The Property Appraiser notified the DDA on May 28, 2025, of its estimated taxable value. The total estimated taxable value for FY 2026 is $4,396,743,014 with new construction estimated at $181,516,799. The taxable value in FY 2025 was $4,008,533,506. There has been a 9.81% increase in property value from the prior year.
The FY 2026 budget is based on DDA five-year work plan and recommended amendments to the interlocal agreement between the DDA, City and CRA.
Recommendations:
• The city has requested that the DDA contribute to the City’s Ride West Palm Beach transportation system covering downtown and the northwest neighborhood. Staff recommends focusing on the on-demand transit services and has budgeted $500,000 for that purpose
• Continuing to fund Community Outreach and Policing, in partnership with the Police Departments Entertainment District Unit (EDU) and Homeless Outreach Team (HOT) who are on the front line of the homelessness issue. The DDA will provide funds for additional police presence in the DDA District. In addition to the expanded police presence, DDA will provide funding for temporary shelter, transportation to family, or other expenses that will help homeless individuals receive services. The allocation for this line item is $750,000.
• Increase the landscape expenses by 5% to align with the DDA’s landscape contract. The Landscaping contract was awarded to Scott Lewis Landscaping and approved by the DDA Board in May 2025.
• Increase the ambassador program to allow for increased visibility and additional ambassadors during peak times; 6 additional ambassadors for FY 26
Staff will be presenting the budget and requesting approval of the FY 2026 Budget.
107 South Olive Ave., Suite 200, West Palm Beach, FL 33401
In accordance with the By-Laws of the DDA, an Organizational meeting to elect officers is held annually in July. At the annual Organizational meeting, the Board elects’ members to serve as Chairman, Vice Chairman and Secretary. These are one-year terms. Typically, the Executive Director serves as the Secretary of the Board.
In addition to the election of officers, the State requires a proposed millage rate be set in July. This is the ‘not to exceed rate’. The actual millage rate is determined at the final budget hearing held in September. The DDA sets its millage rate at 2 mils due to the budget approval process of the CRA.
As per the Interlocal Agreement between the City, CRA and the DDA, the DDA prepares and adopts the 2nd Mil Budget Resolution detailing the proposed budget for the increment from the 2nd mil for the upcoming year. Once it has been adopted and executed, a copy is sent to the Mayor and the Director of the CRA.
RESOLUTION NO. 2-2025
A RESOLUTION OF THE WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY TRANSMITTING A PROPOSED BUDGET FOR THE INCREMENT OF THE SECOND MIL OF AD VALOREM TAXATION TO THE CITY OF WEST PALM BEACH PURSUANT TO THE INTERLOCAL AGREEMENT BETWEEN THE CITY OF WEST PALM BEACH AND THE WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY; PROVIDING AN EFFECTIVE DATE AND FOR OTHER PURPOSES.
WHEREAS, the City of West Palm Beach (City) has exempted the Downtown Development Authority (DDA) from the requirement to fund the redevelopment trust fund with the increment generated by the second mil of DDA ad valorem taxation; and
WHEREAS, the City and the DDA have entered into an Interlocal Agreement effectuating that exemption; and
WHEREAS, the Interlocal Agreement requires the DDA to provide the City with the proposed budget for the increment of the second mil of ad valorem taxation; and
WHEREAS, the DDA has considered and approved a proposed budget for the increment of the second mil of ad valorem taxation.
NOW, THEREFORE, BE IT RESOLVED BY THE WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY THAT:
Section 1: The Downtown Development Authority’s proposed budget for the increment of its second mil of ad valorem taxation is as follows:
Property Incentives, Grand Openings, Brokers Meetings, Business Support
4,051,599
Section 2: This resolution shall become effective immediately upon adoption.
Section 3: The Executive Director is directed to transmit a copy of this Resolution to the Mayor of the City of West Palm Beach immediately upon its adoption.
PASSED AND ADOPTED THIS 15th DAY OF JULY 2025.
DOWNTOWN DEVELOPMENT AUTHORITY
RICK REIKENIS CHAIRMAN
ATTEST:
CERTIFICATE
I, the undersigned, Executive Director of the West Palm Beach Downtown Development Authority, do hereby certify that the foregoing is a true and correct copy of the Resolution adopted by said Authority on the 15thth day of July 2025
TENEKA JAMES EXECUTIVE DIRECTOR
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: Establishing Annual Meeting Dates and Public Hearing Dates for Fiscal Year 2025-2026
DATE: Tuesday, July 15, 2025
Based on the attached calendar; the following dates and times are presented for Board Meetings and for the approval of Public Hearings dates to adopt the Fiscal Year 2025-2026 Budget for the Downtown Development Authority:
Board Meetings are held monthly on the third Tuesday;
1st Public Hearing; September 03, 2025 @ 5:05 PM; and
2nd and Final Public Hearing; September 17, 2025 @ 5:05 PM
2025- 2026 DDA BOARD MEETING DATES
MONTHLY ON THE THIRD TUESDAY OF EACH MONTH UNLESS NOTATED
DATE
August 19, 2025
*September 3,
October 21, 2025
November 18, 2025
December 16, 2025
January 20, 2026
February 17, 2026
March 17, 2026
April 21, 2026
May 19, 2026
June 16, 2026
July 21, 2026
August 18, 2026
#200, WPB,
#200, WPB, FL
Ave., #200, WPB, FL
#200, WPB, FL
#200, WPB, FL
Ave., #200, WPB, FL
Ave., #200, WPB, FL
Board Financials
West Palm Beach Downtown Development Authority
For the Period Ending May 31, 2025
Prepared on June 4, 2025
No CPA provides any assurance on these financial statements.
Balance Sheet Comparison
As of May 31, 2025
October 2024 - May 2025
Board Financials
West Palm Beach Downtown Development Authority
For the Period Ending June 30, 2025
Prepared on July 7, 2025
No CPA provides any assurance on these financial statements.
Balance Sheet Comparison
As of June 30, 2025
YTD Actual vs Budget
October 2024 - June 2025
MEMO
TO: DDA Board
Rick Reikenis, Chairman
Robert Sanders, Vice Chairman
Samantha Bratter
Peter Cruise
Tim Harris
Daryl Houston
Bernardo Neto
FROM: Catherine Ast, District Services Manager
RE: Tree Canopy Project Update & Agreement Extension
DATE: Tuesday, July 15, 2025
The DDA has been working on the Tree Canopy Project to replace trees in the Downtown that are missing or unhealthy. We have an Interlocal Agreement with, and funding from the City to match funds from the DDA for this project. The budget for this project is $200,000. Our current contract covers this project through July 31, 2025. Addendum 5, attached, for the current Landscaping Services agreement will allow for additional time to complete the project.
Locations have been identified using the most recent tree survey from the city. We anticipate approximately eight (8) trees can be planted with available funds. Scott Lewis’ Gardening and Burkhardt Construction will perform the work. Staff has prepared a presentation for the Board outlining each location and the actions required to complete the work at each site.
Staff is requesting Board approval of the 5th Addendum of the current Landscaping Services agreement to allow time for this project to be completed.
FIFTH ADDENDUM TO THE AGREEMENT BETWEEN THE WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY AND SCOTT LEWIS’ GARDENING & TRIMMING, INC.
THIS FIFTH ADDENDUM TO THE AGREEMENT BETWEEN THE WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY AND SCOTT LEWIS’ GARDENING & TRIMMING, INC. is hereby made and entered into this _____ day of , 2025 (the “Fifth Addendum”), by and between the West Palm Beach Downtown Development Authority, an Independent Special District (the “DDA”), whose address is 107 S Olive Avenue, Suite 200, West Palm Beach, Florida 33401, and Scott Lewis’ Gardening and Trimming Inc., a Florida Profit Corporation (the “Contractor”), whose address is 514 14th Street, West Palm Beach, FL 33401 (together, the “Parties”).
WHEREAS, the DDA and Contractor entered into a Landscaping Services Agreement for the provision of regular landscaping care and maintenance services pursuant to Request For Proposals 2020001 dated July 21, 2020, effective retroactively to June 1, 2020 (the “Agreement”); and
WHEREAS, the DDA and the Contractor amended the scope of services of the Agreement by executing the First Addendum to the Agreement on October 20, 2020; and
WHEREAS, the DDA and the Contractor amended the scope of services of the Agreement by executing the Second Addendum to the Agreement on July 20, 2021; and
WHEREAS, the DDA and the Contractor amended the term of the Agreement by executing the Third Addendum to the Agreement on May 16, 2023; and
WHEREAS, the DDA and the Contractor amended the term of the Agreement by executing the Fourth Addendum to the Agreement (the “Fourth Addendum”) on May 21, 2024. The Fourth Addendum also assigned to the Contractor an additional discrete project to plant a certain amount of trees in the downtown area (“Tree Canopy Project”). As of May 30, 2025, the Tree Canopy Project had not been completed; and
WHEREAS, the DDA issued a Request for Proposals for Landscaping Services (“RFP 2025-001”), for a term of three years beginning August 1, 2025, which was awarded to Contractor. The scope of services for RFP 2025-001 did not include the Tree Canopy Project; and
WHEREAS, the Parties desire to amend this Agreement to extend the term for the completion of the Tree Canopy Project and to terminate the ongoing regular landscaping care and maintenance services as of July 30, 2025. These services will be provided by Contractor under a separate agreement; and
WHEREAS, the DDA finds it is in the best interest of the DDA to execute this Fifth Addendum.
NOW, THEREFORE, in consideration of the mutual covenants contained herein, and other good and valuable consideration, the receipt of which is hereby acknowledged by both Parties, the DDA and the Contractor agree as follows.
1. RECITALS: The above recitals are true and correct.
2. TERMINATION OF ONGOING LANDSCAPE MAINTENANCE SERVICES: Effective as of July 30, 2025 (“Maintenance Termination Date”), all provisions of the Agreement relating to the Contractor’s obligation to perform regular landscaping care and maintenance services as set forth in RFP 2020001 shall terminate and be of no further force or effect, except for any obligations expressly related to the Tree Canopy Project.
3. EXTENSION OF THE TREE CANOPY PROJECT: Notwithstanding the termination of ongoing regular landscaping care and maintenance services, the term of the Agreement is hereby extended until the services for the Tree Canopy Project as set forth in “Exhibit A” and “Exhibit B” are completed to the satisfaction of the DDA. This extension is for the sole purpose of completing the Tree Canopy Project
4. COMPENSATION: Compensation for work related to the Tree Canopy Project shall remain as set forth in the Agreement, in an amount not to exceed Two Hundred Thousand Dollars ($200,000.00).
5. REMAINING TERMS UNAFFECTED: All other terms, conditions, and provisions of the Agreement as amended shall remain in full force and effect except as amended by this Fifth Addendum.
6. AGREEMENT: This Fifth Addendum shall become part of the Agreement.
IN WITNESS WHEREOF, the Parties have caused this Agreement to be executed on the day and year first written above.
WITNESS:
CONTRACTOR: By: By:
(Corporate Seal)
WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY
By: Rick Reikenis, Chairman
Attest: Teneka James-Feaman, Executive Director
Anti-Human Trafficking Affidavit
The Contractor does not use coercion for labor or services as defined in sec�on 787.06, Florida Statutes.
Under penalty of perjury, the undersigned, on behalf of the Contractor, hereby declares that they have read the foregoing Human Trafficking Affidavit and that the facts stated in it are true.
Signed: Print name:
Title:
Date:
EXHIBIT A – CITY PLANS
EXHIBIT B – CONTRACTOR RESPONSIBILITIES
INDEX OF r>RAWINGS
SHEET SHEETNAME
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CITY OF WEST PALM BEACH
DEVELOPMENT SERVICES
DOWNTOWN COREASSESSMENT PHASE I LANDSCAPE RESTORATION
WEST PALM BEACH
I.O("ATIONS
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MEMO
TO: DDA Board
Rick Reikenis, Chairman
Robert Sanders, Vice Chairman
Samantha Bratter
Peter Cruise
Tim Harris
Daryl Houston
Bernardo Neto
FROM: Samantha Moore, Director of Administration
RE: Executive Director Annual Review for 2024 – 2025
DATE: Tuesday July 15, 2025
Annually, the DDA Board reviews the performance of the Executive Director through an online survey. The evaluation covers three core competency areas: performance factors, behavioral traits, and supervisory factors. Please find attached the summarized results of the Board's feedback, as well as the Executive Director Annual Review Report prepared by James-Feaman, which outlines key accomplishments from the past year.
As part of our ongoing Organizational Development efforts, we continued our partnership with HR Compensation Consultants, LLC, to conduct a Pay and Benefits Package Survey for the Executive Director position. This best-practice approach ensures that our compensation remains aligned with current labor market standards. A comprehensive report from HRCC detailing the project scope, survey findings, and recommendations is also attached for your review.
Based on the survey results, the Executive Director received a total score of 70 (see attached spreadsheet), qualifying her for a 4% performance-based salary increase effective August 1, 2025. In addition, HRCC has recommended a market adjustment to bring the Executive Director’s salary to 90% of the midpoint of the established pay range. Specifically, it is recommended that James-Feaman’s base salary be adjusted to $202,500 and that her life insurance policy be increased from $50,000 to at least $100,000.
2024 - 2025 Downtown Development Authority
Executive Director Performance Evaluation
Q1. Knowledge, Skills and AbilitiesConsider the degree to which the employee exhibits the required level of job knowledge and/or skills to perform the job and this employee's use of established techniques, materials and equipment as they relate to performance.
Responses
Very understanding of the inner workings of the local city and county administration, and where the Teneka is very knowledgeable of the industries trends and standards, which allows WPBDDA to
Excellent knowledge of every aspect of the scope of the organization
Q2. Quality of WorkDoes the employee complete assignments meeting quality standards? Consider accuracy, neatness, thoroughness and adherence to standards and safety rules. Responses
Q3. Quantity of WorkConsider the results of this employee's efforts. Does the employee demonstrate the ability to manage several responsibilities simultaneously; perform work in a productive and timely manner, meet work schedules?
Comment
It isn't easy sometimes to match the fast speed expectations of business with the slower inner worki Teneka has consistently demonstrated the ability to manage multiple assignment at the same time,
Q4. Work HabitsTo what extent does the employee display a positive, cooperative attitude toward work assignments and requirements?
Consider compliance with established work rules and organizational policies.
Comment
Teneka demonstrates a positive and cooperative attitude toward work assignments and organizational requirements. They approach tasks with enthusiasm and a willingness to support team goals, often going above and beyond expectations.
Q5. CommunicationConsider job related effectiveness in dealing with others. Does the employee express ideas clearly both orally and in writing, listen well and respond appropriately?
Comment
Teneka consistently exceeds expectations in their effectiveness when interacting with others. They communicate clearly and confidently, both orally and in writing, tailoring their message appropriately to the audience.
Q6. DependabilityDoes the employee monitor assigned projects and exercise follow-through, adhere to time frames; is on time for meetings and appointments; and responds appropriately to instructions and procedures?
Q7. Cooperation -Internal How well does the employee work as as contributing team member? Does the employee demonstrate consideration of others, maintain rapport with others; help others willingly?
Q8. Cooperation - ExternalHow well does the employee work with stakeholders and community partners?
Comment
Teneka has demonstrated a clear understanding of the importance of collaboration and contribute to maintaining productive partnerships. One great example is with the WPBPD.
Q9. Initiative Consider how well the employee seeks and assumes greater responsibility, monitors projects independently, and follows through appropriately.
Q10. Adaptability Consider the ease with which the employee adjust to changes in duties, procedures, or work environment. How well does the employee accept new ideas and approaches to work, respond appropriately to constructive criticism and to suggestions for work
Q11. JudgementConsider how well the employee effectively analyzes problems, determines appropriate action for solutions, and exhibits timely and decisive action, thinks logically.
Q12. LeadershipConsider how well the employee demonstrates effective supervisory abilities; gains respected and cooperation, inspires and motivates subordinates; directs work group toward common goals.
Teneka consistently demonstrates effective supervisory abilities, maintaining a respectful and professional relationship with their team.
Q13. DelegationHow well does the employee demonstrate the ability to direct others in accomplishing work; effectively select and motivate staff; define assignments; oversee the work of subordinates?
Q14. Planning and Organizing Consider how well the employee plans and organizes work; coordinates with others and establishes appropriate priorities, anticipates future needs; carries out assignments effectively.
Q15. AdministrationHow well does the employee perform day-to-day administrative tasks; administer policies and implement procedures; maintain appropriate contact with the Board and utilize funds, staff and equipment?
Q16. Personnel ManagementConsider how well the employee serves as a role model; provides guidance and opportunities to staff for their
Executive Director’s Annual Review Report
Prepared for: West Palm Beach Downtown Development Authority Board
Reporting Period: June 2024 – June 2025
Prepared by: Teneka James-Feaman, Executive Director
Date: June 25, 2025
I. Overview
This past year has been marked by steady but notable progress. Under my leadership, the organization has strengthened its operational infrastructure, expanded its visibility, strengthen partnerships, and increased stakeholder engagement, all while continuing to deliver high-impact programs aligned with our mission. Below is a summary of key accomplishments during this period.
Key Accomplishments
1. Strategic Progress
• Successfully negotiated the Interlocal Agreement between the DDA, City of West Palm Beach and Community Redevelopment Authority, for the next 5 years with a 5year extension.
o This marks the first time we have received a 5-year extension to this agreement. The first ILA was established in 2007.
• Completed Year One (1) of our Five Year Workplan, achieving 25% of outlined goals, demonstrating strong momentum and accountability in strategic implementation.
• Launched new initiatives in the Public Realm and District Services, including:
o Oversaw transition to Block By Block as the sole service provider for pressure washing, maintenance, and safety ambassadors.
o Implemented enhanced streetscape features to improve aesthetics and public experience.
• Updated our organizational policies to align with industry best practices and reflect our core values.
• Two (2) opt-ed articles featured in local media outlets, highlighting transportation and placemaking events; helping raise awareness and shape public dialogue around our initiatives.
2. Program Delivery and Impact
• Served over 5,000 individuals/families/businesses through placemaking programming and community outreach.
• Expanded district services by securing a multi-year, multi service agreement with a Block by Block as the sole source provider of clean and safe ambassadors for the downtown district.
• Implemented a new community initiative surveying more than 500+ residents. This information has been utilized to develop FY 26 program goals.
• Piloted two (2) new development workshops to build community capacity:
o A collaborative outreach program with the American Institute of Architects (AIA) targeting middle and high school students to foster early engagement with urban development concepts. Collaboration with AIA on outreach to middle and high school students.
o Financial Workshop with Anchor Wealth Group with 65% participation, reflecting positive community feedback and relevance.
3. Financial Stewardship
• Maintained strong financial standing with 95% of invoices paid on time, exercised disciplined budget oversight aligned with strategic priorities, while maintaining a balanced budget.
• Implemented Bill.com to automate accounts payable workflows, resulting in improved payment accuracy and reduced processing time.
• Successfully completed preparations for the annual financial audit with no compliance issues noted. Internal controls were verified to be functioning effectively, and all required documentation was submitted accurately and on time.
4. Partnerships & Community Engagement
• Strengthened collaborations with key partners including City of West Palm Beach, City of West Palm Beach Police Department, CRA, DNA, and private developers.
• Formalized partnership with the Chamber of Commerce utilizing grand opening incentives and Chamber membership benefits to support local businesses and enhance downtown engagement.
• Hosted and participated in more than 10 community events and forums, engaging over 150 participants/stakeholders.
• Launched a new communications strategy designed to focus on communicating who and what the DDA does for the downtown. This initiative has strengthened brand visibility and is laying the foundation for deeper stakeholder trust and engagement.
5. Organizational Development
• Expanded staff capacity by redefining roles and responsibilities and providing ongoing coaching and support to encourage staff development, leadership growth, and cross-functional collaboration. Successfully managed employee transitions
throughout the year, including a new hire, a retirement, and promotions, ensuring seamless onboarding, knowledge transfer, and sustained team productivity.
• Invested in professional development, offering access to leadership training and resources that promote skill-building and long-term staff retention.
• Conducted quarterly staff organizational assessments that provided insights into both areas for improvement and highlighted outstanding accomplishments –contributing to a culture of continuous improvement and accountability.
• Launched a comprehensive audit of salaries, job descriptions in partnership with external HR consultants to ensure alignment with market and industry standards. Further supporting equity, transparency, and retention goals.
III. Challenges and Lessons Learned
• Navigating external/internal challenges:
o Opportunities for stakeholder feedback – There is an ongoing need to create more structured opportunities for stakeholder feedback to ensure our work remains community-informed.
o Prioritizing our organization’s mission with projects – As new projects and priorities arise, consistently aligning initiatives with our core mission continues to be essential in maintaining strategic focus and impact.
o Board Governance; establishing clear expectations for board engagement to strengthen governance and enhance accountability.
• Key takeaways:
o Include the importance of remaining flexible and adaptive to address the evolving needs of our community.
o Increase meaningful engagement among stakeholders, board members, and staff to foster stronger engagement, culture of collaboration and continuous feedback.
IV. Goals for the Coming Year – Strategic Priorities for the Year Ahead
1. Customer Engagement: Continue to strengthen ongoing relationships with community stakeholders by leveraging data driven strategies and best practices. My goal is to increase stakeholder support, satisfaction, and advocacy for the DDA’s initiatives. Increase board and staff involvement in outreach and listening initiatives.
2. People Development: Identify and support strategies that enhance the skills, knowledge, and performance, of DDA employees and Board members. Investing in
professional growth and leadership development is critical to overall organization’s ongoing success.
3. Continuous Improvement: Maintain an ongoing, consistent approach that ensures staff, board members, and stakeholders feel connected, valued, and actively involved.
I am proud of the progress made this year and remain deeply committed to advancing the mission of the West Palm Beach Downtown Development Authority. I appreciate the Board’s support and look forward to continued collaboration as we build on this year’s momentum.
P.O Box 741210 | Boynton Beach | FL 33474
www.hrcompconsultants.com May 5, 2025
Samantha Moore, Director of Administration
West Palm Beach Downtown Development Authority
300 Clematis Street, Suite 200
West Palm Beach, FL. 33401
Dear Samantha,
Attached to this letter are the details of the 2025 survey we conducted on the Executive Director’s Pay and Benefits Package. Typically, every three to five years the West Palm Beach Downtown Development Authority (DDA) surveys the labor market to ensure its competitiveness. The last study was conducted in 2023. Now that the agency has a new Executive Director, it is timely to conduct this study before the next budget cycle.
HR Compensation Consultants, LLC (HRCC) also reviewed the performance management process and form. Our recommendations are provided herein.
Project & Survey Scope
The DDA requested that HRCC gather and analyze pay for the Executive Director’s (ED) job from organizations that balance these qualities:
• Location – different major cities around Florida
• Status – independent and dependent
• Special Purpose
o Downtown Development / Improvement
o Community Development / Redevelopment
o Business Improvement
o Economic Development
• Revenue Sources
HRCC identified these organizations in 2023 that have some or all those elements in common with the DDA, and included them in the 2025 survey:
1. Boynton Beach Community Redevelopment Agency
2. Coconut Grove Business Improvement District
3. Delray Beach Downtown Development Authority
4. Downtown / Historic Ybor Tourism Marketing District
5. Downtown Development Authority City of Miami
6. Downtown Development Authority of the City of Fort Lauderdale
10. Jacksonville Beach Community Redevelopment Agency
11. North Miami Beach Community Redevelopment Agency
12. Tampa Downtown Partnership
As in 2023, this recent survey included questions covering these major areas:
• Staff and budget size
• Base pay – actual pay and pay range; indicating if there are limitations set for the ED’s pay or his/her direct reports
• Incentive or bonuses - offered or paid
• Last performance increase %
• Any benefits offered to the ED that are beyond what is offered to staff
Survey Response & Observations
These six organizations responded to our survey in both 2023 and 2025:
1. Boynton Beach Community Redevelopment Agency
2. Delray Beach Downtown Development Authority
3. Downtown Development Authority City of Miami
4. Downtown Development Authority of the City of Fort Lauderdale
5. Downtown Jax
6. North Miami Beach Community Redevelopment Agency
This year, the Coconut Grove Business Improvement District also responded.
The International Downtown Association published a biennial survey which we included in our analysis last time. The 2023 IDA Staffing & Salary Survey provides a summary of industry specific compensation in the larger market. HRCC recommends focusing on the pay information from the participants with $5M+ as an operating budget and those participants from the South Region.
A 2025 version of the survey has yet to be released, so HRCC aged the 2023 data by 3% each year to represent pay data for 2024 and 2025.
P.O Box 741210 | Boynton Beach | FL 33474
www.hrcompconsultants.com
May 5, 2025
These are our observations based on the 2025 survey data:
• Actual pay average should not include data from the Delray Beach Downtown Development Authority or the Coconut Grove Business Improvement District since the pay is significantly different from the other responses*
• The full range of pay offered should include the local data and the IDA Survey data (in this case, aged data):
o Custom Survey Actual Pay Low and High: $130,000 - $236,160
o Custom Survey Average Actual Pay: $200,997*
o Average of Custom Survey plus two IDA data points at Median: $215,879
• As in the 2023 survey, the DDAs’ current life insurance coverage amount ($50,000) is on the low end of survey responses (averaging $125,000) and does not appear to achieve its intent for salary replacement
• In the IDA Survey, it was reported that 42% of participants offered cash bonus / performance awards averaging 3% - 15% as a % of base salary and in the custom survey four of the seven respondents reported that annual incentives / bonuses were available ranging from $5,000 to $21,000
Though most organizations do not have pay ranges, HRCC recommends that a pay range be used for guidance in determining pay. The pay range should be competitive enough to stay in place for at least two (2) years, possibly three.
The Board may want to consider a market adjustment for the current Executive Director, to bring pay in line to 90% of the pay range midpoint. Current Pay is below the new pay range minimum. HRCC suggests adjusting pay by $11,950, which would increase it from $190,550 to $202,500 (90% compa ratio) Consider basing annual pay increases on a combination of performance evaluation and place in pay range, not just cost of living adjustment (COLA).
Life insurance is still low compared to custom survey responses. The Board may want to consider increasing the coverage amount to at least $100,000 (should the plan design allow). Most organizations offer the possibility of a bonus / incentive, the Board should consider this IF/WHEN the Executive Director’s pay is high within the pay range.
HRCC also assessed the current performance evaluation process and form and has these recommendations for the Board’s consideration:
• Agree to a performance review cycle and major steps in the process
• Use a form that allows for changing annual objectives in these three (3) Key Areas:
o customer engagement
o people development
o continuous improvement
• Ensure that the Executive Director is providing periodic updates related to progress toward achieving annual objectives
• Provide an opportunity for Board Member feedback on the annual performance assessment
• Have the Board Chair determine the overall performance assessment and conduct the feedback / evaluation session
• Use the overall performance assessment and place in range (above or below the Midpoint) to determine any pay increase for the Executive Director
HRCC has provided our recommendations, outlined a process and developed forms to support a sophisticated yet simple annual review for the Executive Director
If you or the Board have any questions, please reach out.
Sincerely,
Katie Miller Busch GRP®, SHRM-SCP VP, Lead Compensation Consultant
