First Public Budget Hearing Downtown Development Authority Monday, September 09, 2024, at 5:06 PM The Community Foundation 700 S. Dixie Highway West Palm Beach, FL 33401
ATTENDANCE
Board Members in attendance: Chairman Rick Reikenis, Vice Chairman Robert Sanders, Peter Cruise, Tim Harris, Daryl Houston, and Bernardo Neto DDA staff in attendance included Teneka James-Feaman, Vivian Ryland, Samantha Moore, Catherine Ast, and Gemma Torcivia (TG Law PLLC). Guests in attendance included Sitima Fowler, Jaimie Jin, Jim Stanton, and Slava Vernidub.
CALL TO ORDER
Reikenis called the meeting to order at 5:12 PM.
STAFF PRESENTATION OF PROPOSED MILLAGE RATE AND TENTATIVE BUDGET
Torcivia announced that in July, the DDA set the proposed millage rate at 2.0000 mills, which would result in an 42.82% increase in millage from the rolled back rate (1.4004) necessary to fund the budget.
Torcivia stated that subsequent to that time, the DDA Board has continued to refine its budget, and staff is now proposing that the DDA set its millage rate at 0.9700 mill, which would result in a 30.73% decrease in millage from the rolled back rate (1.4004) necessary to fund the budget.
James-Feaman stated that a summary of the FY 2024-2025 Budget was previously reviewed and approved by the Board and asked if the Board had any questions. The Board had no questions.
PUBLIC COMMENTS AND QUESTIONS
Jim Stanton submitted a public comment.
Reikenis announced the public portion of the meeting is closed.
ADOPTION OF PROPOSED MILLAGE RATE FOR FISCAL YEAR 2024-2025
Reikenis called for a motion on the Adoption of the Proposed Millage Rate for Fiscal Year 2024-2025
Cruise made the following motion: I move that the proposed millage rate for Fiscal Year 20242025 be set at 0.9700 mill Harris seconded the motion. The motion passed unanimously.
ADOPTION OF TENTATIVE BUDGET FOR FISCAL YEAR 2024-2025
Reikenis called for a motion for the adoption of the Tentative Budget for Fiscal Year 2024-2025.
Cruise made the following motion: I move the adoption of the Fiscal Year 2024-2025 tentative budget as presented. Sanders seconded the motion. The motion passed unanimously.
ANNOUNCEMENT OF FINAL HEARING
107 S. Olive Avenue, Suite 200, West Palm Beach, FL 33401 Phone: 561.833-8873|Fax: 561.833.5870| www.downtownwpb.com
Reikenis announced that the final budget hearing will be held on Monday, September 16, 2024, at 5:05 PM at the Community Foundation located at 700 S. Dixie Highway West Palm Beach, FL 33401.
ADJOURNMENT
There being no further business to discuss, Reikenis called for a motion to adjourn the meeting. Sanders made a motion to adjourn the meeting at 5:24 PM Harris seconded the motion. The motion passed unanimously.
107 S. Olive Avenue, Suite 200, West Palm Beach, FL 33401
Final Public Budget Hearing Downtown Development Authority Monday, September 16, 2024, at 5:05 PM The Community Foundation 700 S. Dixie Highway West Palm Beach, FL 33401
ATTENDANCE
Board Members in attendance: Chairman Rick Reikenis, Vice Chairman Robert Sanders, Samantha Bratter, Peter Cruise, Tim Harris, Daryl Houston, and Bernardo Neto. DDA staff in attendance included Teneka
James-Feaman, Samantha Moore, Catherine Ast, and Gemma Torcivia (TG Law PLLC). Guests in attendance included Jamie Harter and Kathleen McPhillips.
CALL TO ORDER
Reikenis called the meeting to order at 5:05 PM.
STAFF PRESENTATION OF PROPOSED MILLAGE RATE AND TENTATIVE BUDGET
Torcivia announced that the proposed millage rate of 0.9700 mill necessary to fund the budget is a 30.73% decrease from the rolled back rate of 1.4004 mills.
James-Feaman stated that a summary of the FY 2024-2025 Tentative Budget was previously reviewed and approved by the Board and is included in the board packet. The Board had no questions and did not recommend any changes to the proposed budget.
PUBLIC COMMENTS AND QUESTIONS
There were no public comments or questions. Reikenis announced the public portion of the meeting is closed.
ADOPTION OF RESOLUTION 03-2024 SETTING FINAL MILLAGE RATE FOR FISCAL YEAR 2024-2025
Torcivia stated that the West Palm Beach Downtown Development Authority’s rolled back rate is 1.4004 mills. The Downtown Development Authority is levying ad valorem taxes at a millage rate of 0.9700 mill, which is a 30.73% decrease from the roll back rate.
Torcivia announced Resolution No. 03-2024 is a Resolution of the West Palm Beach Downtown Development Authority adopting a final millage rate for Fiscal Year 2024-2025; providing an effective date; and for other purposes. Reikenis called for a motion on the Adoption of the Proposed Millage Rate for Fiscal Year 2024-2025.
Harris made a motion to adopt Resolution 03-2024, setting the millage rate for Fiscal Year 20242025 at 0.9700 mill. Cruise seconded the motion. The motion passed unanimously.
ADOPTION OF RESOLUTON 04-2024 FINAL BUDGET FOR FISCAL YEAR 2024-2025
Torcivia announced Resolution No. 04-2024, a Resolution of the West Palm Beach Downtown Development Authority adopting a Final 2024 - 2025 Fiscal Year budget; providing an effective date; and
107 S. Olive Avenue, Suite 200, West Palm Beach, FL 33401 Phone: 561.833-8873|Fax: 561.833.5870| www.downtownwpb.com
for other purposes. Reikenis called for a motion for the adoption of the Final Budget for Fiscal Year 20242025.
Harris made a motion to approve Resolution 04-2024, adopting the final budget for Fiscal Year Fiscal Year 2024-2025. Sanders seconded the motion. The motion passed unanimously.
ADJOURNMENT
There being no further business to discuss, Reikenis called for a motion to adjourn the meeting. Harris made a motion to adjourn the meeting at 5:09 PM Sanders seconded the motion. The motion passed unanimously.
REGULAR BOARD MEETING MINUTES
Downtown Development Authority Tuesday, September 17, 2024
8:30 AM
The Ben Hotel – The Studio Conference Room 251 N. Narcissus Ave. West Palm Beach, FL 33401 https://downtownwpb.com/DDA
ATTENDANCE
DDA Board members in attendance: Chairman Rick Reikenis, Vice Chairman Robert Sanders, Samantha Bratter, Peter Cruise, Tim Harris, Daryl Houston, and Bernardo Neto DDA Staff in attendance: Teneka James-Feaman, Vivian Ryland, Catherine Ast, Krystal Campi, Tiffany Faublas, Sabrina Lolo, Samantha Moore, and Attorney Gemma Torcivia. Guests in attendance: William Roger Cummings, Jim Stanton, Ashley Berry, Jeff DeMario, Jamie Harter, Janice Rustin, Bob Diffenderfer, and Catherine Rossmell.
CALL TO ORDER
Chairman Reikenis called the meeting to order at 8:35 a.m.
PUBLIC COMMENTS
None.
EXECUTIVE DIRECTOR’S REPORT
James-Feaman reported that the CRA approved our FY 25 Budget. New Chess Park furniture has arrived and looks great. IKE interactive wayfinding signage is in the works and locations are being identified. The new Public Camping and Sleeping Ordinance will be effective starting October 1st, 2024. Upcoming DDA events and meetings: Supermoon Silent Disco on September 18th. Residential and Property Manager Meeting as well as Merchant Meeting with PD and Outreach team are scheduled for September 26th. First weekend of October is our kickoff weekend for season: Thursday October 3rd Sunset Sweat, Friday October 4th Que Bacano, and Saturday October 5th Green Market, Antique Market, and Bike Valet opening weekend. Wake up West Palm new episode on September 28th We have a new collaboration with the Chamber of Commerce to offer a one-year membership to the Chamber for recipients of our grand opening grant.
PRESENTATIONS
Vita Nova Youth Homeless Outreach
Jeff DeMario, Vita Nova CEO, presented an overview of Vita Nova’s mission to the board. Vita Nova focuses on helping homeless young adults ages 18 to 25 in Palm Beach County. Vita Nova offers programs that assist young adults with learning to life skills, provides resources to housing, health care, employment, education, wellness, and more. Their goal is to eliminate homelessness for youth ages 18 to 25 years old in Palm Beach County.
CONSENT CALENDAR
Minutes of Regular Board Meeting August 20, 2024
Financial Statement of August 31, 2024
Sanders made a motion to approve the consent calendar. Harris seconded the motion. The motion passed unanimously.
OLD BUSINESS
Legal Services RFQ 2024 – 001
James-Feaman reviewed the RFQ Scope of Services and Evaluation Factors for Legal Services with the Board. Two qualified proposals were received; Lewis Longman Walker and TG Law. Both proposers were allotted 15 minutes each to present to the Board The Board evaluated each company’s presentation based on the evaluation factors below. Evaluation Factors
1
4 5
Businesses located within the City of West Palm Beach will be afforded 5 additional
The Board’s Scoring Results:
Board Ranking Results RFQ 2024-001 Legal Services
Harris made a motion to accept scoring of RFQ 2024 – 001 and move forward with contract negotiations with LLW Houston seconded the motion. The motion passed unanimously.
Holiday Lighting Contract
Ast reviewed the history of the holiday light contract with the board. She added that last month the Board saw presentations from both qualified contractors Christmas Designers Florida and Shellard Lighting and selected Christmas Designers Florida to provide holiday lighting for the Clematis District. Staff is recommending that Shellard Lighting continues to provide lighting services for the Banyan Garage area.
Sanders made a motion to allow Shellard Lighting to provide Holiday Lighting for the Banyan Garage. Bratter seconded the motion. The motion passed unanimously.
NEW BUSINESS
Business Incentive Grants
James-Feaman provided an overview of the business incentive grant program to the board. She added that the grants are used for significant, permanent modifications to existing buildings and do not exceed 25% of the total project cost up to $75,000. She presented two incentive applications for approval. Palm Beach Dramaworks located at 201 Clematis Street and Pubbelly Sushi located at 301 Clematis Street.
Sanders made a motion to approve Palm Beach Dramaworks Business Incentive Grant for $75,000 Harris seconded the motion. The motion passed unanimously.
Houston made a motion to approve Pubbelly Sushi Business Incentive Grant for $75,000 Harris seconded the motion. The motion passed unanimously.
Budget Amendment No. 05-2024
Ryland explained that budget amendment No. 05 – 2024 is to amend the 2024 fiscal year budget to move funds from line items that have a surplus to line items that need additional funding to balance the budget at year end. Resolution No. 05 – 2024 title was read for the record.
Sanders made a motion to approve Resolution No. 05 – 2024. Houston seconded the motion. The motion passed unanimously.
ADJOURNMENT
Houston made a motion to adjourn the meeting. Bratter seconded the motion. The motion passed unanimously. Meeting adjourned at 9:50 am.
MEMO
TO: Rick Reikenis, Chairman
Robert Sanders, Vice Chairman
Samantha Bratter
Peter Cruise
Tim Harris
Daryl Houston
Bernardo Neto
FROM:
Teneka James-Feaman, Executive Director
RE: Legal Services Agreement
DATE: Tuesday, October 15, 2024
At the July board meeting the board approved the RFQ for legal services.
The timeline for the RFQ process was as follows:
• Draft scope of services – July 2024
• DDA Board approval of scope – August 2024
• RFQ marketed via DDA website – August to September 2024
• Board reviewed the (2) two proposals received - September 2024
• Final scoring
• Lewis Longman Walker – 86.25
• TG Law – 81.07
At the September board meeting, the DDA Board awarded the contract for the Legal Services to Lewis Longman Walker and directed staff to begin contract negotiations.
Staff is recommending approval of the engagement letter with Lewis Longman Walker. Engagement letter is attached.
01841043-3
JACKSONVILLE
October 8, 2024
VIA EMAIL: tjames@DowntownWPB.com
Teneka James-Feaman, M.B.A.
Executive Director
West Palm Beach Downtown Development Authority
107 S. Olive Avenue, Suite #200
West Palm Beach, FL 33401
RE: Legal Representation of West Palm Beach Downtown Development Authority
Dear Ms. James-Feaman,
On behalf of the law firm of Lewis, Longman & Walker, P.A. (“LLW”), I sincerely thank you for the opportunity to represent you on the above-referenced matter that is further defined in Section 2 of this Engagement Agreement (“Agreement”). The purpose of this Agreement is to document the terms of our professional relationship. A solid attorney-client relationship is built on a clear understanding of the terms of the relationship. Therefore, I ask that you review this letter with care and then either confirm your agreement to these terms or state any different or additional terms that you would like me to consider.
1. Client. Unless and until agreed by all parties in writing, LLW’s only client in this matter is West Palm Beach Downtown Development Authority, whose primary address is 107 S. Olive Ave., #200, West Palm Beach, FL 33401 (hereafter “you” and “WPB DDA”).
2. Services. LLW will provide advice and representation to the WPB DDA for general legal matters related to the regular business operation of the WPB DDA on an as-needed basis. Any additional matters that you may ask us to undertake must be covered by separate Engagement Agreements and will require additional conflict checks.
3. Professional Fees The term of this agreement shall be from October 1, 2024 to September 30, 2027. The fee for these services shall be a flat rate of $3000.00 a month. This
245 Riverside Ave.
Suite 510
Jacksonville, Florida 32202
T: 904.353.6410
F: 904.353.7619
St. Petersburg, Florida 33701
T: 727.245.0820
727.290.4057
Tallahassee, Florida 32301
T: 850.222.5702
F: 850.224.9242
Teneka James-Feaman
West Palm Beach Downtown Development Authority
October 8, 2024
Page 2
rate will be in effect through September 30, 2026, and is subject to change thereafter, upon agreement of the parties. The agreement shall have two three-year automatic renewals on the expiration date, unless advised in writing within thirty (30) days prior to the expiration date that WPB DDA elects not to renew. This agreement may be terminated by either party within thirty (30) days written notice to the other party.
4. Communication and Cooperation. In order for us to serve as your counsel, it is essential that we are able to contact you, and that you respond to our requests for information or documents as expeditiously and completely as possible. We may also require client personnel be made available to meet with us in relation to representing you in this matter. Please bear in mind that if we do not obtain such cooperation, the quality of our representation may suffer and we may feel constrained to withdraw from any further work.
Teneka James-Feaman has been identified as the client contact for this matter. Please provide us with her preferred contact information, including e-mail address and telephone number. I can be reached by telephone at 561-640-0820, by cell phone at 561-789-1464, or by e-mail at jrustin@llw-law.com. I endeavor to return all telephone calls or e-mails within 24 hours during the business week, however if you are ever unable to reach me, please contact my assistant Stef Lambrisca by telephone at 561-640-0820 or by e-mail at slambrisca@llw-law.com.
5. Costs. Intentionally omitted.
6. Billing and Payment. We will bill you on a monthly basis for professional services rendered and expenses incurred in connection with this matter You agree to pay the amount of each invoice in full within thirty (30) days of the billing date. For the convenience of our clients, LLW accepts credit card payments for invoices. Payments received will be applied to the outstanding invoices specified by the payment. If a specific invoice is not specified, the payment will be applied to the oldest outstanding invoice. If you have any questions about the invoice or if you dispute any items or any invoice, you agree to notify me in writing within fifteen (15) days of the billing date of your question or concern. If no issues are raised within this time period, the firm will assume you do not have any dispute with the invoice. Any amount of fees and costs due remaining unpaid for more than thirty (30) days from the date of billing may bear interest at the rate of one (1%) per month on the unpaid balance, compounded monthly, until paid. See §218.74(4), Florida Statutes.
7. Default. If you fail to abide by the terms of this Agreement, you will be considered in default of this Agreement, and we may terminate our representation. In the event any suit or action is brought to enforce the provisions of this Agreement in any arbitration, or administrative or judicial proceeding, the prevailing party shall be entitled to an award of reasonable attorneys’ fees and costs incurred in such proceedings, including appeals.
4892-6402-7885, v. 2
Teneka James-Feaman
West Palm Beach Downtown Development Authority
October 8, 2024
Page 3
8. Public Records. LLW will keep and maintain public records required by you to perform the service. However, the parties agree that the nature of the retention contemplated herein does not render LLW a “public agency” within the meaning of the term in Chapter 119, Florida Statutes.
Upon request by your custodian of public records, as identified in the next section, LLW will provide the public agency with a copy of the requested records or allow the records to be inspected or copied within a reasonable time at a cost that does not exceed the cost provided in Chapter 119, Florida Statutes, or as otherwise provided by law.
For public records requests that require significant administrative time or the use of technology to fulfill, LLW will prepare an estimate of the cost of fulfilling the public records request and provide same to you in writing. If you have a policy regarding the manner of calculating charges for significant administrative time or the use of technology, LLW will follow the policy in developing the cost estimate. The policy will be attached hereto upon execution by you. If you do not have a specific policy for calculating charges for significant administrative time or the use of technology, LLW shall develop the estimate based on LLW’s actual cost. Significant administrative time will be considered time in excess of 30 minutes. Labor costs shall be estimated based on 1.25 x the hourly rate of the lowest paid LLW member capable of performing the work. The cost of technology shall be estimated based on actual cost, with no mark-up.
LLW will ensure that public records maintained or created in connection with this representation that are exempt or confidential and exempt from public records disclosure requirements are not disclosed except as authorized by law for the duration of this Agreement term and following completion of the representation if LLW does not transfer the records to you.
Upon completion of the representation, LLW shall transfer, at no cost to you, all public records in possession of LLW related to the representation, in the format in which those records were ordinarily kept, provided that all electronic records shall be produced to you in a format that is compatible with your information technology systems. If you desire the records to be transferred in a format that is different than the above-referenced format, LLW shall prepare a cost estimate for the records conversion upon request and provide the converted records to you upon approval of the cost estimate.
LLW shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. LLW may retain duplicate copies of non-exempt and non-confidential public records after the record copies are transferred to you.
Teneka James-Feaman
West Palm Beach Downtown Development Authority
October 8, 2024
If you receive a public records request for materials the record copies of which are maintained by LLW, you shall immediately notify LLW of the request in writing. LLW will provide the records to you or allow the records to be inspected or copied within a reasonable time, as directed by you. If you desire for LLW to review the records for responsiveness and/or exemption/privilege, you shall advise LLW of its desire in writing and LLW shall provide the service at the rates provided herein. If you seek for LLW to “certify” a public record, you should provide LLW with direction on the desired format of such certification along with the records request.
9.
IF LLW HAS QUESTIONS
REGARDING
THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO LLW'S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS AGREEMENT, LLW WILL CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT Please fill in contact information for the Custodian of Public Records:
10. Representation of Other Clients; Conflicts The Firm has disclosed to the WPB DDA that it engages in legislative lobbying efforts on behalf of numerous public and private clients, individuals, corporations, local governments, and industry associations, including vacationrental managers. Further, while the Firm works to inform all of its clients of its lobbying efforts and does regularly pursue matters that are supportive of local governments, it is understood that the political process inherently produces differences of political opinion. Such political differences may not amount to a conflict of interest under the Rules of the Florida Bar, but we recognize that the WPB DDA reserves the right to terminate our services at any time.
11. Liens. Intentionally omitted.
12. Termination of Representation. You may terminate the attorney-client relationship at any time and for any reason. Such a termination does not, however, absolve you of the responsibility to pay for legal fees, costs, and expenses incurred prior to our receipt of notice of
Page 4 4892-6402-7885, v. 2
Teneka James-Feaman
West Palm Beach Downtown Development Authority
October 8, 2024
termination, or incurred subsequent to notice but reasonably necessary to protect your interests. To the extent permitted by the Rules Regulating the Florida Bar and any other applicable rules of professional conduct, we also reserve the right to terminate the attorneyclient relationship at any time. Similarly, and again to the extent permitted by the applicable rules of professional conduct, you will remain liable for services or costs and disbursements incurred prior to our decision to withdraw or incurred subsequent to notice but reasonably necessary to protect your interests. Upon conclusion of our representation of you for any reason, the firm will confirm the end of our representation with you in writing.
13. Venue. If any arbitration or enforcement action or any other litigation arises regarding this Agreement, venue will be in Palm Beach County, Florida and the parties hereby waive their right to a jury trial.
14. Binding and Entire Agreement. This Agreement and any concurrent attachments represent the entire Agreement between the parties, and no party is relying or is entitled to rely on any representations not expressly contained herein. In addition, no changes may be made to this Agreement without the written consent of all the parties hereto.
We sincerely thank you for choosing LLW to assist you in this most important matter. If you agree with the foregoing terms and conditions, please sign in the space provided at the bottom of this Agreement. On behalf of LLW, I look forward to assisting you in this matter.
Sincerely,
Janice Rustin
Janice Rustin, Esq. Shareholder
Lewis, Longman & Walker, P.A.
Page 5 4892-6402-7885, v. 2
Teneka James-Feaman
West Palm Beach Downtown Development Authority
October 8, 2024
ACCEPTED BY:
West Palm Beach Downtown Development Authority
[SIGNATURE]
[PRINT NAME]
[TITLE] [DATE]
Email Address:________________________________
Work Telephone Number:_______________________
Cell Phone Number:____________________________
Page 6 4892-6402-7885, v. 2
MEMO
TO: Rick Reikenis, Chairman
Robert Sanders, Vice Chairman
Samantha Bratter
Peter Cruise
Tim Harris
Daryl Houston
Bernardo Neto
FROM: Tiffany Faublas
RE: Recommendation to Award PR Contract to rbb Communications
DATE: Tuesday, October 15, 2024
Overview:
Following the recent Request for Proposal (RFP) process for Public Relations services, two qualified bids were received: one from rbb Communications and one from Khanna Connections. A selection committee was formed to thoroughly review and score the proposals based on predefined criteria.
Committee Findings:
Upon completing the bid tabulation, the selection committee noted a significant difference in the scores, with rbb Communications leading over Khanna Connections. The overwhelming gap in the evaluation results reflects rbb Communications’ strong alignment with the goals of the DDA, its robust media strategy, and its proven track record in delivering year-round media exposure for destinations like Downtown West Palm Beach.
Recommendation:
While both firms were given due consideration, the committee recommends moving forward with rbb Communications based on their superior proposal and the committee's clear preference. As a result, staff recommends the Board vote in favor of awarding the Public Relations contract to rbb Communications. Staff believes that rbb Communications will be an excellent partner in elevating the media presence of Downtown West Palm Beach and achieving the DDA’s public relations goals.
Prepared for:
September 23, 2024
LETTER OF INTEREST
West Palm Beach Downtown Development Authority
107 S Olive Avenue, Suite 200
West Palm Beach, FL 33401
September 23, 2024
Thank you for the opportunity to present our qualifications to the West Palm Beach Downtown Development Authority (DDA). We have enjoyed a great partnership with the DDA over the years and we appreciate the continued opportunity to collaborate and help the community discover why downtown is the Center of Paradise.
Our longstanding partnership and proven track record demonstrate that rbb goes beyond being the largest public relations firm in South Florida, a certified womanowned business, or a six-time national agency of the year honoree. While these accolades speak to our credentials, size, and experience, what truly sets rbb apart is our unwavering commitment to delivering flexible thinking and exceptional results, all while continually striving to exceed expectations.
At rbb, we prioritize people yours and ours. Our client and senior staff tenures, which range from 9 to 32 years, reflect our dedication to building relationships that last a lifetime. We take ownership of our clients’ outcomes as if they were our own, investing in their success through availability, a diverse team of senior counselors (including direct access to our CEO), and a broad network of subject matter experts, whether in crisis management, digital strategy, or presentation support.
Why does this matter? Because a happy, empowered team delivers better results. Our employee-driven culture encourages entrepreneurial spirit, ensuring that each of our 70+ team members take personal ownership of driving success for our clients. Our commitment to diversity and inclusion is at the core of who we are. Through relationships with institutions like Howard University and local colleges such as FIU, UF, FSU, FAU, and more, we nurture talent that is deeply connected to our Florida communities. Our team reflects this commitment: 2% Multicultural, 4% Black, 42% Hispanic, and 52% White, with a gender makeup of 70% female and 30% male.
In the following document, you will find...
• While we are a national women-owned agency, Florida is home. It’s where we have our roots and have spent decades building community and relationships. In addition to the WPB DDA, we've earned the trust of local leaders like FPL, Cleveland Clinic Florida and Gunster for decades at the same time we've attracted national giants like Hyatt Hotels, DHL Express and BDO.
• From top to bottom we are entrenched in Downtown West Palm Beach and through our long-standing partnership with the DDA we have a comprehensive understanding of the resources, opportunities, and challenges the DDA manages on a daily basis and what it will take to help improve the environment for businesses, residents and visitors.
• We know how to navigate complex situations. We have a track record of working with local cities and special taxing districts throughout South Florida.
• Your needs are many, but so are our resources. rbb has entire divisions dedicated to English- and Spanish-language media relations, crisis communications and reputation management, research, creative, social, and digital media.
• No bait and switch. Our senior counselors are there for you day in and day out. And we have a deep bench of experts ready to jump in as needed for specialty counsel like crisis or digital needs.
• Strong processes, excellent reporting and the skills you need for media outreach, press release writing, branding and more with a strong overlay of strategic creativity in everything we do.
• Proven creativity and innovation that delivers results. rbb has won countless awards around our innovative campaigns and last year received the highly coveted ‘Best of’ Silver Anvil for Crisis Communications by the Public Relations Society of America.
• A reasonable fee structure and the flexibility to pivot as needed to maximize your spend with us.
Ultimately, we understand that you are seeking an agency partner who checks all the boxes, and rbb certainly meets that standard. However, beyond meeting requirements, our long-standing collaboration with you and the success we've delivered for numerous clients demonstrate that we are a partner who prioritizes your needs, your audience, and your goals above all else. rbb is fully committed to supporting you, and we look forward to the opportunity to further strengthen our relationship and achieve even greater success together in the years ahead.
Thank you again for the opportunity to share our thoughts.
9.2.1 A. brief history of the company, length of time in business, and company’s qualifications as it relates to the requirements of this RFP.
As the Champion of Break-Out Brands™, rbb builds public relations programs that look beyond traditional approaches to deliver award-winning results in a rapidly changing world. Understanding the multifaceted needs of the West Palm Beach DDA, our proposal showcases how we have worked with clients in a wide variety of industries to create the right approach and resources to engage their stakeholder audiences and form meaningful connections. Your account would be driven by the same team leaders who have committed to the DDA for the last three years. To achieve this goal, we will employ a channel agnostic approach and create strategies focused on bottom-line impact.
About rbb Communications
Founded in 1975 as a boutique public relations agency, rbb evolved through several phases of expansion, embracing new partners, new names and new expertise along the way. Today, rbb has a team of 70+ (including bilingual counselors) and is a fully integrated top 50 independent communications agency, a dominant public relations firm in Florida and certified women-owned business. We differentiate ourselves by offering flexible thinking with solid results, and talented counselors, creators and connectors who collaborate to deliver award-winning campaigns. In the past decade we have been named Agency of the Year six times and received 100+ awards for our work. In 2023, rbb received the highly coveted ‘Best of’ Silver Anvil for Crisis Communications by the Public Relations Society of America.
Summary of products and services
Our firm’s toolbox includes media relations, digital and social marketing, influencer engagement, corporate communications, and creative & design services; with specialty practices including B2B & Professional Services, Energy & Renewables, Consumer & Lifestyle, and Travel & Hospitality.
Expertise
One of the benefits of working with an integrated agency is that rbb looks at all strategic options to ensure your communications plan will have multiple extensions for maximum results and will make your resources go further.
Our crisis and reputation management team is recognized for our diverse experience in national high-profile situations, digital acumen, and outcomes-focused approach. To help our clients prepare for crisis situations, we focus on creating streamlined processes that empower turnkey execution during the response and recovery stages. We are trusted advisors who see the big picture while skillfully managing the details, and we have guided companies through a wide range of complex issues.
The scope of work outlined in this RFP aligns well with our capabilities, covering the development of strategic communication plans and programs; brand, digital, message, and infrastructure audits; stakeholder and leadership surveys; resource allocation and audience targeting strategies; crisis planning and response protocols; and standardization of PR and digital media best practices. Our experience extends to bilingual campaigns, with proficiency in English and Spanish.
Philosophy
rbb offers a 360° approach and creates communications and marketing plans based on research and data that inform decisions and results. Using rbb’s Break-Out Brand™ Pathway, we apply proprietary brand research to guide integrated strategies and creation of all visuals and written communications. This approach inspires companies with actionable insights to create emotional connections with stakeholders that deliver desired bottom-line results.
The Right Experience
Our current and past clients include the most recognized local and national brands including non-profit organizations, educational institutions, healthcare providers, government agencies, philanthropic organizations and more. rbb has been providing communications services to large corporations for more than 20 years. Current Florida clients with more than a ten-year tenure with rbb include FPL, BDO, Cleveland Clinic
Florida and Codina Partners. National clients include DHL Express, Hilton, Hyatt’s Inclusive Collection, National Debt Relief, and Disney on Ice. Below is a sampling of the brands we have worked with that is relevant to the West Palm Beach DDA:
9.2.1 B. Past experience working with government agencies as it relates to the requirements of this solicitation.
rbb Communications has been the West Palm Beach DDA’s agency of record for the past three years. We have strong experience working with government and quasigovernment agencies, including:
West Palm Beach Downtown Development Authority (DDA):
• Current agency of record: Three years since rbb acquired O’Donnell Agency, approximately 20 years total
• Areas of Service: Communications Strategy, Event Management, Public Relations, Media Relations, Partner & Influencer Management, and Crisis Communications, Digital Marketing
As the agency of record, rbb is well-versed in the issues impacting Downtown West Palm Beach, its community and stakeholders. rbb provides media and marketing strategies that communicate initiatives, projects and events to market Downtown West Palm Beach as a destination for businesses and the general public. Our work includes developing topics for media outreach, staffing events as needed, working as a media liaison for the DDA, media training, message development and working with local partners on mutually beneficial cross promotions. rbb also works with the DDA on issues management, crisis communications as needed and digital marketing.
GMCVB:
• Current agency of record: Four years
• Areas of Service: Advertising, Strategic Planning, Copywriting, Media Buying, Earned Media, Influencers and Creative Design.
Over the past four years, rbb has been a partner for the Greater Miami & Miami Beach Visitor and Convention Bureau (GMCVB). Notably, rbb led the development and execution of the "Miami Eats" branding campaign, which earned four awards and revitalized the restaurant industry during the COVID-19 pandemic. Additionally, rbb's integrated marketing efforts for the FIFA 2026 campaign seamlessly blended creative design, PR, digital marketing, influencer outreach and community engagement strategies to highlight Miami's vibrant culture and passion for soccer, solidifying Miami's status as a premier location for international events.
Adrienne Arsht Center for the Performing Arts of Miami Dade-County:
• Agency of record: 2014 – 2020 and current branding AOR.
• Areas of Service: Strategic Communications, Branding, Creative Design and Development, and Public Relations.
The county-owned Adrienne Arsht Center, a leading local arts nonprofit with a history of collaboration with rbb Communications, sought a partner to bring the organization into the future by defining its distinct brand and making it shine in a way that stood out to its core audience pillars: donors, local patrons and the international community visiting Miami. rbb is currently working with the Arsht Center to build a comprehensive communications and brand strategy to set the organization up for long term success.
Coral Gables Business Improvement District:
• Agency of record: 2018 - 2019
• Areas of Service: Strategic Planning, Communications Counsel, Media Relations, Branding, Creative Design & Development, Advertising, Public Relations and Reputation Management.
In 2018, Coral Gables sought a partner to tell a new story about the city, establish a roadmap for all communications to promote and increase the visibility of the Business Improvement District (BID), and elevate Downtown Coral Gables’ branding and positioning as a premier destination for business, shopping, entertainment and dining. rbb developed a new brand footprint and messaging blueprint for Downtown Coral Gables prior to launching a strategic integrated communications program that helped raise awareness of and drive traffic to the destination and its businesses with custom imagery, direct mail, print, digital, pay-per-click, websites and more. Within the first six months of the program, Downtown Coral Gables saw 876.2K visits and overall saw a 440% increase in foot traffic compared to the previous year.
9.2.1 C. Relevant experience and proven success in similar projects.
WPB DDA partnership with Circuit
Following a dramatic increase in new residential units in Downtown West Palm Beach, transit and transportation through the downtown district became a heightened priority for the West Palm Beach Downtown Development Authority. Through its media relations efforts, rbb coordinated strategic outreach to support the DDA’s partnership with the Circuit rideshare service and the launch of the West Palm Beach Mobility Coalition (WPBgo). Each effort resulted in dozens of media placements with coverage from every major local news outlet. rbb also coordinated two press conferences for WPBgo announcements that drew multiple media outlets and strengthened partnerships with local transit agencies and stakeholders, As part of the Circuit promotion, rbb partnered with Discover the Palm Beaches to treat Canadian reporters to a Circuit-led tour of Downtown West Palm Beach, highlighting both Downtown West Palm Beach as a destination, and Circuit as an easy-to-use transportation option for visitors. Coverage was secured in multiple international outlets.
West Palm Beach DDA’s Next Big Thing
Through its “Next Big Thing” procurement, the West Palm Beach Downtown Development Authority selected a unique and imaginative outdoor experience called Trojan Rocking Horses. Although the idea behind the project was community togetherness, the execution of the project over an extended period of time was admittedly a complicated story to piece together for media. Through its highly focused outreach efforts, rbb was able to secure extensive coverage of the project from beginning to end, including live television broadcasts and editorial feature stories.
9.2.1 D & E. Experience of key staff as it relates to the requirements of this RFP/ Qualifications and experience of personnel to be assigned to this project.
rbb will always bring the right people to the table. Our best place to work environment has earned national recognition, meaning our multidisciplinary staff stays with us longer and is motivated to work harder for you.
rbb will work hand-in-hand with the West Palm Beach DDA to ensure our team creates a proactive and cohesive plan and keeps you looped in every step of the way. Our team structure is as follows:
• Counselors: rbb counselors understand the entire marketing communications toolbox and partner with the West Palm Beach DDA on strategy, execution and tracking in every discipline.
• Creators: rbb creators deliver the assets required for print, broadcast, web and digital/social channels.
• Connectors: rbb connectors project-manage every program to assure timely delivery and quality control.
What also sets us apart is that the account will be led by owners/partners of the firm, ensuring senior team members are dedicated to understanding every aspect of the West Palm DDA and acting as true partners.
Christine Barney, CEO and Managing Partner
Christine is the author of “The Breakout Brand™ Strategy: An Evolutionary Approach to Creating Customer Passion.” Her innovative management style and “employee-driven workplace” philosophy makes the firm a repeat winner in best place to work rankings. She is actively engaged in her community as chair-elect of the Miami Dade Beacon Council, co-chair of Opportunity Miami, board member of the Orange Bowl Committee, board member of the International Women’s Forum, former chair of the Greater Miami Chamber of Commerce, an executive member of Leadership Florida and is repeatedly named to the Florida Trend’s Florida 500. She is regional co-chair for the Page Society and was awarded the Bill Adams lifetime achievement award by the Public Relations Society of America.
Josh Merkin, Vice President & Partner
Josh specializes in media relations and integrated corporate communications strategies for B2B, corporate and professional service clients. Josh handles PR/communications for several of Palm Beach County’s most recognized companies including Gunster, Bank of America, Kaufman Rossin and Berger Singerman. His expertise includes media relations strategies, corporate communications, reputation management and digital marketing strategies. Josh also excels at helping clients create added value through their media relations campaigns by providing strategic counsel on how to leverage media coverage for creative content that enhances thought leadership and helps meet goals for website traffic, event attendance and lead generation.
Tony Theissen, Account Supervisor
Public and media relations are Tony’s crafts and he provides media expertise and communications strategies to a wide range of clients including the West Palm Beach Downtown Development Authority, Berger Singerman, WSP, Bank of America and others. Tony has lived in Palm Beach County for more than two decades, knows the media landscape and has developed tight relationships with the reporters and editors who cover Downtown WPB. He uses his media background to develop an impactful program of work for the DDA through media relations, including development and pitching of DDA announcements to maximize results.
Mary Sudasassi, Vice President
Mary brings two decades of experience in public relations and marketing and specializes in corporate communications, crisis counsel, strategic campaign development and project management. She has garnered successful results with local, regional and national media for the firm’s clients in the areas of health care, education, real estate and B2B.
Caroline Villada, Vice President
Caroline has 12+ years of advertising experience in account management and integrated media strategy/buying/planning. Her advertising portfolio includes hospitality (international resorts, car rentals and airlines) as well as luxury retail, pharma, OTC, animal health, eCommerce, law firms, franchise development, flood insurance, and finance. She’s managed inbound and outbound point-of-sales (U.S. National, EMEA and LATAM markets).
Tom Bolger, Executive Creative Director
Tom leads rbb’s Content Studio, finding creative, out-of-the-box solutions to business challenges that support bottom line results. Whether it’s refreshing a brand or developing an eye-catching marketing campaign, Bolger enjoys the opportunity to surprise and delight audiences. Bolger has managed creative and content strategies for clients like Verizon, Samsung and Amazon, among many others. He’s been part of award-winning campaigns for PETA, OREO, and The Alzheimer’s Foundation including a Clio for the 2020 Project Gutenberg Campaign. He was also the Design Director for Social Media Week Miami for two years and works closely with the One Club and Miami Ad School to mentor emerging creative talent. He is a practicing visual artist and was last shown at Aqua Art Miami for Art Basel.
Laura Guitar, Executive Vice President, Crisis Communications and Issues Management
Laura is an expert in strategic communications programming for clients across a wide range of industries. This includes crisis preparedness planning, issue-oriented campaigns, litigation communications and programs to mitigate risk and reputational impact. With a unique understanding of implementing communications for executive transitions, Laura brings deep experience in supporting M&A transactions and other moments of corporate change. She is also experienced in mitigating digital and social reputation impacts associated with major brands, corporations and high-profile individuals. Laura has served a wide range of clients including DHL, the Walt Disney Company, Publix, GE Healthcare, the Chinese Ministry of Rail, the University of Florida and multiple healthcare systems.
Adam Kirschner, Senior Account Supervisor
Adam has more than 25 years of experience overseeing diverse content teams across various industries. He is a leading voice in rbb’s Content Studio, working hand-in-hand with public relations teams to lead and execute strategic storytelling and in-platform campaigns for clients. Adam has previously served as a content director and paid and organic social media manager working with clients such as the Atlantis Bahamas and served as the digital program director at iHeartMedia Miami. During his tenure at iHeartMedia, he managed a team of up to 30 professionals responsible for content publication across eight websites and 30 social media platforms. Adam's extensive background also includes a significant tenure in the digital and marketing departments of Tribune Company's Sun Sentinel properties, encompassing print, television, and websites. Throughout his career, Adam has actively collaborated with numerous nonprofit organizations, such as the Sun Sentinel's Children's Fund, The Wounded Warrior Project, Fisher House, Camillus House and various hurricane recovery groups.
9.2.1 F. Strength of client references
We think our clients speak best to the results we deliver and encourage you to reach out to them about their experience and satisfaction with rbb. We strongly believe in the work we’ve done for them and the work we’ve done and can do for the West Palm Beach DDA.
Jennifer Diaz-Alzuri, Vice President Jdiaz@gmcvb.com
Bank of America
Stephanie Glavin, Palm Beach County Market Manager
Telephone- 561.838.2391 (email not best option because of bank’s email rules)
9.2.2 LOCAL PREFERENCE
9.2.2 A. Company with established service office located within Palm Beach County
rbb Communications is a national firm based in your own backyard. While the firm’s headquarters are in Miami, we have staff based throughout South Florida including in Palm Beach County.
9.2.3 SMALL BUSINESS; MINORITY/WOMEN BUSINESS ENTERPRISE; VETERAN OWNED
rbb Communications is a woman-owned business certified by the State of Florida and Women Business Enterprises National Council.
9.2.4 STRATEGY AND PROGRAM DEVELOPMENT
9.2.4 A. Describe management approach and methodology regarding the following:
A. Branding
We are brand builders, which means you are not just hiring a creative or branding team that makes pretty logos, beautiful photos or compelling messages, you are collaborating with a marketing partner that has a proven track record of delivering communications campaigns that generate measurable results to enhance the bottom line. Our branding strategy is based on rbb’s Break-Out Brand™ (BOB™) strategy, the result of over a decade of brand research.
B.
Crisis Communication Strategies
Don't ask us, ask FPL, Bank of America, Palm Beach State College or Gunster law about our ability to protect reputation and ensure you are prepared for a crisis. We build media relationships that not only generate good news in good times but mitigate damage in bad times. Today’s landscape poses risk for even the most transparent organizations and virtually all news has reputational impact, a unique digital lifespan online, and the potential to become global in minutes or hours, not days or weeks.
During times of change, we protect and strengthen reputations through rapid situational analysis, information gathering, compelling narrative creation, streamlined program execution, and timely response.
We focus on:
§ Crisis planning + preparedness
§ Issues-oriented campaigns
§ Litigation communications
§ Crisis training + simulation exercises
§ Programs to mitigate risk and reputational impact.
C. Documentation of Communications Results
Results don't happen without accountability. Our team currently conducts bi-weekly calls with DDA team members to review the action plan. This time allows us to give updates and dig deep to identify stories that can provide local perspectives on national stories, human connection angles and impactful storytelling.
But ultimately, it’s the results that matter, not just documenting the effort. Aside from meeting your KPIs how do you know you are delivering? One way is when your peers notice. We have earned dozens of national awards in every category of PR and marketing. We share this not to boast, but to let you know that we benchmark ourselves by participating in industry-leading competitions to ensure our campaigns are consistently best in class. We know the DDA shares this desire to lead by its awardwinning events and programs including Trojan Rocking Horses, Fern Street Chess Park and Circuit transit partnerships.
But not everyone defines success the same way. Using our monitoring and tracking tools, we can provide summaries that show KPIs such as type of coverage by story type and subject, number of stories, and impressions. In fact, rbb creates custom metrics to track overall program goals, using our Success Tracker™
We are also accustomed to working within client reporting structures to generate and contribute to required reports and assisting the client team with regular reporting demands, such as your monthly coverage reports.
D. Media Relations
There are three pillars to the rbb approach to media:
1. Build relationships: Through decades of experience in the Palm Beach County media market and a commitment to professional, honest communications with the media, we have fostered deep and meaningful relationships with the editors and reporters who cover Downtown West Palm Beach. Not only are these relationships a benefit when the DDA has good news to share, but also when there is a crisis or a reputational issue facing the DDA. The media sees our agency, and the DDA, as responsive and forthright in communications and will give the DDA a fair opportunity to respond before publishing stories that could impact its reputation.
2. Be creative: rbb will ensure your arsenal of tools goes beyond traditional media kits, photo shoots and fact sheets. Creative storytelling that showcases the impact of the DDA and its programs is required to cut through the clutter. Highlighting the thought leadership of the DDA’s executive director and marketing team reinforces the organization's ability to achieve its mission.
3. Add value: Whether it's helping with partnerships or looking for ways to garner national media coverage for the DDA that elevate its brand, rbb looks at media from a results perspective. That’s why we avoid the spray and pray approach of the past and create unpaid media plans where we map out, in advance, what coverage we want to secure.
E. Press Release and Media Interviews
As a public entity that needs to communicate its activities regularly, press releases remain an important tool for the DDA, even if only used on its website. As seen through our existing work with the DDA, rbb’s team delivers high quality press releases that require minimal, if any, edits and brings an element of creativity that breaks the mold of formulaic writing. As the DDA’s partner, you can expect rbb to continue to deliver on this work. More than that, you can expect to hear our best counsel when it comes to the media strategy behind press releases. There may be times when we feel a different approach for a press release is necessary and we will work alongside your team to determine the right methods for sharing news, which may include a more direct media pitch.
For media interviews, rbb’s team takes a very hands-on approach in coordinating and preparing our clients. When needed, we will work alongside the DDA to provide media training sessions, speaking points and briefing books that provide relevant information about the reporter/publication and interview topic. We regularly coordinate all media interviews so we can listen in and provide feedback to the executives after an interview and to ensure the information included in media coverage is accurate.
9.2.4 B. Quality of previous work and case studies
Elevating Brand Awareness and Thought Leadership in a Competitive Legal Market
rbb has been the agency of record for Gunster, one of Palm Beach County’s oldest and most well-known law firms, for nearly 15 years. Our scope of work includes conducting a national and local media relations program aimed at raising brand awareness for the firm and positioning its attorneys as thought leaders in their practice areas. Despite the law firm industry being a very crowded space, especially in Florida, in 2023 alone, rbb secured more than 250 million media impressions and over 100 placements in both prestigious national media such as Fast Company, Inc. and Bloomberg and local media including WPTV-Channel 5, South Florida Business Journal and Florida Trend.
Proactive, Innovative PR Mitigates Reputational Risk: FPL and rbb Get the Lights Back On After Hurricane Ian
Challenge
On Sept. 2022, Category 5 Hurricane Ian devastated Southwest Florida and left 2.5 million FPL customers without power. With rbb’s smart crisis preparedness action program, FPL came through the storm unscathed.
Breakout Strategy
To showcase progress in power restoration efforts, our team created the infrastructure to amplify positive customer perceptions of FPL’s storm readiness and had data and great visual assets ready to control the media narrative and spark greater positive/neutral coverage, mitigating negative reputational impacts.
Program
The four-part program entailed:
1. Provide year-round “always on” education on grid strengthening, innovative technologies and outage prevention, granting media access to FPL technology/command center.
2. Deployment of FPL "media modules" to capture field visuals for direct sharing with media and on social platforms.
§ Capture around-the-clock daily footage of restoration crews, provided to media daily.
3. Standardization of information tools and frequencies, such as online outage trackers and daily press conferences, aiming to streamline media inquiries.
§ Offer real-time communications including daily press conferences and frequent updates online and with local and state governments, including the Governor’s office.
4. Utilization of rbb's proprietary predictive media intelligence tools to proactively manage media relations and gauge the likelihood of stories gaining viral traction.
§ rbb’s monitoring and analytics team provided 24/7 media and social media monitoring to inform response strategy. Strategy included: media sentiment reports, analysis of all social media activity and appetite of national vs. regional media.
Results: Happy FPL Customers
13%
Jump in FPL storm message awareness
9K+
Stories secured, 99% of which were positive/neutral
Streamlined media communications by
Over 1.45B
Impressions of coverage featuring FPL messaging
81% compared to Hurricane Irma
9.2.4 C. Include innovative/creative approaches that were successful in achieving a client’s Public Relations Services objectives.
Celebrating Miami as new Host City for the World Cup 2026
Challenge
FIFA tasked each host city with creating wow-worthy city-specific brand colors, logos and social media handles to unveil on May 18, 2023 in celebration of the official kickoff to countdown for the 2026 FIFA World Cup (FWC).
The Greater Miami Convention & Visitors Bureau (GMCVB) tapped rbb to strategically reveal the new branding and showcase the city’s diversity, vibrant culture and passion for soccer, and ultimately, generate an unparalleled level of excitement and engagement throughout the destination.
Breakout Strategy
A buzzworthy branding reveal required an integrated marketing campaign comprised of synchronized creative, digital, influencer and community engagement activity that would grab the attention of Miami's key stakeholders and inspire action.
The Program
In just three weeks, rbb created campaign assets, content and activations that enabled GMCVB to successfully launch the new 2026 FWC Miami brand with unprecedented engagement across all Miami neighborhoods, including:
• Guerilla and OOH Marketing: larger-than-life branded events from a custom sand sculpture and bus tour featuring soccer legends to arranged logo illuminations on multiple iconic Miami buildings and points of interest
• Public relations: targeted media coverage that drove launch day buzz and attracted record numbers of soccer fans to follow @FWC26Miami for future host city updates and support the official countdown to 2026 FWC
• Organic social: Launched four new platforms with elevated content from key influencers that promoted hashtags to boost followers and engagement
Activation Highlights:
A county-wide tour with Mayor Daniella Levine Cava, soccer legends and stars, this branded vehicle visited hundreds of youth soccer players around MiamiDade. Our billboard on wheels gave fans the opportunity to take their official WE ARE 26 portrait and snag exclusive merchandise.
Nothing screams MIAMI more than its beautiful beaches. In partnership with the City of Miami Beach, we commissioned a large FIFA Miami logo sand sculpture next to the iconic 10th Street Lifeguard Tower on South Beach to inspire share-worthy photo opportunities and #WeAre26 conversations amongst both locals and visitors.
Double-Decker Bus Tour
Miami Beach Sand Sculpture
Results
Miami’s skyline was illuminated pink and blue, including the Kaseya Center, Miami Tower, Frost Science Museum, New World Symphony, Hard Rock Stadium, and Miami Courthouse. More than 1,000 screens at Miami International Airport and a digital billboard along I-95, all proudly displayed the Miami logo, colors, and patterns.
In the first three days of the launch, the rbb Communications team achieved:
78K+
Social Engagement
3MM+
Earned Impressions
Unhappy New Yorkers
3.8%
Social Engagement Rate (av. 05%)
2.9K
New Social Followers
Challenge
Changes in the federal tax code and continued high local taxes meant New Yorkers were looking to move. Downtown Doral wanted New Yorkers to consider this unfamiliar Florida location in Miami-Dade County.
Breakout Strategy
Poke fun at the political establishment by creating a website for “Unhappy New Yorkers” where they could download a resignation letter, rant on social media or fill out a form to find a new home in Downtown Doral.
Program
• Conceptualized and designed eye-catching, tongue-in-cheek creative assets with taglines like “I $ NY”; “The Big Apple’s Rotten”; “Cuomo, We Agree. New Yorkers Should Flee”.
• Developed and designed interactive website complete with tax and cost-of-living calculator, a downloadable “resignation letter” and shareable social media tiles.
• Created highly targeted social media campaign including ad buys with Google Search, Facebook, Instagram, Native, X (formerly Twitter) and YouTube.
• Planned targeted Wall Street Journal digital ad campaign.
• Produced word-of-mouth buzz through media pitching.
Results
19.2K
Total visitors to the site in three months
40
“Contact us” site inquiries about Downtown Doral
220K 20MM
Video views from digital ads
Total media impressions
833
Downloads of the “resignation letter” from the website
350
Secured client meetings with NY brokers to pitch campaign efforts
Driving Foot Traffic in West Palm Beach
Challenge
The West Palm Beach Downtown Development Authority (DDA) was looking to increase foot traffic to the area's local shops and restaurants. Our goal was to develop strategies to attract not only new and existing residents but also visitors, to rejuvenate the downtown area and boost its economic vitality.
Breakout Strategy
rbb developed and implemented a comprehensive paid digital media plan designed to enhance awareness and consideration for local restaurants and shops. This plan included targeted tactics aimed at driving increased 1) foot traffic to the Downtown area and 2) web traffic to the site. Additionally, rbb produced fresh, engaging creative content specifically tailored for this campaign to maximize impact and engagement.
Program
• Location-Based Targeting and Geofencing: Ads were specifically directed to users within a predefined geographic area, encouraging those nearby to visit downtown shops and restaurants
• Interest and Custom Audience Targeting: Leverage data on user interests and behaviors to tailor the messaging, ensuring it resonated with the intended demographic
• Retargeting: Engage previous visitors to the website with customized ads to draw them back, increasing the likelihood of a visit to the downtown area
• Paid Social Media: Utilize platforms like Facebook and Instagram to reach potential visitors with engaging ads
• Programmatic Advertising: Automatically buying and optimizing digital campaigns, targeting users across various online and mobile channels
• Creative Optimization: New creative content was introduced and continuously optimized every three weeks to maintain engagement and relevance
• Measurement and Insights: Bi-weekly reporting allowed for quick adjustments and optimization based on performance data including insights into seasonal trends, the popularity of specific web pages, the effectiveness of various creative approaches, and strategic focuses for future marketing efforts
5-Month Results
9.2.4 D. Demonstrate that company understands the DDA’s needs as they pertain to this RFP.
Through the relationships we've built supporting the DDA over the past three years (since rbb acquired the O’Donnell Agency), rbb has a genuine and complete understanding of the needs and goals of the DDA including its desire to improve the reputation of downtown and showcase the organization as a change agent. Our work has focused on building stakeholder support of Downtown WPB initiatives, whether that's through outreach for downtown businesses, publicizing downtown events, sharing news of the DDA's projects and programs, or providing crisis communications needs when there is an incident that threatens the DDA's reputation.
This support will remain consistent, but we will also look for ways to stretch the boundaries for telling the DDA's story through creative approaches that humanize the organization’s impact and put them out in the community with signature events and partnerships. Whether it be connecting the DDA to one of rbb's many Palm Beach County based clients, creating an influencer series or bringing forward a perfect partner, rbb has the experience, relationships and ideas to help the DDA stand out. Also, just as the diversity of downtown's stakeholders grows in the years ahead, rbb will increase its focus on reaching out to these new communities through targeted media relations efforts that ensure the DDA’s messages are being heard by all.
As a fully integrated agency, rbb can also provide value added support for the DDA, whether that includes advertising, creative, social, and digital media marketing
9.2.5 FEE STRUCTURE
rbb makes your budgets go further through smart execution and realistic fee arrangements. Key tenets of our budget process include:
• It’s a partnership: together we will identify priorities and define what success looks like.
• Accountability: we track budgets against our hourly team rates ensuring the right person does the right job at the right rate
• No markups: our fees are transparent
9.2.5 A. State your proposed monthly fees to cover requirements as outlined in the Scope of Work and references in the Cost and Price section of this RFP
rbb believes in simplified fee structures. We create a budget for the year and compare that to the activity of each month - some may be higher, some lower and manage against that budget. Based on our experience and the program of work the DDA will embrace for 2024, we believe a fee of $108,000 ($9,000 a month), plus monthly expenses of approximately $625 for a total of $115,500 is the minimum required to cover your public relations needs. This budget includes access to senior counselors in other disciplines such as digital or advertising Having a seat at the table for annual planning or check ins ensures the PR is truly integrated with all the efforts of the DDA. However, should the DDA decide to embark on ongoing or distinct programs using the
additional resources that exist under the rbb roof – advertising, media planning and buying, digital strategies/web development/social media or creative design (street banners, collaterals, photo shoots) those services will be budgeted separately and agreed upon by all parties based on rbb’s rate structure at the time.
9.2.5 B. Fee Information Sheet
See Fee Information Sheet below:
FOR PORPOSAL
FEE INFORMATION
A. Instructions: Please indicate the cost:
B. All prices submitted are to be listed below Prices quoted should be in unit of measure shown
C. Quantity listed on Item No. 2 is not a guarantee, but solely an estimate of anticipated usage.
The undersigned certifies that he/she has the ability to sign and bind the firm or company to the services to be performed within the fees proposed.
Signed 9.23.24
Printed Name Christine Barney
9.2.5 C. Expenses
We streamline out of pocket expenses by charging flat fees in most cases. These include a media software charge = $175/month, and a data/communications charge = 5%/month (subscriptions, phone, internet, etc.) Any expenses above $300 are approved by you in advance. Potential out-of-pocket expenses, not covered under the retainer, will include:
• Controlled media (satellite media tours, multimedia news releases, wire, etc.)
• Photography/stock photography and videography
• Paid content partnerships
• Thought leadership efforts (sponsorships, award fees)
• Travel
THE RBB ADVANTAGE
• Award winning
Six-time agency of the year with deep sector experience in your backyard
• Counselors, connectors, creators
Offering a dedicated team, already familiar with DDA through years of experience as AOR
• 24/7
On call 24 hours, 7 days a week
• Integrated strategies
Expertise + insights + passion = results
• More for your money
Making budgets go further through smart execution, alliance building and realistic fee arrangements
Thank you for the opportunity to share more about rbb Communications. We look forward to continuing to build a winning partnership with the West Palm Beach Downtown Development Authority.
Khanna Connections
3361 Fairlane Farms Road, Suite 4, Wellington, Fl 33414
Julie@Khannaconnections com (561) 603-0557
Dear West Palm Beach Downtown Development Authority,
I am writing to express our passionate interest in becoming the public relations agency for the West Palm Beach Downtown Development Authority (DDA) At Khanna Connections, we are committed to leveraging our lived and learned expertise, connections, unique skill sets, robust creative services, and resources to help the DDA elevate its profile and achieve its strategic goals
We are proud to be a certified small business that is women-owned and minority-owned. However, our commitment to seeing the world through a diverse lens extends far beyond these certifications We firmly believe we are only as successful as the results we produce and that thorough research and planning are the foundation to producing stellar outcomes. We work in a creative collective, or pod, so there are no walls between our team Our table regularly includes voices from a diverse group, including Palm Beach County’s high school students, to the wisdom of active aging, a spectrum of backgrounds, and experiences to bring the most unbiased and well-represented knowledge to every campaign We believe that dynamic energy fuels collective growth.
Khanna Connections is led by Julie Khanna, a seasoned professional and longtime Palm Beach County resident with a distinguished track record in public relations, strategic communications, and media marketing, particularly within the social equity, health, and wellness industries. Our agency specializes in securing top-tier local and national media coverage, increasing brand visibility, and providing thought leadership that empowers our clients’ goals and campaigns to reach their full potential
But we don’t just secure media coverage. We also create it.
In addition to placing our clients in the media, we write for local and national outlets and create independent media channels with our production studio
We are confident that our experience, industry knowledge, media acumen, creativity, unique team matrix, and relentless work ethic make Khanna Connections the ideal partner for the DDA We are eager to collaborate with you to develop and execute a robust PR strategy to enhance the visibility and reputation of the West Palm Beach Downtown Development Authority, increase year-round quality media exposure, and drive positive outcomes for the downtown area
Thank you for considering our proposal We look forward to the opportunity to discuss how Khanna Connections can contribute to the continued success of the DDA.
Sincerely,
Julie Khanna
Khanna Connections
History of the company
Khanna Connections began long before it was established in January 2019 It started at the bedsides in the Oncology unit during the night shift in the piercing silence of uncomfortable conversations.
Julie Khanna was a young new nurse deeply bothered by how doctors delivered important information to patients using medical terminology and jargon. She would see the way people would cling desperately to every word from their hospital beds, searching for some clarity in their chaos Early on, Julie truly learned the importance of quality communication and the impact it has on the quality of life. She wanted to help.
Julie would go in behind the doctors and sit with her patients to translate the “big hairy scary news” (as her patients would jokingly call it) into palatable information. An informed patient meant an active and empowered participant in their treatment or end-of-life care The first step in educating her patients was to have a solid grasp of the message and the intended audience The second was having an understanding of where that message needed to land. The third was to formulate a plan on how to connect those dots
Over the next few years, Julie perfected the skill of taking large data sets, research, overarching generic information and making it connect to the intended audience She learned how to talk with people, not at them, and to deeply connect through effective communication
Soon after, she left nursing to boost health awareness on a larger scale by disseminating important preventative health and wellness messages to the world using media as the vehicle It was through her relationships, talent, fundamental communication values she developed in those difficult moments, and creativity that she was impacting the masses. Simultaneously, her daughter, Lillian, was growing up at Bak Middle School of the Arts and Dreyfoos School of the Arts, studying videography and film production.
Fast forward to today, we lead a team of 19 beautiful gifted minds and offer a spectrum of creative services with a continued niche in health, wellness and social equity. Khanna Connections remains true to their inherent desire to make the community a thriving place by communicating important messages, resources and campaigns that connect every time Lillian is home from college and runs Khanna House Studios, a videography, podcast, social media, and creative agency under the same roof as Khanna Connections for seamless strategy execution Our clients are deeply rooted in making the community a better place than it was yesterday, a mission that we are proud to be a part of daily.
It is our highest honor to have the opportunity to amplify the work that they do and connect everyone to their target audience.
Past experience working with government affiliated agencies as it relates to the requirements of this solicitation.
1. Community Partners of South Florida X NeighborWorks Week
Khanna Connections has secured local and national media coverage for the housing authority giant but also collaborated on national campaigns such as NeighborWorks week. Khanna Connections amplified the signature event of Sip & Spill through media coverage, secured live TV coverage for the NeighborWorks Week lineup of activities, and implemented two beautification projects within Palm Beach County We had individuals and businesses attend to roll up their sleeves and help paint, weed, mulch, and beautify properties that are home to neighbors with mental health diagnoses. The beautification projects amplified the mission of CPSFL, created new relationships, provided an opportunity for visual assets to be used in future marketing materials, honored the national campaign, and provided much relief and hope to the residents. Community work with NeighborWorks builds thriving communities, aligning with the DDA's desire to enhance local development through collaborative efforts in policy advocacy, business development, and placemaking.
2. Palm Health Foundation
Khanna Connections took The Well of PBC from conceptualization to the execution of an award-winning digital and print behavioral health magazine. In each edition, we use social listening to provide thought leadership on the types of content published; we write stories, organize experts, and assemble the publication The Well of PBC is the largest behavioral health magazine in our county and includes voices from the neighborhood level to Palm Beach County’s largest stakeholders Creating the county's largest behavioral health magazine aligns with the DDA's mission by fostering a connected and informed community, which is crucial for a thriving downtown It also provides a platform to amplify local voices and promote resources, supporting the DDA's goals of placemaking, information sharing, and garnering national attention for the powerful work being done locally.
3 The Soup Kitchen of Boynton Beach
(TSK)
Khanna Connections created a community diaper drive in response to the diaper shortage at The Soup Kitchen of Boynton Beach. The campaign was called Pull Up with Pull-Ups and leveraged the network of independent media site Only in Palm Beach TV. We live-streamed the entire event like a present-day radiothon, using social media in real-time to make an impact, encourage others to do the same, and spread the good word about the mission of TSK. Business owners and individuals who donated could utilize our social media platforms for self-promotion and engagement Khanna House Studios set up the livestream and operated it throughout its duration. The livestream increased visibility for The Soup Kitchen of Boynton Beaches mission, brought hundreds of people out, and significantly impacted the amount of diapers collected Hosting a community diaper drive utilizing independent media aligns with the DDA's goal of fostering community engagement while supporting local businesses through increased foot traffic and positive brand association Participating in such philanthropic initiatives
enhances the DDA's reputation as a caring and proactive organization dedicated to the community's well-being.
Relevant experience and proven success in similar projects.
1 Lexus International Gay Polo Tournament Presented by Douglas Elliman
Khanna Connections supported a communications strategy and helped to secure $177,585 00 of earned media coverage during a four-month contract We used social media influencers to add event-day visibility and provided videography and drone work for an extended episode covering the organization Amplifying an international event that attracts thousands from around the world aligns with the DDA’s goal of showcasing West Palm Beach as a premier tourist destination, fostering national partnerships through increased visibility and engagement, and promoting inclusivity by bringing together a diverse array of cultures and perspectives which enriches the community and enhances its global appeal.
2 501cTV
Nonprofit Nest engaged Khanna Connections to enhance their community relations and targeted marketing efforts aimed explicitly at nonprofits and community leaders With a vision to foster deeper connections, Khanna Connections conceptualized a unique show where the owner of Nonprofit Nest would interview nonprofit executives and community leaders. This show highlights the missions of various organizations and allows for the development of meaningful relationships. Khanna Connections worked with Khanna House Studios to brand the show, strategically plan each season, and create an efficient system for collecting guest information and seed questions
Our comprehensive services include filming, editing, producing, graphic creation, copywriting for the show, and disseminating each episode, complete with show notes Khanna Connections also sources guests through our extensive network and outreach efforts.
To date, 501cTV is planning its third season It has featured notable organizations such as Habitat for Humanity, 211, NAMI, the Legal Aid Society of Palm Beach, and the Jupiter Lighthouse and Museum, among many others. Creating an independent media channel like YouTube and a Podcast on all major platforms aligns with the DDA's goals of enhancing information sharing, supporting local businesses by providing a platform for increased visibility and marketing efforts, and allows the DDA to interview notable guests or events that are happening within the DDA's district
3. Grand Opening of Gallery Mavruk
Khanna Connections was engaged to support the grand opening of Gallery Mavruk, a pop art-focused museum and retail shop in Boca Raton. With the owner and family recently moved to the area and lacking a local footprint, we crafted a unique strategy by creating "Instagrammable Stations" throughout the gallery. This innovation attracted local influencers, media coverage, and collaboration with the Boca Chamber, significantly boosting the gallery's visibility To further enhance the event, we featured a live pop art makeup artist who recreated one of the artist's paintings, drawing additional attention. Our efforts helped the business make its powerful breakout debut, contributing to its ongoing success Hosting a successful grand opening of a local business directly aligns with the DDA's mission to promote and enhance a vibrant Downtown West Palm Beach for all by attracting visitors and fostering economic growth.
4 Sixty Seconds in the Seat
Valley Bank's Women in Business hosted its celebration at The Ben in West Palm Beach, aiming to provide its clients additional marketing and networking deliverables. To achieve this, Khanna Connections introduced a "Sixty Seconds in the Seat" activation, executed by Khanna House Studios We set up cameras, microphones, and a branded set on The Ben's balcony to create content for participants. Each attendee was invited to share a bit about their business and explain why they chose Valley Bank We then provided professionally edited, high-quality reels to each business for social media promotion, while Valley Bank used the content to highlight the benefits of being a Valley Bank client. Implementing an activation where participants can create free social media content for their businesses aligns with the DDA's mission by fostering business development and promoting marketing efforts that contribute to a thriving Downtown and provide mutually beneficial opportunities.
5. Haute House at the Lexus International Gay Polo Tournament
The International Gay Polo Tournament is the only LGBTQ polo league in the world, committed to providing its members with unique, supportive, and competitive experiences globally. Khanna Connections supports the public relations for the annual tournament in Wellington, Florida We implemented Haute House, a social media influencer tent, and handpicked creators aligned with GPL's mission We secured vendors to underwrite the food, bar, and decor, creating such a highly anticipated opportunity that the influencers participated at no charge Reality TV stars also attended, with everyone adhering to the brand guidelines we gave them and using discretion in their posts The internet lit up with posts and stories, reaching reported millions over the next several weeks The implementation of Haute House at the International Gay Polo Tournament aligns with the DDA's mission by driving awareness and attracting a diverse audience to Downtown West Palm Beach, thereby enhancing its vibrancy and fostering inclusivity. This initiative also strengthens national partnerships by showcasing the event to a broad audience through influential social media creators and reality TV stars, further promoting Downtown West Palm Beach as a dynamic and welcoming destination
Experience of key staff as it relates to the requirements of this RFP:
1. Julie Khanna, Publicist, Founder, CEO & Chief Strategy Officer
Julie Khanna is the founder and CEO behind two thriving media-related companies: Khanna Connections, a public relations, strategic communications, and media marketing agency specializing in the social equity, health, and wellness industries, and Khanna House Studios, a full-production, YouTube, podcast, social and content creation studio located in Wellington, Florida, that provides in-studio and onsite videography. With years of documented experience and secured media placements, Khanna and her team successfully secure top-level local and national media coverage for their clients and provide executive thought leadership on increasing brand visibility Keeping a pulse on all sides of media, Khanna is the editor-in-chief of The Well of PBC magazine, a columnist for Around Wellington, a regular contributor to The Town Crier & a national contributor to NewsBreak, Medium, and USAWire
2. Lillian Khanna, Production Manager
Lillian Khanna most recently served as the TV and FM News Producer at WFSU in Tallahassee, Florida – the city’s PBS/NPR affiliate station before returning home to Palm Beach County. There, she mastered new technology and honed her skills as a producer by directing for the Florida Public Service Commission and Supreme Court of Florida and covering natural disasters for the Florida Department of Emergency Management, including on-site shoots with Governor Ron DeSantis. Lillian created a new radio sound for NPR/PBS to replace the legacy show before returning home to meet the growing demands of Khanna House Studios.
With almost a decade of experience in media, Lillian’s leadership expanded the Khanna House Studios portfolio to include Master Classes for creative professionals and added notable clients such as Nonprofits First, HCA Hospital, Clinics Can Help, Boys & Girls Club of Palm Beach County, Police Athletic League, 211, Legal Aid Society, Brooke USA, and many more.
3. Jenilee Guilbert, Administrative Assistant and Project Manager
Jenilee Guilbert is an experienced and reliable corporate administrator She is known for her meticulous attention to detail, vast research skills, project management skills, and commitment to staying on top of all organizational tasks Guilbert's dependable track record for meeting deadlines, uncovering innovative media and visibility opportunities, and staying ahead of any strategy initiatives make her an invaluable asset to the team. Her remarkable work ethic and ambition guarantee that every project Khanna Connections delivers is timely, effective, and goal-oriented.
Jaime Joshi Elder is a West Palm Beach resident, creative and contributing writer to The Well of PBC With a decade of experience in non-profit communications and a lifetime of experience as a writer, Jaime’s work focuses on behavioral health, diversity, equity and inclusion, travel, music, food, and parenthood through a pop culture lens
5. Gianna Picard, Publicist & Copywriter
Gianna Rose Picard graduated from Palm Beach Atlantic University, earning her B.A. in public relations with a concentration in Communications and Image Management Gianna wasted no time, kickstarting her career straight out of college, working with a highly respected PR agency in Fort Lauderdale, FL, before teaming up with Khanna Connections. Gianna has a huge passion for helping businesses reach their fullest potential by creating and implementing strategic plans for achieving the attention your company deserves Gianna believes that anything is possible with persistent hard work towards goals that will expand your business farther than you could ever imagine
6. Danielle Boyd, Social Media Manager
Danielle is a talented creative with a degree in Graphic Communications from Florida A&M University As a skilled social media expert, she brings fresh perspectives and innovative ideas to every project, ensuring content stands out in today’s competitive digital landscape With expertise in SEO and a knack for creating engaging, results-driven campaigns, Danielle excels at helping brands connect with their audiences Her unique blend of technical skill and creative vision makes her a valuable asset to any team looking to elevate their online presence.
Devi is a talented intern with a passion for videography and viral content creation She began her artistic education at Bak Middle School of the Arts and is advancing her craft at Dreyfoos School of the Arts. Devi has successfully monetized her talent across all major social media platforms and is growing daily as a content creator Knowing what it takes to go viral, Devi directs and leads our trending content shoots, guiding individuals through creating captivating reels. As Julie’s youngest daughter, Devi grew up in the media industry and has built a remarkable portfolio as an on-stage videographer for high-profile events and celebrities She
has worked repeatedly with notable names such as Vanilla Ice, Kodak Black, Forgiato Blow, 50 Cent, GHerbo, BLP Kosher, and a portfolio of influencers, showcasing her ability to deliver high quality trending content effortlessly
Qualifications and experience of personnel to be assigned to this project.
Kindly see above. Resumes are readily available upon request.
Client References:
1 Kelly Powell, CEO CPSFL
Julie has been an incredible partner to Community Partners of South Florida for over a decade, serving as our Development Committee Chair and contributing significantly to our public relations efforts Her exceptional work ethic, passion, and integrity have been vital to the success of our organization. As a NeighborWorks affiliate, we focus on comprehensive community development around health, housing, and community needs, and Julie has been instrumental in advancing these initiatives She is a natural convener, a connector who brings people and resources together, and a thought leader who consistently guides us toward innovative solutions Her dedication and vision have truly shaped our organization's growth and impact.
2 Taruna Malhotra, PBC Department of Community Services
Julie Khanna is an invaluable asset to our community. Her exceptional work ethic and unwavering integrity are notable and Julie consistently goes above and beyond, demonstrating a level of dedication and commitment that inspires those around her Her involvement in community projects is marked by her genuine passion for making a positive impact. Julie's reliability and accountability make her a trusted leader and collaborator on any team Her ability to balance multiple responsibilities while maintaining high standards of excellence is truly impressive. Julie's ethical approach to her work and her interactions with others fosters a culture of trust and respect I have no doubt that her contributions will continue to benefit our community for years to come.
3 Laura Wissa, founder of Prom Beach
You will love working with Julie! She is creative with out of the box ideas and solutions. Her writing skills are expressive and exquisite and she can truly paint a picture with her words She is a natural born leader, actively listens, always executes her best in everything she does and is very, very funny! The consummate professional, she understands how to best represent you so you can put your best face forward She is invested in you
I have worked with Julie on numerous events and I'm always impressed at the effort she puts into it. She takes pride in making sure it is successful and a good time is had by everyone. It's a sign that it will be a smooth operation when the leader of the event is going into it with the enthusiasm and detail that Julie does. I look forward to working with her more in the future and I highly recommend her
5 Sheelah Shah, President of Female Indian Physicians of Florida
We hired Khanna Connections to help promote our event They announced our event across their platforms and had it listed in all of our major local publications, which caught the attention of sponsors that we didn't have previously. We know of three major (national) sponsors that came from their efforts, and they helped create the thank you graphics for our sponsors that we posted on our social media Julie was even present at the event to take photos for the press and social media. We are thankful for the help!
9.2.2 Local Preference
Khanna Connections is located at 3361 Fairlane Farms Road, Suite 4, Wellington, Fl 33414
9.2.3 Small Business; Minority/Women Business Enterprise; Veteran Owned
The City of West Palm Beach's Small Business Program Certifies that Khanna House Studios has met the necessary requirements for certification on 2/21/2024
The City of West Palm Beach's Minority/Women Business Program Certifies that Khanna House Studios met the necessary requirements for certification on 2/21/24
Palm Beach County's Office of Equal Business Opportunity Certifies that Khanna House Studios met the necessary requirements for Small/Minority/Woman Owned Business certification on 6/25/24
Palm Beach County School District Certifies that Khanna House Studios met the necessary requirements for Minority/Woman Business Enterprise Certification on 8/2/24
Palm Beach County School District Certifies that Khanna House Studios met the necessary requirements for Small Business Enterprise Certification on 8/2/24
Florida MarketPlace Certifies that Khanna House Studios has met the necessary requirements for Small/Woman/Minority Business Certification on 5/13/24
Florida MarketPlace Certifies that Khanna Connections has met the necessary requirements for Small/Woman/Minority Business Certification on 5/2/24
9.2.4 Strategy and Program Development:
1 Describe management approach and methodology regarding the following:
Branding
A. Comprehensive Market Research and Analysis
Objective: Understand the current perceptions, needs, and preferences of stakeholders.
● Surveys and Focus Groups: Conduct surveys and focus groups with residents, business owners, visitors, social media followers, and city officials to gather qualitative and quantitative data.
● Competitive Analysis: Analyze branding strategies of similar urban areas to identify strengths, weaknesses, opportunities, and threats.
● Data Collection: Utilize demographic, psychographic, and economic data to inform the branding strategy
B. Stakeholder Engagement and Collaboration
Objective: Ensure the branding strategy reflects the vision and values of all key stakeholders.
● Public Meetings and Workshops: Host interactive sessions to gather input and foster a sense of ownership and community involvement.
● Advisory Committees: Establish committees comprising local leaders, business owners, and residents to provide ongoing feedback
● Regular Updates: Maintain transparency through regular updates and open communication channels
C. Brand Identity Development
Objective: Develop a cohesive and compelling brand identity that connects with the target audience
● Brand Positioning: Define the unique value proposition of Downtown West Palm Beach Identify what sets it apart from other urban centers
● Internal Messaging: We believe branding begins from within We want everyone internally affiliated with the DDA (employees, vendors, affiliates) to understand and embrace the brand guidelines so that the message is consistent when speaking about the DDA
● Brand Kit: Create a Brand Kit that includes the brand tone, approved inclusive language, examples of harmful language to avoid, answers to FAQs, approved boilerplate language, and dos and don’ts.
● Brand Kit Distribution: Include the brand guidelines and Brand Kit with all media alerts, engagements, press releases, and influencer marketing.
● Visual Identity: The DDA has an established identity Evaluate the logo, color palette, typography, and visual elements that reflect the brand's personality with stakeholders. Create brand guidelines to ensure consistency across all touchpoints
● Voice and Tone: Develop a distinct voice and tone for all communications to build a strong emotional connection with the audience.
D. Integrated Marketing and Communication Plan
Objective: Generate awareness and reinforce the brand through strategic marketing and communication initiatives.
● Digital Marketing: Leverage SEO, social media, email marketing, text marketing, and content marketing to reach and engage target audiences
● Traditional Media: Utilize print, radio, on air and outdoor advertising to complement digital efforts and increase visibility
● Public Relations: Implement PR campaigns to secure media coverage and promote positive stories about Downtown West Palm Beach
● Events and Activations: Organize events and experiential marketing activities to create memorable interactions with the brand.
● Drive Storylines That Fit The Narrative: Drive Storylines that support the branding and communication goals that the Downtown West Palm Beach area is an attractive, welcoming, bustling place that celebrates diversity, personal and professional growth, active lifestyles and the desired place to visit, start a business, or plant roots
“You are what you say you are.”
Sample Storylines to Drive the Narrative
10 Downtown West Palm Nightlife and Entertainment Spots that Serve Non-Alcoholic Alternative Drinks and Spirits
Mocktails and other alcohol alternatives are more than a passing fad with the industry expected to grow to $30B in 2025 By acknowledging the trend, we keep the West Palm Area well positioned as an in-the-know hotspot while showing off a variety of Downtown hospitality businesses.
Community Stories Series
Share personal stories from residents and business owners about why they love living and thriving in Downtown West Palm Beach. Khanna Connections will secure or create a contributing author column, or OpEd, in a Downtown West Palm Beach outlet to highlight these stories which promote a sense of community and the diverse backgrounds of the people who call it home
See Why International Travellers are Vacationing in Downtown West Palm Beach
Pitch Downtown West Palm Beach to travel magazines, blogs, and national and international outlets as a destination known for its eclectic vibe, celebration of diversity, shopping, sightseeing, rich history, water attractions and centrality to major landmarks. These placement will garner wider visibility and afford more opportunities for national relationships
Downtown West Palm Beach Art Walk
Create an opportunity for Downtown West Palm Beach artists to line the sidewalks with art for the evening Art Walk series Increase the co-opportunity by asking restaurant owners to participate with a themed drink or appetizer to match the piece of art closest to their establishment Those enjoying the evening can sip, shop, and admire the artwork Storylines celebrating artists amplify artistic representation in Downtown West Palm Beach.
Famous YouTuber Visits Petez Pops in Downtown West Palm Beach for Exotic Soda Tasting
Khanna Connections wants to collaborate with businesses in the DDA and provide media and communications support for newsworthy events For example, Petez Pops has famous influencers at his shop often and we want to highlight campaigns, activations and meet-and-greets deemed appropriate by stakeholders and our communication goals
E. Performance Monitoring and Evaluation
Objective: Measure the effectiveness of the branding strategy and make data-driven adjustments
● Key Performance Indicators (KPIs): Establish KPIs such as brand awareness, engagement rates, and visitor numbers.
● Continuous Feedback Loop: Collect feedback from stakeholders and adjust strategies as needed.
● Reporting: Regularly analyze and report on performance metrics to assess progress and identify areas for improvement
●
Crisis Communications
The DDA faces several challenges in crisis situations, including:
● Public Perception: Ensuring accurate and timely information reaches the public to maintain trust and prevent misinformation.
● Stakeholder Coordination: Aligning communication strategies with various stakeholders, including local businesses, residents, and government entities.
● Media Relations: Managing media inquiries and coverage to ensure fair and accurate reporting
● Internal Communication: Keeping employees informed and aligned with the crisis management plan
● Resource Allocation: Effectively deploying resources to handle the crisis and its communication needs.
● Unregulated Independent Media Sites: Countering social media pages that reshare negative Downtown West Palm Beach activity in real time with building a relationship with those pages, intentionally sharing positive activities and stories.
A. Proactive Planning
● Risk Assessment: Regularly identify potential risks and crisis scenarios that could impact the DDA
● Crisis Communication Plan: Develop and maintain a comprehensive crisis communication plan that outlines roles, responsibilities, and procedures.
● Training and Drills: Conduct regular training sessions and simulated crisis drills for staff to ensure preparedness
B. Swift Response
● Crisis Team Activation: Immediately activate the crisis communication team upon identifying a crisis
● Initial Communication
● Rapid Response: Issue an initial statement acknowledging the situation and committing to providing updates as more information becomes available
● Accuracy and Transparency: Ensure all communication is factual, transparent, and accurate to maintain public trust
C. Stakeholder Coordination
● Social Media Channels: Utilize social media platforms to disseminate information quickly and engage with the community.
● Website Updates: Utilize pop up messages and e-blasts to get information out quickly and accurately
● Stakeholder Briefings
● Regular Updates: Provide regular updates to local businesses, residents, and government entities
● Two-Way Communication: Encourage and facilitate feedback from stakeholders to address concerns and questions promptly
D Media Relations
● Designated Media Spokesperson: Appoint a trained media spokesperson to handle all media inquiries
● Consistent Messaging: Ensure all messaging is consistent across different media channels
● Press Releases and Conferences: Draft and release immediately
● Timely Press Releases: Issue press releases as new information becomes available.
● Press Conferences: Hold press conferences to provide detailed updates and answer media questions.
E. Internal Communication
● Staff Briefings: Keep staff informed at appropriate levels
● Initial Briefing: Brief all staff immediately upon identifying a crisis
● Ongoing Updates: Provide regular updates to keep staff informed of developments and their roles.
● Enlist Support Systems
● Employee Support: Offer support resources for employees affected by the crisis
F. Monitoring and Evaluation
● Crisis Monitoring
● Real-Time Monitoring: Use monitoring tools to track public sentiment, media coverage, and social media conversations.
● Feedback Loop: Establish a feedback loop to adjust communication strategies based on real-time data
● Post-Crisis Evaluation
● Debriefing Sessions: Conduct debriefing sessions with the crisis communication team to evaluate the response
● Implement New Policies: Identify lessons learned and update the crisis communication plan accordingly
G. Community Engagement
● Social Listening: Monitor social media to understand concerns and gather feedback
● Transparency and Accountability: Maintain transparency and accountability in all communications to rebuild and strengthen public trust.
● Reputation Management
● Positive Messaging: Post-crisis, focus on positive stories and achievements to rebuild the DDA's reputation
● Community Involvement: Engage the community in recovery efforts to foster a sense of solidarity and resilience.
Documentation of communication results
● Media Monitoring: Track media coverage to gauge the reach and impact of the DDA’s media relations efforts
● Sentiment Analysis: Analyze the tone and sentiment of media coverage to assess public perception
● Reporting and Analysis: Compile regular reports on media activities and outcomes to inform future strategies and improve effectiveness.,
● Hold Monthly Meetings with Stakeholders: Meet to evaluate progress and plan ahead.
● Evaluate YouTube, Podcast, RSS, and syndicated channels: Monitor the numbers of listeners, subscribers, downloads, and shares to measure the effectiveness
● Send Stakeholders a Monthly Report: Include media coverage, quality of coverage, number of press releases, distribution numbers, pick up rates, media inquiries, interviews and press events, effectiveness of campaigns, campaign results, influencer partnerships, metrics on influencer engagements, and any outstanding action items.
Media Relations
A. Media List Development
● Identify Key Media Outlets: Develop a comprehensive list of local, regional, and national media, social media and blogger outlets that are relevant to the DDA’s objectives
● Build Relationships: Cultivate relationships as necessary with journalists, editors, and influencers who cover urban development, art, dining, experiences, community news, and local events
B. Message Crafting
● Core Messages: Define clear and consistent core messages that highlight the DDA’s mission, vision, and key initiatives
● Tailored Messaging: Customize messages for different media outlets to ensure relevance and appeal for their readers.
● Create specific messaging per campaign, event, activation or launch
● Media Training: Provide media training for key spokespersons to ensure they are well-prepared for interviews and press interactions
● Prepared Statements: Prepare and review statements and talking points in advance for anticipated media inquiries and interviews.
C. Communications & Media Plan Development
● Identify all Local and National Campaigns and Calendars: Develop a comprehensive list of local, and national campaigns that are relevant to the DDA’s objectives
● Create a Media Plan: Develop an annual media plan that includes is re-evaluated monthly
● Build Relationships: Cultivate relationships as necessary with journalists, editors, and influencers who cover urban development, art, dining, experiences, community news, and local events.
● Identify Local and National Awards: Slate deadlines and apply for awards that position Downtown West Palm Beach as a tourist, business and family friendly destination
● Seek Relevant Speaking Opportunities: Provide the DDA with opportunities to communicate their unique value propositions and messaging.
● Profile/Feature pitches on DDA stakeholders
● Create an editorial deadline: Research national and local magazine editorial calendars to create storylines and note deadlines to ensure opportunities are not missed
● Co-op Opportunities: Work with established partners of the DDA for visibility opportunities.
● Incorporate Modern Media Tactics: Use appropriate independent media channels like local and national social media outlets, YouTube outlets and podcasts for niched reach
D. Content Development
● Press Releases: Regularly issue press releases to announce new initiatives, events, and significant achievements or milestones.
● Media Advisories: Send out media advisories to inform the press about upcoming events and opportunities for coverage.
● Op-eds and Articles: Place op-eds and feature articles in relevant publications to provide deeper insights into the DDA’s work and impact
● Influencer Marketing: Use influencers who have brand tones in step with the DDA’s tone Utilize their reach to hit wider audiences
● Social Media Collaboration: Work closely with the social media company to align communication calendars and maximize press placements by resharing on social media, in e-blasts, and repurposing content
● E-Blast and Text Service: Collaborate with email and text marketing arm about relevant campaigns and messaging.
● Create Independent Media Channels: Create a YouTube, Video Podcasts, and Audio Podcasts to provide a platform for DDA residents and business owners to share news and stories relevant to the DDA’s communication goals We can develop the season outline, show titles, strategic guests, and implement an information
collection system for capturing the seed questions, titles, boilerplate language and asset of guests for streamlined production.
E. Media Outreach
● Proactive Pitching: Actively pitch story ideas to journalists that align with their editorial calendars and interests.
● Responsive Pitching: Respond to daily national journalist queries to drive storylines
● Press Conferences and Events: Organize press conferences and media events to provide firsthand information and create opportunities for direct interaction with the DDA’s leadership.
● Media Tours: Conduct tours of Downtown West Palm Beach to showcase developments and highlight success stories
● Online Newsrooms: Maintain an online newsroom on the DDA’s website with press releases, media kits, and contact information readily available for journalists
F. Relationship Building
● Personal Engagement: Engage with journalists and media representatives personally through meetings, lunches, and informal interactions to build trust and rapport
● Response Management: Respond promptly and professionally to media inquiries to foster positive relationships and maintain credibility
● Relationship Management: Engage with existing and new partners of the DDA professionally and promptly.
● Relationship Building: Khanna Connections has a pulse and a presence in Palm Beach County. We keep an ear out for new opportunities, partnerships and collaborations at all times.
● Collaborations: Partner with local businesses, tourism boards, and community organizations to amplify messages and leverage collective media outreach efforts.
● Sponsorships and Endorsements: Seek opportunities for sponsorships and endorsements from influential community figures to enhance the DDA’s media presence.
● Market Insights: Industry reports, company expansions, and CSR activities
● Headline: Craft a compelling and concise headline that grabs attention
● Lead Paragraph: Summarize the main points who, what, where, when, why, and how
● Body: Provide detailed information, quotes from key personnel, and supporting facts.
● Multimedia: Include high-quality images and videos where applicable
● Call to Action: Direct readers to where they can find more information or engage further.
B. Approval Process
● Internal Review: Ensure accuracy and alignment with brand messages
● Legal Compliance: Confirm compliance with legal standards and regulations
● Final Approval: Secure sign-off from top management.
C. Distribution
● Media List: Maintain an updated list of relevant journalists and media outlets
● Timing: Schedule for optimum timing, considering news cycles and time zones.
● Channels: Utilize email distribution services, your company website, and social media platforms
D. Monitoring and Analytics
● Track Pickup: Monitor media coverage and track which outlets pick up your release.
● Assess Impact: Use analytics tools to measure engagement and audience reach
● Feedback Loop: Gather feedback and adjust future strategies based on performance.
Media Interviews
Management Methodology
A. Preparation
● Research: Understand the interviewer, the media outlet, and their audience.
● Key Messages: Develop and rehearse key talking points relevant to the interview topic.
● Scenarios: Prepare for potential questions, including difficult or sensitive ones
B. Speaker Training
● Media Training: Equip spokespersons with skills to handle various interview formats live, recorded, on-camera, or phone.
● Mock Interviews: Conduct practice sessions to build confidence and fluency
● Message Consistency: Ensure all spokespersons deliver a consistent brand message.
C. Execution
● On the Day: Arrive early, stay composed, and stick to the prepared messages
● On Brand: Provide brand kit and guidelines ahead of interview.
● Engagement: Listen carefully, answer clearly, and bridge back to your key points
● Non-Verbal Cues: Maintain positive body language and eye contact
D. Post-Interview Follow-Up
● Fact-Check: Review the published interview for accuracy.
● Clarifications: Promptly address any misquotes or inaccuracies with the media outlet
● Gratitude: Send a thank-you note to the interviewer and media team.
E. Analysis and Improvement
● Review Performance: Assess what went well and identify areas for improvement
● Audience Feedback: Collect and analyze feedback from the target audience.
● Continuous Training: Update training protocols based on the latest media trends and feedback
2. Quality of previous work:
3 Include innovative/creative approaches that were successful in achieving a client’s Public Relations Services:
We believe that traditional public relations strategies are dated and no longer sustainable A perfect PR strategy now combines public relations, community relations, partnerships, co-marketing opportunities, engagement with both traditional and independent media, and quick responsiveness to the intended audience This approach requires out-of-the-box thinking, proactive and responsive pitching, creativity, and powerful partnerships.
1 Khanna Connections devised an innovative approach to Advanced Surgical Physicians' PR needs by aligning their brand with preventative health, and combat a narrowed vision that a surgeon's primary focus is on surgical interventions To achieve this, we organized the Advanced Surgical Physicians Obstacle Course 5k at Okeeheelee Park This event was strategically designed to highlight the importance of physical fitness and overall wellness Partnering with Clinics Can Help as the beneficiary added a philanthropic partnership, while securing sponsors and vendors ensured robust community engagement. The event drew hundreds of participants, providing a bold demonstration that surgeons are invested in preventative healthcare The successful turnout and positive media coverage effectively communicated Advanced Surgical Physicians' commitment to holistic health, enhancing their reputation within the community
2 When the Central Palm Beach Chamber and Hispanic Chamber of Palm Beach merged, maintaining their distinct identities while forming a cohesive new brand was imperative Khanna Connections helped by convening a focus group of trusted advisors, including key community leaders and stakeholders, to collaborate on the merger's messaging, new logo design, and public narrative This collective, inclusive strategy ensured that the voices of both communities were heard and respected. The result was a carefully crafted brand identity that honored the legacy and identity of both chambers while presenting a unified front. Khanna Connections' thoughtful and creative approach not only minimized brand confusion but also protected each brand's identity and acceptance
3 When COVID-19 was at its peak, newsrooms around the globe closed their doors, but the need to deliver critical public health information remained Khanna Connections rose to the occasion with innovative PR strategies that ensured essential news reached the public Despite lockdowns and strict health protocols, we devised a solution to live-stream expert interviews and panel discussions directly from our living room We transformed our space into a makeshift studio, cleverly incorporating a TV for logo and branding to maintain a professional appearance Our limited equipment didn't deter us; instead, it fueled our creativity, resulting in a polished and professional live-stream setup. Remarkably, we facilitated real-time, two-way conversations with no newsroom support, broadcasting through their channels, demonstrating our commitment to overcoming
extreme challenges This initiative not only met our client’s PR objectives but also showcased our ability to adapt and innovate under pressure.
4. Demonstrate that company understands the DDA’s needs as they pertain to this RFP:
Khanna Connections, with its robust network and wide media reach, is uniquely positioned to understand and meet the DDA’s strategic public relations needs Our agency has a proven track record in the industry, ensuring we can effectively promote Downtown West Palm Beach as a premier destination We specialize in amplifying successes through compelling storytelling that resonates with both business and travel audiences Leveraging our in-house production team, we can deliver high-quality media content that captures the essence of your district. Our strategic counsel is grounded in deep knowledge of local taxing districts and their unique challenges We actively engage with top-tier media outlets to ensure year-round, quality exposure for our clients. By partnering with us, the DDA will benefit from targeted media relations that enhance visibility and reputation Together, we will position Downtown West Palm Beach as a must-visit destination, and the preferred place to live and work, driving both tourism and business growth.
Khanna Connections wants a more cohesive working relationship between the businesses and opportunities in West Palm Beach and the DDA. For instance, the owner of Petez Pops on Clematis is currently posting on social media with increasing alarm that he needs increased foot traffic into the store Business owners should feel confident that the DDA supports them and be aware of the resources offered by the DDA. Additionally, by collaborating with existing setups like the one at Mandel Library on Clematis, we support a local organization while producing engaging content with notable residents and visitors, such as Dr. Andrew Huberman, the world's #1 podcast host who will be visiting the nearby Palm Beach Convention Center for the Eudēmonia Summit in November Khanna Connections wants to catch the opportunities that are currently being missed.
We live here We work here And we have an invested interest for all of us to thrive here
Thank you for allowing us to submit this proposal.
9.2.5 Evaluation Factor 5
Khanna Connections requests $9500.00 retainers a month for services outlined in this proposal An additional budget would need to be identified for paid advertising, or supportive services such as videography, social media management, mailing costs, email marketing or photography
MEMO
To: DDA Board
Rick Reikenis, Chairman
Robert Sanders, Vice Chairman
Samantha Bratter
Peter Cruise
Tim Harris
Daryl Houston
Bernardo Neto
From: Teneka James-Feaman, Executive Director
RE: Interlocal Agreement 2024-2029, with 5-year extension
Date: October 15, 2024
Staff seeks approval of the new Interlocal Agreement, which defines the fiscal relationship, roles, and responsibilities between the Downtown Development Authority, the West Palm Beach Community Redevelopment Agency, and the City of West Palm Beach.
Staff has prepared a presentation on the critical elements of the Agreement.
INTERLOCAL AGREEMENT AMONG THE WEST PALM BEACH COMMUNITY REDEVELOPMENT AGENCY, THE CITY OF WEST PALM BEACH AND THE WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY REGARDING THE DDA WORK PLAN; EXEMPTION FOR THE TAX INCREMENT PORTION OF THE 2ND MILL OF AD VALOREM TAX AND DOWNTOWN MOBILITY AND DOWNTOWN PUBLIC SPACE MAINTENANCE (FISCAL YEARS 2024-2029)
WPB Contract No. 33251
CRA Res. No. 24-59
City Res. No. 234-24
THIS INTERLOCAL AGREEMENT is made and entered into by and between
WEST PALM BEACH COMMUNITY REDEVELOPMENT AGENCY, a public body corporate and politic, under Part III, Chapter 163, Florida Statutes, (the “CRA”),
CITY OF WEST PALM BEACH, a municipal corporation of the State of Florida (the “City”); and
WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY, an independent special district established under the laws of the State of Florida, whose address is 107 S. Olive Ave, Suite 200, West Palm Beach, Florida 33401-5322 (the “DDA”);
WHEREAS, it is the purpose and intent of this Agreement, the parties hereto and the Florida Interlocal Cooperation Act of 1969, as amended, to permit the City, the CRA and the DDA to make the most efficient use of their respective powers, resources and capabilities by enabling them to cooperate on the basis of mutual advantage and provide a means by which the parties may exercise their respective powers, privileges and authorities that they share in common and that each might exercise separately; and
WHEREAS, the CRA undertakes activities for redevelopment and to remedy blight in the Downtown/City Center District of the West Palm Beach Community Redevelopment Agency; and
WHEREAS, the DDA has organized and established as one of its primary goals to revitalize the Downtown area of the City of West Palm Beach and to promote commercial and economic development and to improve the quality of life for residents residing in the Downtown area; and
WHEREAS, the CRA adopted a Strategic Finance Plan for the Downtown/City Center District on November 7, 2005, which is amended from time to time; and
WHEREAS, the Strategic Finance Plan proposes funding to be allocated to the DDA in support of the DDA’s efforts and missions in the Downtown area; and
WHEREAS, by Resolution No. 09-61, the CRA approved and the CRA and DDA entered
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into an Interlocal Agreement Regarding the DDA Work Plan, Exemption for the Tax Increment Portion of the 2nd mill of Ad Valorem Tax and Operation of the Trolley System, dated August 31, 2009, regarding funding of the DDA Work Plan through September 30, 2014; and
WHEREAS, by City Resolution No. 168-14 and CRA Resolution No. 14-15, the City, CRA and DDA entered into an Interlocal Agreement, which was filed in the Public Records of Palm Beach County on December 13, 2014, in Official Record Book 27217, Page 0396, regarding Funding of the DDA Work Plan through September 30, 2019, Exemption for the Tax Increment Portion of the 2nd Mil of Ad Valorem Taxes, and Operation of the Trolley System (the “2015 Interlocal Agreement”); and
WHEREAS, by City Resolution No. 19-58 and CRA Resolution No. 414-19, the City, CRA and DDA entered into an Interlocal Agreement, which was filed in the Public Records of Palm Beach County on January 13, 2020, in Official Record Book 31153, Page 1223, regarding Funding of the DDA Work Plan through September 30, 2024, Exemption for the Tax Increment Portion of the 2nd Mil of Ad Valorem Taxes, and Operation of the Trolley System (the “2020 Interlocal Agreement”); and
WHEREAS, the DDA has approved its Work Plan for fiscal years 2024-2029, which plan includes expansion of its public space maintenance programs, policing and safety enhancements, special events programming, and mobility services; and
WHEREAS, the CRA desires enter into this Interlocal Agreement with the DDA to provide for the funding and implementation of the DDA’s updated Work Plan; and
WHEREAS, the City Commission is authorized to grant an exemption from the requirement to appropriate funds to the redevelopment trust fund pursuant to Section 163.387(2)(d)(1), Florida Statutes, by execution of an interlocal agreement with the DDA establishing the conditions of the exemption, including the time of which the exemption is granted; and
WHEREAS, the City and DDA desire to continue the exemption, subject to the terms and conditions of this agreement;
NOW, THEREFORE, in consideration of the mutual covenants contained herein and other good and valuable consideration, the value of which is hereby acknowledged by both parties, the parties agree as follows:
SECTION 1: INCORPORATION OF RECITALS
The recitals set forth above are incorporated herein and made a part of this Agreement.
SECTION 2: TERM OF AGREEMENT
2.1 Effective Date. This Agreement will become effective upon execution by all parties and filing with the Clerk of the Circuit Court of Palm Beach County, Florida, as required by Section 163.01(11), Florida Statutes. The obligations of the parties under this Agreement shall be deemed to have commenced as of October 1, 2024.
2.2 Term. This Agreement shall continue through September 30, 2029, unless extended or terminated in accordance with the provisions of this Agreement
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2.3 This Agreement may be extended by written agreement executed by the parties for one (1) additional 5-year term (i.e., Fiscal Years 2030-2034) (the “Extended Term”) provided that (i) the DDA has adopted a Work Plan for the Extended Term and (ii) the adopted Work Plan has been approved by the CRA Board of Commissioners
SECTION 3: DDA WORK PLAN, RIGHTS, AND OBLIGATIONS
3.1 Work Plan. The DDA agrees to adopt and implement the specific programs and redevelopment initiatives contained in the DDA Work Plan for Operations, Programs and Capital Activity, Fiscal Years 2024-2029, an Executive Summary of which is attached hereto as Exhibit A (the “Work Plan”).
3.1.1 The CRA acknowledges that the items contained in the Work Plan contained in Exhibit A are supportive of the approved CRA Redevelopment Plan and the current Strategic Finance Plans (the “Approved CRA Plan”) The DDA agrees that the Work Plan expenditures must be supportive of the Approved CRA Plan, as amended.
3.1.2 Amendments to the specific programs and redevelopment initiatives in the Work Plan that are funded by the CRA pursuant to this Agreement will require approval by the CRA Board of Commissioners.
3.2 The DDA’s work plan for fiscal years 2024 - 2029 includes funding for Clematis Street trash can maintenance, pursuant to Section 6 of this Agreement.
3.3 The DDA’s work plan for fiscal years 2024 - 2029 includes funding for landscaping services for the City Center garage and courtyard and City parking garages pursuant to Section 7 of this Agreement
3 4 The DDA’s work plan for fiscal years 2024-2029 includes funding for landscaping of the Banyan Boulevard streetscape, pursuant to Section 7 of this Agreement.
3.5 The DDA’s work plan for fiscal years 2024 - 2029 includes funding for pressure washing of certain public spaces, pursuant to Section 8 of this Agreement
3 6 Ad valorem Second Mill Increment Equivalent. The DDA shall utilize the funds it receives pursuant to subsection 4.1, an amount equivalent to the increment from the second mill of DDA ad valorem taxation (hereinafter “DDA Work Plan Funding,” as further defined below), to fund mobility programs serving the downtown; marketing the Downtown and programs to retain and attract businesses; clean and safe programs; and residential and community engagement programs, pursuant to this Agreement. Any use of the DDA Work Plan Funding for other programs must be (1) approved by the City Commission, and (2) supportive of the Approved CRA Plan, as same may be amended from time to time
3.6.1 The DDA shall provide the City with its proposed budget for DDA Work Plan Funding the upcoming fiscal year on or before July 15th of each year
3.7 Books and Records. The DDA shall maintain books, records and documents in accordance with accounting procedures and practices which sufficiently and properly reflect all revenues and expenditures of the Work Plan Funding under this Agreement. All of the DDA’s
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books, records and documents related to this Agreement must be made available for inspection or audit by the CRA and any other organization conducting reviews for the CRA, without notice, throughout the term of this Agreement. In addition, the DDA must retain all records related to this Agreement in proper order for at least three (3) years following expiration of this Agreement, unless a longer period is required by law, or the records are related to ongoing litigation. The CRA shall have access to such records, for the purposes of inspection and audit, during this three (3) year period. This subsection shall survive termination or expiration of this Agreement.
3.8 Reports. The DDA shall provide the City and CRA with a report on how the increment from the second mill of ad valorem taxation was spent during the prior fiscal year by February 28th of each year.
SECTION 4: CITY’S GRANT OF EXEMPTION, CONSENT, RIGHTS, AND OBLIGATIONS
4.1 2nd mill Exemption. The DDA shall be exempt from the requirement to fund the redevelopment trust fund with the increment generated by the second mill of DDA ad valorem taxation (such amount being referred to herein as “DDA Work Plan Funding.”) The City agrees the DDA shall be exempt from the requirement to fund the DDA Trust Fund for fiscal year 2024 and for each succeeding fiscal year for the term of this Agreement, through September 30, 2029, unless the City revokes the exemption for a specific fiscal year pursuant to Section 4.1.2 or unless this Agreement is terminated pursuant to Section 9. The amount of DDA Work Plan Funding will be depend upon the property evaluations as set by the property appraiser; however, the parties agree that for fiscal year 2024-25 the amount budgeted for the DDA Work Plan Funding is $3,517,338.00.
4.1.1 The City may revoke the exemption for the next fiscal year by following the procedure in Section 4.1.2 if the City determines, in its sole discretion, that:
(a) The activities to be funded by the DDA Work Plan Funding with revenue received from the CRA do not further the Approved CRA Plan; or
(b) The fiscal and operational impact of the continued grant of the exemption impairs the ability of the CRA to implement the Approved CRA Plan; or
(c) The DDA does not submit its proposed budget for the increment from the second mill in accordance with Section 3.1.1 However, in such event, the City shall give the DDA written notice of the failure to timely submit the budget and shall provide the DDA additional time, but no later than August 15th of such year, to provide the proposed budget before City may revoke the exemption.
(d) The continued grant of the exemption impairs the incurred debt of the CRA or the outstanding bonds that have pledged tax increment revenues to the repayment of the bonds, including but not limited to the ability of the CRA to make payments pursuant to the Interlocal Agreement between the City and CRA approved by Resolution No. 262-93 and any amendments to such Interlocal Agreement, and as provided in Section 5.1.4; or
4.1.2 The City may revoke the exemption for the next fiscal year, in accordance with the following procedure. The City may only revoke the exemption at a public hearing after providing public notice of the hearing complying with the notice requirements contained in Section 163.387(2)(d)3, Florida Statutes, and by providing written notice to the DDA at least seven (7) days prior to the hearing. The written notice to the DDA must include the reason the City is
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considering revoking the exemption, citing the applicable provision of Section 4.1.1 The DDA may present revisions to its budget addressing that reason prior to or at the public hearing called to consider revoking the exemption. An affirmative vote to revoke the exemption must occur at the public hearing prior to August 22nd in order for the City to revoke the exemption for the following fiscal year.
4.1.3 If the City does not revoke the exemption at a public hearing prior to August 22nd of any preceding fiscal year, the exemption shall remain in full force and effect for the next fiscal year.
4.1.4 Waiver. In consideration of the additional terms of this Agreement, the City, CRA and DDA, hereby waive and forgive the five percent (5%) penalty for failure to timely make the required increment payment pursuant to Sec. 163.387(2), Fla. Stat., and any other claim related thereto.
4.2 Additional Services. Notwithstanding any other provision in this Agreement, the City and/or CRA may request the DDA to provide work or services in addition to those identified in the DDA Work Plan and Approved CRA Plan. If DDA agrees to provide such additional work or services, City/CRA shall agree to provide additional funding above the DDA Work Plan Funding. Such additional services shall be agreed to in writing, executed by the Mayor or CRA Chair, as appropriate, either as a work order under this Agreement or in a separate agreement between the City/CRA and DDA specifying the work or services and funding obligation.
4.3 Downtown Mobility Program. The DDA agrees to fund on demand vehicles, or similar vehicles operating pursuant to the City’s Downtown Mobility Program, to service the Downtown area and reduce the number of single use vehicles in the Downtown with an annual cap on cost to the DDA of $437,500.00.
4.4 Community Outreach and Safety Fund. The DDA’s Work Plan shall contain, and the DDA shall allocate in its annual budget a minimum of $50,000.00 from the Community Outreach and Safety line item to be used by the City’s Entertainment District Police Unit to assist persons experiencing homelessness with funding to find a place to stay, transportation to shelter, and/or other support services.
4.5 Special Events and Event Permit Fees. The DDA shall, in its discretion, organize pop-up and placed-based events that promote the attractiveness and accessibility of downtown facilities. The City agrees that the DDA shall not be required to pay for a City special event permit fee, provided the following conditions are met:
a) DDA still submits a special event application, so City has knowledge of event
b) DDA is the primary event producer and applicant.
c) DDA will have a representative onsite during the event
d) Event is free and open to the public
e) Event is consistent with and in furtherance of DDA Work Plan
f) Event does not conflict with a planned City event, unless discussed and mutually agreed upon in writing by both parties
g) All City ordinances/requirements for deadlines are met.
h) All City ordinances/requirements for insurance are met.
i) All City ordinances/requirements for alcohol licenses are met.
j) DDA will pay other costs, including costs for police, fire, parking, sanitation fees (fees associated dumpster tipping fees), and staff costs based on stand-alone
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events (no duplication of staff fees during other events happening in downtown) Subject to discussion and mutually agreed upon.
k) DDA will be responsible for any damages to City property.
4.5.1 Art events, including performance art events, shall be processed through the special events process in accordance with Section 4.5 Art that is related to physical exhibits, whether temporary or permanent, that are to be located within a public right of way or other public space must be submitted through the City’s Art Life WPB process.
SECTION 5: CRA’S FUNDING OBLIGATIONS
5.1 DDA Work Plan Funding. The CRA acknowledges that the items contained in the Work Plan contained in Exhibit A are supportive of the approved CRA Redevelopment Plan, as amended.
5.1.1 For each year of the term of this Agreement, the CRA shall provide to the DDA, for the purpose of funding the Work Plan, an amount calculated as follows: (i) 95% of the revenue to be generated by the DDA on a full 2.00-mill levy based on certified values of properties within the DDA district, as provided by the Palm Beach County Property Appraiser’s Office (the “PAO”); reduced by (ii) to the extent any of the DDA 2nd Mill is levied, the amount of the DDA 2nd Mill which is exempted.
5.1.2. The CRA, subject to the provisions set forth in this Agreement, shall annually provide to the DDA the DDA Work Plan Funding on or before January 15th.
5.1.3. The amount of DDA Work Plan Funding will not exceed the amount equal to 2 mills of ad valorem taxation for the DDA District, as calculated based on final certified values by the Palm Beach County Property Appraiser.
5.1.4. The CRA and the DDA hereby agree that the CRA’s obligation to provide the DDA Work Plan Funding under this Agreement should be payable solely from Legally Available Tax Increment Revenues (defined below) deposited in that certain Redevelopment Trust Fund created on September 10, 1984 pursuant to Section 163.387, Florida Statutes. “Legally Available Tax Increment Revenues” shall mean the balance of CRA Tax Increment Revenues remaining in the Redevelopment Trust Fund: (i) pursuant to the provisions of Resolution No. 06-93 adopted by the Board on November 6, 2006, and all subsequent resolutions approving bond issuances, including but not limited to Resolution Nos. 15-24 and 19-1, adopted by the Board for all outstanding bond payment obligations, including but not limited to the Series 2006A, 2006B, 2010A, 2015 and 2019 bonds (the “Bond Resolutions”); (ii) the CRA Interlocal Obligations (as defined in that certain Omnibus Subordination Amendment to Interlocal Agreement dated December 6, 2004 between the City and the CRA), and (iii) the obligation of the CRA to pay Increment Revenues under that certain Interlocal Agreement dated June 19, 2006 between the City and the CRA relating to Public Service Tax Bonds and (iv) any other debt obligation of the CRA; after the application of CRA tax increment revenues to satisfy such payment obligations. The obligation of the CRA to provide the DDA Work Plan Funding from such of Legally Available Tax Increment Revenues is subordinate and inferior to the CRA’s pledge of tax increment revenue toward its payment obligations under bonds issued and agreements made by the CRA, including all future obligations incurred by the CRA, secured by or payable from tax increment revenues. The DDA acknowledges and agrees that the CRA’s tax increment revenues are not pledged to the payment of the DDA Work Plan Funding
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5.1.5. The CRA may suspend its obligation to provide the DDA Work Plan Funding for the next fiscal year by following the procedure in Section 5.1.6 if the CRA determines, in its sole discretion, that:
(a) The activities to be funded by the DDA do not further the Approved CRA Plan, as specified within this Agreement; or
(b) The DDA’s activities have not been conducted in a diligent, thorough and professional manner consistent with good business practice; or
(c) The DDA’s expenditures are not in furtherance of the Work Plan;
(d) Sufficient Legally Available Tax Increment Revenues are not available.
5.1.6. The CRA may suspend its obligation to provide the DDA Work Plan Funding for the next fiscal year, in accordance with the following procedure. The CRA may only suspend the funding at a public hearing after providing public notice of the hearing complying with the notice requirements contained in Florida Statutes Section 163.387(2)(d)(3) and providing written notice to the DDA at least seven (7) days prior to the hearing. The written notice to the DDA must include the reason the CRA is considering suspending the funding, citing the applicable portion of Section 5.1.5, and the DDA may address that reason prior to or at the public hearing called to consider the suspension of the funding. An affirmative vote to suspend the funding must occur at the public hearing prior to August 22nd in order for the CRA to suspend the funding for the following fiscal year. If the CRA does not suspend the DDA Work Plan Funding at a public hearing prior to August 22nd of any preceding fiscal year, the funding shall remain in full force and effect for the next fiscal year. In the event that the CRA suspends its obligation to provide the DDA Work Plan Funding for any next fiscal year in accordance with this Agreement, the DDA retains its rights in accordance with Section 4.1 of this Agreement.
33251 101024 4885-6835-8126, v. 1 and will only be available to satisfy the obligations of the CRA under this Agreement after the CRA has, in each fiscal year, satisfied its payment obligations for which the tax increment revenues have been pledged. Such covenant to budget and appropriate does not create any lien upon or pledge of such Legally Available Tax Increment Revenues, nor does it preclude the CRA from pledging in the future CRA tax increment revenues or Legally Available Tax Increment Revenues, nor does it give DDA a prior claim on the Legally Available Tax Increment Revenues as opposed to claims of general creditors of the CRA. The CRA’s funding obligations under this Agreement are subject, junior, inferior and subordinate as to source and security for payment and in all other respects to obligations secured by a pledge of CRA tax increment revenues or Legally Available Tax Increment Revenues heretofore or hereinafter entered into (including the payment of debt service on bonds and other debt instruments). The duty of the CRA to budget and appropriate amounts sufficient to meet its obligations under this Agreement is subject in all respects to the restrictions of Florida law which provides that the CRA Board make appropriations for each fiscal year which, in any one year, shall not exceed the amount to be received from its revenue sources.
SECTION 6: TRASH CAN MAINTENANCE/STREET CLEANING
6.1 Clematis Street ROW Trash Can Maintenance: The DDA agrees to maintain the trash cans in the City’s right of way (ROW) on Clematis Street, from Flagler Drive to Tamarind Avenue. Such “maintenance” is defined as follows:
1. The emptying of such trash cans located within the ROW of Clematis Street from 100 – 700 blocks, seven (7) days per week.
2. Wiping off (cleaning) cans.
3. Replacement of broken locks.
4. All other maintenance shall be reported to the Public Works Department and DDA will work with them to determine how to proceed with repairs
5. DDA will not be responsible for replacing any cans.
6. DDA will not be responsible for cans that are not owned by the City; cans that are located outside of the right of way; and, cans located on City properties such as: City Hall Courtyard, Parking garage entrances or properties, Police Station, Great Lawn, Lake Pavilion, or other City facilities.
7. DDA will not be responsible for any cans located on private property. A map of the trash cans to be maintained by DDA under this Agreement is attached as Exhibit B
6.1.1 Clematis Street Trash Can Maintenance shall be provided by DDA at no additional cost to the CRA or City.
6.2 Additional Services
6.2.1 The City and/or CRA may request additional street cleaning services, at additional expense, by written work order detailing the additional services and costs, duly executed by the Mayor or CRA Chair, as appropriate.
6.2.2 The DDA will invoice the City on a quarterly basis for services provided, as a pro rata portion of the annual cost. DDA shall email invoices to wpbap@wpb.org, accompanied by backup documentation. Invoices shall indicate the time period of the charges..
6.2.3 Notice of funding increases for any authorized street cleaning services shall be submitted to the City no later than August 1st of each year with appropriate back-up for an effective date of October 1st. Increases shall be capped at 3%. Any changes in service by DDA which will increase the budget costs during a budget year requires the prior written approval of the City.
6.2.5 Services may be terminated at any time with a 30-day notice from the City/CRA. The City/CRA will be obligated only for the cost of services rendered up to date of termination.
6.4 Cleaning services not provided by the DDA:
i. Crime Scene Cleanup
ii. Trash and Debris on Private Property.
iii. Illegal dumping in alleys, along the waterfront, or on private property.
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iv. Removal of large items like furniture, piles of landscaping materials, etc.
v. Removal of personal items such as bags, clothing, and bedding that are the property of homeless individuals.
SECTION 7: LANDSCAPING SERVICES
7.1 The DDA shall provide exterior landscaping services described below in the in the areas described below, for the cost indicated.
7.2 Landscaping Services The following shall constitute DDA’s landscaping services, unless otherwise noted:
a. Maintain optimal growing conditions for all plant material. Care and maintenance include pruning, trimming, mowing, fertilizing, removal of dead plants and weeds hauling of landscape debris, removal of trash and litter, and proper disposal of debris, trash, and litter.
b. Remove trash and debris from roads and pedestrian areas to ensure a clean and tidy appearance.
c. Mow grass as needed where appropriate but no less than monthly.
d. Clean landscape beds of debris and errant plant material
e. Provide regular fertilization to optimize growth.
f. Monitor the life cycle of plants and trees and provide recommendations for optimum maintenance of plant material.
• Regular soil PH and fertilizer analysis to ensure proper composition and conditions.
g. Recommend tree trimmings by an Arborist.
• Inspect irrigation systems with monthly wet checks. Any irrigation system repairs or underground work will be performed at additional cost, upon written request by the City.
7.3 City / Parking Facilities – Landscape Service Locations:
a. Banyan Parking Garage: Services include those listed in Section 7.2
b. Clematis Parking Garage: Services include those listed in Section 7.2
c. Evernia Parking Garage: Services include those listed in Section 7.2
d. Sapodilla (Police) Parking Garage: Services include those listed in Section 7.2.
7.4 Additional City Locations for Landscaping Services:
a. City Center: Services include those listed in Section 7.2.
b. Banyan Blvd: From Australian Ave. to Quadrille Blvd. Banyan has unique landscaping and requires different services to properly maintain the new landscape installed during the Banyan Streetscape Project. The following services will be provided specific to this landscaping.
• Hand-weeding as-needed of the continuous landscape beds
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running along the North and South sides of Banyan Blvd from Quadrille Blvd to Australian Ave, preserving the mixture of Frog’s Fruit, Sunshine Mimosa, and Perennial Peanut while removing any nuisance weeds/grass from the landscaped area.
• Mowing, weed eating, and edging of large median turf areas.
• Removal of debris from landscaped areas.
• Ensuring conditions for optimal plant growth conditions, monitoring soil moisture and pH content regularly.
• Monthly irrigation wet check service to ensure proper functioning of the large, complex irrigation system servicing the area.
7.5 Landscaping Services Cost. City shall pay DDA for such landscaping services in the following amounts: *The DDA will RFP these services as required. Any increase to amounts below of less than 3% will not require additional approval. Any increase in excess of 3% will require City Approval. Irrigation Wet Checks are included in the prices listed below:
Banyan Parking Garage
Clematis Parking Garage
Evernia Parking Garage
Police (Sapodilla) Garage
City Center
Banyan Blvd
$1,412.00 per month = $16,944.00 annually
$1,147.34 per month = $13,768.08 annually
$1,267.88 per month = $15,214.56 annually
$1,543.63 per month = $18,526.56 annually
$2,447.33 per month = $29,367.96 annually
$6,911.30 per month = $82,935.60 annually
FY25 Total Annual Cost: $176,756.76
7.5.1 The City will compensate the DDA for landscaping services, as per this section. The DDA will invoice the City on a quarterly basis for services provided, as a pro rata portion of the annual cost. DDA shall email invoices to wpbap@wpb.org, accompanied by backup documentation. Invoices shall indicate the time period of the charges.
7.5.2 Notice of funding increases for landscaping services shall be submitted to the City no later than August 1st of each year with appropriate back-up for an effective date of October 1st Increases shall be capped at 3%. Any changes in service by DDA which will increase the budget costs during a budget year requires the prior written approval of the City.
7.5.3 The City and/or CRA may request additional services, at additional expense, by written work order detailing the additional services and costs, duly executed by the Mayor or CRA Chair, as appropriate
7.5.4 Services may be terminated at any time with a 30-day notice from the City/CRA. The City/CRA will be obligated only for the cost of services rendered up to date of termination.
7.6 Plant Replacement. Plant replacement is not included in the above services and costs. Upon request from the City or CRA for plant replacement or change out, the DDA will provide a written detailed cost proposal for authorization. Approval of such proposal shall be by written work order detailing the scope of services and costs, signed by the Mayor or CRA Chair, as appropriate.
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Upon DDA’s receipt of a signed work order, the DDA will proceed with the work.
7 7 Tree Trimming Trimming is not included in daily tasks. DDA may trim trees as needed within their budget parameters. The DDA can provide the City with a quote for large scale tree trimmings for a tree maintenance program Approval of such proposal shall be by written work order detailing the scope of services and costs, signed by the Mayor or CRA Chair, as appropriate The DDA will not be responsible for any tree replacements
7.8 Services not provided by the DDA:
1. Crime Scene Cleanup
2. Trash and Debris on Private Property.
3. Illegal dumping in alleys, along the waterfront, or on private property.
4. Removal of large items like furniture, piles of landscaping materials, etc.
5. Removal of personal items such as bags, clothing, and bedding that are the property of homeless individuals.
SECTION 8: PRESSURE WASHING PUBLIC SPACES
8.1 Pressure Washing/Cleaning Services. The DDA will pressure wash Clematis Street as provided herein. Pressure washing includes removal of litter, debris, and refuse; pressure washing of sidewalks, public benches and exterior of trash cans; removal of feces and vomit.
8.1.1 Clematis Street (Blocks 100 – 500): To be washed on a regular basis as needed at no additional cost to the City/CRA.
8.1.2 Additional Streets and Areas within the DDA District: Upon request from the City or CRA for pressure washing of additional streets within the DDA District, the DDA will provide a written detailed cost proposal Approval of such proposal shall be by written work order detailing the scope of services and costs, signed by the Mayor or CRA Chair, as appropriate. Upon DDA’s receipt of a signed work order, the DDA will proceed with the work. DDA shall email invoices to wpbap@wpb.org, accompanied by backup documentation. Invoices shall indicate the time period of the charges.
8 1.3 Cleaning services not provided by the DDA:
1. Crime Scene Cleanup
2. Trash and Debris on Private Property.
3. Illegal dumping in alleys, along the waterfront, or on private property.
4. Removal of large items like furniture, piles of landscaping materials, etc.
5. Removal of personal items such as bags, clothing, and bedding that are the property of homeless individuals.
SECTION 9: TERMINATION OF AGREEMENT
9 1 Termination
9.1 1 The DDA may terminate this Agreement in its sole discretion for no reason or for any reason by providing written notice of its intent to terminate as of the next fiscal year by
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providing such notice no later than July 1st to the other parties.
9 2 The City may terminate this Agreement in its sole discretion for no reason or for any reason by providing written notice of its intent to terminate as of the next fiscal year by providing such notice no later than July 1st to the other parties. However, if the written notice is not communicated to the DDA by the City by July 1 or if exemption has not been revoked by the City for the next fiscal year, as provided in this Agreement, the funding and the exemption shall remain in effect for the next fiscal year.
9.3 The CRA may terminate this Agreement and revoke the exemption in accordance with Section 4.1.2. The CRA may suspend its funding obligations under this Agreement for the next fiscal year in accordance with Section 5.1.5. However, if the written notice is not communicated to the DDA by the CRA by July 1 or if the funding has not been suspected by the CRA for the next fiscal year, as provided in this Agreement, the funding and the exemption shall remain in effect for the next fiscal year.
SECTION 10: GENERAL PROVISIONS
10.1 No Assignment. No party shall assign or transfer this Agreement without the written consent of the other parties.
10.2 Notices. Any notices required by this Agreement shall be in writing and shall be (as elected by the party giving such notice) hand delivered by messenger, courier service or prepaid overnight delivery service, or alternatively may be sent by United States Certified Mail, with Return Receipt Requested. Notices shall be provided to the following:
As to the CRA:
West Palm Beach Community Redevelopment Agency
401 Clematis Street
West Palm Beach, Florida 33401
Attention: Executive Director
With a copy to:
West Palm Beach City Attorney’s Office
City of West Palm Beach
Post Office Box 3366
West Palm Beach, Florida 33402-3366
As to the DDA:
West Palm Beach Downtown Development Authority
107 S. Olive Avenue, Suite 200
West Palm Beach, Florida 33401
Attention: Executive Director
With a copy to Legal Counsel
Janis Rustin, Esq
Lewis, Longman & Walker, PA
360 S. Rosemary Avenue, Suite 1100
West Palm Beach, FL 33401
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As to the City:
City of West Palm Beach
401 Clematis Street
West Palm Beach, Florida 33401
Attention: City Administrator
With a copy to:
West Palm Beach City Attorney’s Office
City of West Palm Beach
Post Office Box 3366
West Palm Beach, Florida 33402-3366
Attention: City Attorney
The effective date of any notice shall be the date of delivery of the notice if by hand delivery (provided a receipt is obtained), courier service (provided a receipt is obtained) or prepaid overnight delivery service; or, if mailed, upon the date which the Return Receipt is signed or delivery is refused, or the notice is designated by the postal authorities as non-deliverable, as the case may be.
10.3. Public Records.
10.3.1 DDA shall comply with Chapter 119, Florida Statutes, regarding public records. DDA shall keep and maintain all documents, correspondence, reports, computer files, emails, photographs, videos, etc., prepared in order to perform the services under this Agreement. A request to inspect or copy public records relating to this Contract must be made directly to the City. If the City does not possess the requested records, the City shall immediately notify the DDA of the request, and the DDA shall provide the records to the City or allow the records to be inspected or copied within a reasonable time at the cost that would not exceed the cost allowed by law. All records stored electronically must be provided to the City, upon request, in a format that is compatible with the information technology systems of the City.
10.3.2 DDA shall ensure that public records that are exempt or confidential and exempt from public records disclosure are not disclosed. Records that are exempt or confidential and exempt from public records requirements may include plans, drawings and records related to the physical security of City buildings or security systems and shall not be disclosed by DDA, except as authorized by law and specifically authorized by City.
10.3.3 Upon expiration or termination of this Agreement, DDA shall transfer, at no cost, to the City all public records in possession of DDA DDA shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements.
10.3.4 Failure of the DDA to provide public records to the City within a reasonable time or allowable cost may be subject to penalties under Sec. 119.10, Fla. Stat., and may be cause for termination of the Agreement by the City, in addition to any other remedies available under the Contract or by law.
10.3.5 IF THE DDA HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE DDA'S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS CONTRACT, CONTACT THE CITY CLERK, WHO IS THE CITY’S CUSTODIAN OF PUBLIC RECORDS, AT:
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Office of the City Clerk
City of West Palm Beach
401 Clematis Street
West Palm Beach, FL 33401
561-822-1210
CityClerk@wpb.org
10.4 Right to Audit DDA shall maintain adequate records for the Services performed under this Agreement for five (5) years following completion of the Services, or conclusion of any litigation regarding this Agreement. The City shall have the right to audit DDA’s books and records, at the City’s expense, upon prior notice, with regard to the charges billed for the Services provided to the City under this Agreement. DDA shall allow the City or its representative to interview all current or former employees to discuss matters pertinent to this Agreement. If an audit inspection in accordance with this section discloses overpricing or overcharges (of any nature) by DDA to the City in excess of one-half of one percent (.5%) of the total contract billings, (1) the reasonable costs of the City’s Internal Audit department shall be reimbursed to the City by DDA.
10 5 Severability. If any term or provision of this Agreement, or the application thereof, to any person or circumstances shall, to any extent, be held invalid or unenforceable, the remainder of this Agreement, or the application of such terms or provisions, to persons or circumstances other than those to which it is held invalid or unenforceable, shall not be affected, and every other term and provision of this Agreement shall be deemed valid and enforceable to the extent permitted by law.
10.6 Liability. No party shall be deemed to assume any liability for the negligent or wrongful acts or omissions of another party. Nothing contained herein shall be construed as a waiver by a party of the liability limits established in Section 768.28 of the Florida Statutes.
10.7 Non-Discrimination. The parties agree no person shall on the grounds of race, color, religion, sex, gender identity or expressions, genetic information, national origin, age, disability, familial status, marital status or sexual orientation excluded from the benefits of or be subjected to any form of discrimination under any activity carried out by the performance of this Agreement.
10.8 Individual Members Not Liable. No covenants, stipulation, obligation or agreement contained herein shall be deemed to be a covenant, stipulation, obligation or agreement of any present or future member of the governing body or agent or employee of the City or the CRA or the DDA in its, his, her, or their individual capacity, and neither the members of the governing body of the City, the CRA, or DDA, nor any official executing this Agreement, shall be liable personally, or shall be subject to any accountability, by reason of the execution of this Agreement or any act pertaining hereto.
10 9 No General Obligation. Nothing contained in this Agreement shall constitute or create a lien or be construed or deemed to constitute or create a lien, either legal or equitable, on any of the City’s or the CRA’s or DDA’s revenues or funds. No person shall ever have the right to compel any exercise of the ad valorem taxing power of the City to make the payments herein provided against any property of the City or the CRA, nor shall this Agreement constitute a charge, lien or encumbrance, either legal or equitable, upon any property or funds of the City or the CRA, except as expressly herein provided. The right of the DDA to receive CRA tax revenue under this Agreement is subordinate to the CRA’s pledge and lien of increment revenues for the payment of debt service for all CRA bonds, currently outstanding or which may be pledged in the future.
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10 10 No Third-Party Rights. This Agreement is solely for the benefit of the City, the CRA and the DDA and no third party shall be deemed to have any rights hereunder.
10 11 Litigation; Venue; Waiver of Jury. This Agreement shall be construed and interpreted, and the rights of the parties hereto determined, in accordance with Florida law. The parties submit to the jurisdiction of Florida courts. The parties agree that proper venue for any suit concerning this Agreement shall be Palm Beach County, Florida. In any litigation arising under this Agreement, each party shall bear its own costs and attorney fees. TO ENCOURAGE PROMPT AND EQUITABLE RESOLUTION OF ANY LITIGATION, EACH PARTY HEREBY WAIVES ITS RIGHTS TO A TRIAL BY JURY IN ANY LITIGATION RELATED TO THIS AGREEMENT.
10.13 Waiver. It is hereby agreed to by the parties that no waiver of breach of any of the covenants or provisions of this Agreement shall be construed to be a waiver of any succeeding breach of the same or any covenant.
10.14 Entire Agreement. This Agreement expresses the entire agreement of the parties, and no party shall be bound by any promises or representations, verbal or written, made prior to the date hereof which are not incorporated herein.
10.15 Counterparts. This Agreement may be executed in one or more counterparts, each of which shall be an original, but together such counterparts shall constitute only one instrument.
10.16 Conflicts. To the extent this Agreement conflicts with any prior Agreement between or among the parties, this Agreement shall govern and prevail.
[The remainder this page intentionally left blank. Signatures on following pages.]
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IN WITNESS WHEREOF, the undersigned parties have signed this Interlocal Agreement regarding the DDA Work Plan, Exemption for the Tax Increment Portion of the 2nd Mill of Ad Valorem Tax and Downtown Mobility and Public Space Maintenance as of the last date indicated below.
WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY
Attest:____________________________
By:____________________________ Teneka James, Executive Director Rick Reikenis, Chair
DDA General Counsel
Approved as to form and legal sufficiency
By:_______________________
Date: , 2024
WEST PALM BEACH COMMUNITY REDEVELOPMENT AGENCY
Attest:_ By:_ Secretary Keith A. James, Chair
CRA General Counsel
Approved as to form and legality
By:______________________
Date:____________________, 2024
CITY OF WEST PALM BEACH
Attest:____________________________
By:____________________________ City Clerk Keith A. James, Mayor
City Attorney’s Office
Approved as to form and legality
By:_______________________
Date:_____________________, 2024
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EXHIBIT A
DDA 2024 WORK PLAN
About the DDA
Mission Statement: To promote and enhance a vibrant Downtown West Palm Beach.
Overview:
The Downtown Development Authority (DDA) is an independent special taxing district dedicated to the advancement and vitality of Downtown West Palm Beach. Established to address the evolving economic landscape and urban development needs, the DDA plays a pivotal role in shaping the downtown area's future through strategic planning, community engagement, and collaborative initiatives.
Responsibilities:
• Analyze economic conditions and trends affecting downtown, including growth, traffic, parking, and infrastructure.
• Formulate long-term plans to improve downtown facilities, accessibility, and property values.
• Recommend and/or implement actions, in partnership with the City, businesses, and residents, for implementing downtown development plans.
The DDA Work Plan for FY 2024-2029 is divided into four areas of focus:
• District Services and Operations: Maintaining attractive and appealing streets and public spaces is crucial for any urban district, impacting quality of life, business appeal, property values, and area marketability. Services focus on customized methods to ensure cleanliness, safety, and beautification.
• Public Realm Programs: Catalyzing a lively public realm connects residents, workers, and visitors through an active, walkable, safe, and appealing district. Enhancing it with programming and special projects fosters sociability, stewardship, and improved quality of life for all.
• Business Development: Developing programs that support new and existing businesses are essential to fostering growth, innovation, and resilience within the business community by sustaining and enhancing the vibrancy and economic vitality of Downtown.
• Marketing and Public Relations: Elevating the brand identity through its amenities, rich history, unique location, diverse businesses, and vibrant arts and cultural scene is crucial for enhancing the area's allure and competitiveness. This approach ensures that the downtown district remains a compelling destination, offering enriching experiences while attracting investment and visitors.
While no single program or project will reposition and redefine Downtown, the ongoing implementation of this strategically developed plan, combined with a commitment for continued
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improvement of conditions in the Downtown area, will result in sustainable long-term revitalization by supporting private sector investment, increasing business revenues, raising property values, and improving quality of life for residents.
The success of this plan will be measured by the redevelopment activity in the targeted area, and fulfillment of each program and objective. Visible changes to the area will be a reminder that revitalization is underway.
DDA Boundaries
Boundaries of the DDA district are from 7th Street to the north, Flagler Drive to the east, Okeechobee Boulevard to the south and Australian Avenue to the west. The area is a blend of commercial, residential and vacant property.
Plan Objectives
DISTRICT SERVICES AND OPERATIONS
Goal: Maintain and enhance the cleanliness, safety, and attractiveness of Downtown West Palm Beach.
Strategies:
• Increase the efficiency of cleaning, pressure washing, and graffiti removal operations by evaluating needs in each area throughout the district using improved technology and adjusting assignments.
• Improve safety by training all clean and safe ambassadors with skillsets to address all areas of need. Giving them the ability to address hospitality and cleaning needs.
• Enact an effective process for reviewing and surveying district needs to better serve our stakeholders with district-wide improvements to lighting, maintenance, and public space enhancements.
• Ensure best practices in reporting technology that allows for direct communication with internal and external teams, that establishes a systematic approach to closing out and following up on services.
• Enhance the landscaping of public streets throughout the district, while maintaining beautification standards for our community.
PUBLIC REALM PROGRAMS
Placemaking Programming
Goal: Create a welcoming and sociable public realm through dynamic and adaptable placemaking programs and projects that enhance community well-being, creativity, and social integration.
Strategies:
• Community and Creativity: Cultivate well-being and creativity through interconnected programming, while amplifying social life by leveraging existing opportunities and experimenting with new ideas.
• Iterative Development: Develop adaptable placemaking programs based on community feedback and data, while testing and prototyping new approaches to address current issues.
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• Collaboration and Engagement: Collaborate with residents, employers, and merchants on diverse initiatives and involving the community in the entire process through informative sessions, collaborative workshops, volunteer initiatives, and open communication.
• Core Focus Areas: Promote a healthy lifestyle with wellness programs, foster environmental stewardship and sustainability, encourage artistic expression to create a culturally rich downtown, and build social connections through interactive events and activations.
• Strategic Implementation: Balance program placements between high-traffic and underutilized spaces, implement creative programs in both public and private spaces, and use data-driven insights for continuous improvement.
Transportation
Goal: Ensure Downtown is safely accessible for visitors and a workforce of all incomes regardless of preferred travel mode, and attractive to employers and residents for the long term.
Strategies:
• Actively participate in the identification, procurement, and management of mobility options in the downtown district.
• Continue investment and projects focused on improving the pedestrian experience throughout the downtown district.
• Engage local government and organizations to expand and improve mobility options for the downtown district.
• Invest in pilots to improve secure bike parking and access to e-bikes.
• Engage in efforts to connect key Downtown assets (rail stations, airport, convention center, shopping districts) for visitors and commuters.
• Support employer and property manager pilot programs related to incentivizing travel options that lead to more efficient roadways.
Community Outreach and Safety
Goal: Enhance the community outreach and safety of the Downtown area.
Strategies:
• Solicit feedback from residents, business owners and law enforcement to identify strategies to address safety concerns and develop solutions to security issues.
• Expanding coverage area in response to increased development, changing use patterns, and stakeholder input.
• Perform district-wide assessments (CPTED - Crime Prevention Through Environmental Design) of infrastructure, accessibility, public spaces and amenities to understand the needs of the district.
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Homeless Outreach
Outreach engages people experiencing homelessness who would not typically seek out services to address their health and housing needs. Outreach is the fundamental link between people experiencing homelessness and available services and resources. Addressing the needs of at-risk individuals is a multifaceted challenge and requires a comprehensive approach.
Goal: To improve outreach, support, and resources for homeless individuals within the Downtown West Palm Beach district, fostering a safer, more inclusive community for all stakeholders.
Strategies:
• Use a reporting system to ensure accurate and consistent data collection during outreach efforts.
• Develop a coordinated and engaging outreach strategy to build trust, rapport, and connections with homeless individuals and encourage them to access services and support with our partnerships with local shelters, service providers, law enforcement, and community organizations.
BUSINESS DEVELOPMENT
Goal: Foster a thriving and diverse business community that drives economic growth and innovation in Downtown West Palm Beach.
Strategies:
• Offer comprehensive support services to businesses, including assistance with permits, improvements, and regulatory compliance.
• Provide targeted incentives and grants to attract new businesses and encourage expansion or relocation to the district.
• Facilitate networking events, workshops, and seminars to connect entrepreneurs and business owners with resources, mentors, and potential collaborators.
• Develop marketing campaigns and promotional materials to showcase the unique offerings and competitive advantages of Downtown West Palm Beach as a business destination.
• Expand upon opportunities for businesses to participate in our programming to crosspromote and bring awareness to their establishments.
MARKETING and PUBLIC RELATIONS
Goal: Elevate the visibility and reputation of Downtown West Palm Beach as a premier destination for tourism, entertainment, business development and leisure.
Strategies:
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• Develop a comprehensive marketing strategy that includes targeted advertising, social media engagement, and public relations efforts to reach key demographics that resonate with specific audience segments identified in the survey data.
• Collaborate with local attractions, hotels, restaurants, and cultural institutions to crosspromote and create integrated visitor experiences.
• Invest in digital marketing tools and analytics to track the effectiveness of marketing campaigns and optimize outreach efforts for maximum impact.
• Cultivate relationships with travel bloggers, influencers, concierge, industry publications and local media outlets to amplify the stories and celebrate the achievements of Downtown West Palm Beach.
Evaluation
Evaluation of this plan will be based on the following measurable outcomes:
1. Monitoring of key indicators including:
• Pedestrian traffic
• Parking usage
• Development projects
o Residential
o Commercial
2. Establish key performance indicators (KPIs) to monitor the effectiveness of projects and programs over time.
3. Conduct regular surveys, focus groups, and sentiment analysis to gauge public perception, sentiment, and awareness of Downtown West Palm Beach.
4. Utilize analytics tools and metrics to assess the impact of marketing efforts on website traffic, social media engagement, online reviews, and foot traffic to the district.
5. Perform quarterly check-ins with property owners and hotels for vacancy/ occupancy rates and sales revenue.
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EXHIBIT B
DDA SERVICE AREA MAP AND TRASH CANS TO BE MAINTAINED
