Avenue, Suite 200, West Palm Beach, FL 33401
Ph: 561.833.8873 Fax: 561.833.5870 * DowntownWPB.com
allocations. James Feaman also discussed the priorities for Fiscal Year 2025–2026, which include improving the public realm, enhancing community outreach and safety, strengthening transportation systems, advancing public space and beautification efforts, supporting economic development, and reinforcing the organization’s overall brand identity.
Guest Stacy Blum inquired about adding more shaded areas downtown through additional tree planting. JamesFeaman and Ast addressed her question, referencing Ast’s previous presentation on the Tree Canopy Project and noting that Phase One of the initiatives is already underway.
CONSENT CALENDAR
Minutes of Regular Board Meeting August 1, 2025
Financial Statements of August 31, 2025
Minutes of 1st Public Budget Hearing September 3, 2025
Minutes of Regular Board meeting September 16, 2025
Minutes of Final Public Budget Hearing September 17, 2025
Financial Statements of September 30, 2025
Sanders made a motion to approve the consent calendar Houston seconded the motion The motion passed unanimously
OLD BUSINESS
James Feaman reminded the board that at the September meeting, the board approved Radius Global Market Research to conduct a Market Survey and Visitor Survey. The data received previously from their research has been instrumental in decision making regarding perceptions on public safety, parking, and programming. The total project cost is $55,000 and would begin in November 2025. .
Sanders made a motion to approve the agreement with Radius Global Market Research. Cruise seconded the motion. The motion passed unanimously.
NEW BUSINESS
James-Feaman stated that as Downtown West Beach continues to grow and evolve, it is critical that the Downtown Development Authority establishes a clear and actionable strategic roadmap that aligns with our mission, vision, and priorities. The strategic plan will help guide our goals, resource allocation, and performance measures, ensuring that our organization remains responsive, efficient, and mission driven Staff is requesting approval to proceed with developing an RFP for a Strategic Plan for the Downtown Development Authority and return it to the Board for review
Sanders made a motion to allow staff to proceed with developing an RFP for a Strategic Plan Reikenis seconded the motion. The motion passed unanimously.
ANNOUCEMENTS
Cruise inquired about opening dates for new downtown businesses. James-Feaman noted that Pubbelly is now open and that the new Mediterranean restaurant Kyma is expected to open at the end of November. James Feaman also announced and congratulated Ast on receiving her certification as a Certified District Manager through the Florida Association of Special Districts
ADJOURNMENT
There being no further business to discuss; Harris called for a motion to adjourn. Reikenis made a motion to adjourn the meeting. Cruise seconded the motion. The motion passed unanimously. The meeting adjourned at 9:05am.
West Palm Beach Downtown Development Authority
Strategic Plan – Scope of Work
1. Purpose
The West Palm Beach Downtown Development Authority (DDA) seeks to develop a comprehensive fiveyear Strategic Plan to guide policy, programming, investment, and performance management. This plan comes at a pivotal time as Downtown West Palm Beach experiences rapid growth, post-COVID evolution, and increasing public demand for vibrant, inclusive spaces.
As an independent special taxing district created by the Florida Legislature in 1967, the DDA is charged with enhancing the vitality of the Downtown District through programs, projects, and partnerships that go beyond standard municipal services.
The Strategic Plan will serve as a roadmap that defines strategic priorities, measurable goals, and actionable strategies aligning with stakeholder needs, market realities, and community aspirations. The plan will reinforce the DDA’s leadership role in shaping a thriving, inclusive, and resilient downtown.
2. Objectives of the Strategic Planning Process
1. Reaffirm the DDA’s mission and vision to reflect evolving district needs and aspirations.
2. Define strategic priorities and measurable goals to guide policy, programming, and investment over the next five years.
3. Engage key stakeholders in an inclusive, bilingual, and accessible process to capture a shared community vision.
4. Align organizational structure and resources to support effective implementation.
5. Establish performance indicators, baselines, and reporting systems to strengthen accountability and transparency.
6. Enhance the DDA’s communication and advocacy capacity to position it as a trusted voice and convener for Downtown.
3. Scope of Work
A. Discovery and Assessment
District Tour and Document Review
• Review existing planning documents and resources, including:
o DDA plans, budgets, and annual reports
o City and CRA alignment: Downtown Master Plan, mobility and parking plans, CRA initiatives, capital projects, permitting, and code considerations
o Market studies, economic data, benchmarking, and performance metrics
Comprehensive Downtown Assessment
• Evaluate:
o Economic and market trends across sectors (retail, office, residential, hospitality)
o Public realm and urban design conditions
o Clean & Safe operations and Ambassador Program performance
o Transportation, parking, and mobility networks
o Community perception, branding, and marketing effectiveness
o Organizational structure, staffing, and funding sources
SWOT Analysis: Identify key strengths, weaknesses, opportunities, and threats.
Organizational Alignment and Governance Review
• Governance Framework
o Evaluate Board composition, structure, and engagement.
o Identify opportunities to enhance efficiency and stakeholder participation.
o Clarify Board and staff roles to reinforce accountability, transparency, and performance.
• Organizational Structure and Capacity
o Review staffing structure and capacity relative to strategic priorities.
o Identify resource and skill gaps to support future initiatives and partnerships.
• Accountability and Performance Management
o Develop performance measures and reporting systems.
o Define how leadership will monitor implementation and adapt as needed.
• Leadership Development and Succession Planning
o Recommend strategies for ongoing Board and staff education, engagement, and leadership continuity.
Deliverables
• Updated governance framework aligned with strategic priorities
• Defined roles and responsibilities to support operational effectiveness
• Strengthened internal capacity to deliver measurable outcomes
• SWOT Assessment
B. Stakeholder and Community Engagement
Develop and implement an inclusive engagement strategy through:
• Interviews and focus groups with:
o DDA Board and staff
o City of West Palm Beach leadership, elected officials, and departments
o Downtown property owners, businesses, and developers
o Public safety and mobility partners
o Cultural, institutional, and nonprofit organizations
• Community Engagement
o District-wide bilingual survey (English and Spanish)
o Public workshops, virtual sessions, and intercept outreach in accessible formats
• Collaborative Sessions
o Downtown Neighborhood Association, CRA, Chamber of Commerce, and transportation providers
Deliverable: Engagement Summary Report highlighting key themes, priorities, consensus points, and tradeoffs.
C. Vision, Mission, and Values
Facilitate a collaborative process to:
• Confirm or update the DDA’s vision statement to articulate a shared future for Downtown
• Refine the mission statement to reflect the DDA’s evolving role in place management, advocacy, and partnership
• Define organizational values representing stewardship, collaboration, innovation, and equity
Deliverable: Draft and final statements with a one-page narrative and messaging guide.
D. Strategic Priorities and Goals
Identify and develop major focus areas that drive downtown advancement. Potential categories include:
1. Economic Vitality and Investment – Business retention, recruitment, entrepreneurship, and retail activation
2. Public Realm and Placemaking – Streetscape enhancement, public art, and design excellence
3. Clean, Safe, and Welcoming Downtown – Ambassador programs, maintenance, and safety partnerships
4. Mobility and Accessibility – Multimodal connectivity, walkability, cycling, and parking management
5. Community, Culture, and Experience – Cultural programming, events, and placemaking that reflect local identity
6. Organizational Excellence and Sustainability – Governance, financial stability, transparency, and partnerships
Each priority will include:
• 3–7 measurable goals with five-year targets and annual milestones
• KPIs and visual scorecards
Deliverables:
• Strategic Framework outlining goals, initiatives, KPIs, and visual metrics
• Implementation strategy identifying potential funding sources and regulatory needs
E. Implementation Framework
Develop an Implementation Matrix outlining:
• Short-, medium-, and long-term actions
• Lead and supporting partners
• Funding and resource needs
• Performance measures and milestones
Provide tools for annual work plan alignment, budget integration, and progress reporting.
Deliverables:
• Final Strategic Plan
• Executive Summary
• Presentation Deck and web-ready assets
4. Deliverables Summary
• Stakeholder Engagement Summary Report
• Existing Conditions and SWOT Assessment
• Strategic Framework and Draft Plan
• Final Strategic Plan (with Implementation Matrix and KPIs)
• Presentation and adoption materials for DDA Board and partners
• Editable Word/PowerPoint or Google format source files for all narrative and graphic assets
5. Timeline
Estimated duration: 6–9 months
Phase Description Timeline
Phase 1 Discovery & Assessment
Phase 2 Engagement & Visioning
Phase 3 Strategic Framework Development
Phase 4 Final Plan & Adoption
Months 1–2
Months 2–4
Months 4–6
Months 7–9
Milestones Board and Executive Director check-ins; staff progress reviews Throughout
6. Roles and Responsibilities
• Consultant Team: Lead facilitation, conduct analysis, and develop plan deliverables.
• Executive Director & DDA Staff: Coordinate data collection, communications, and internal review.
• DDA Board: Provide policy guidance and approve the final plan.
• Community Stakeholders: Participate through engagement sessions and feedback opportunities.
7. Expected Outcomes
• A shared, actionable vision for the future of Downtown West Palm Beach
• A focused set of strategic priorities and measurable goals guiding programs, budgets, and advocacy
• Greater alignment among the DDA, City, CRA, and private sector partners
• A performance framework for accountability and transparent reporting
• A detailed Organizational and Governance Assessment Summary with defined Board, Committee, and Staff roles
• Broader community confidence in the DDA’s leadership and stewardship
