Strategic Priority: Governmental Leadership and Innovation

Strategic Focus Areas:  


  • Collaborative Town Government | Elected officials, Town staff, volunteers, residents, and businesses work together to respond positively and proactively to the needs of residents, businesses, and visitors.
  • Sound Fiscal Management |The Town thrives financially over the long term because of decision-making and budgeting based on accurate and relevant data, setting organizational priorities across all government services considering needs, and basing fiscal policies on governmental accounting best practices.
  • Actively engage with federal, state, and local governments and agencies to protect home rule and promote cooperative relationships that affect the quality of life for the Town of Palm Beach.


Strategic Objectives:

  • Deliver exceptional services to the community with optimal resource utilization.
  • Maximize technology to deliver streamlined information and continual access to Town information and processes through the production of user-friendly interfaces.
  • Advance organizational operations by fostering collaborative efforts across departments to proactively plan for future challenges.
  • Value and invest in a professional Town workforce that receives competitive compensation, recognition, and rewards for exceptional employee achievement in support of a culture of continuous improvement.
  • Optimize interoperability and coordination of technology platforms, reducing environmental impact and increasing efficiencies including online recreational registration, permit processing, enterprise resource planning (ERP), and digitalization to support paperless transactions, activities, and operations (NEOGOV/Eden PAF, Club Caddie, Dockwa, etc.).
  • Create an informed community about emerging topics within the Town, County, and State. 
  • Issue and award contracts/solicitations in accordance with Town ordinances.
  • Develop a comprehensive formal communications program and provide appropriate resources to address information expectations for community residents and Town employees. 
  • Support and enhance open, two-way communication between the Town and its residents and businesses. 
  • Enhance relationship between Town employees and residents and businesses.
  • Ensure the Marina achieves its desired outcome of an established premier brand that attracts customers from across the globe while operating in a manner that is in harmony with the Town's quality of life focus.
  • Foster an environment that welcomes all stakeholders to engage in the procurement process establishing and maintaining reliable contracts. 
  • Implement best procurement practices via the National Procurement Institute Achievement in ‘Excellence & and State of Florida Best Procurement Practices Award’.
  • Achieve awards in Procurement and Contract Management that recognize the pursuit of continued excellence and leadership.
  • Lead residents towards living happier, healthier, and longer lives through public education, campaigns, and program offerings. 
  • Focus public education efforts on common medical emergencies in Town, such as falls, stroke, and ST-elevation myocardial infarction (STEMI) heart attack.
  • Market Town-owned properties in the City of West Palm Beach for potential ground leases to enhance and diversify revenue streams. 
  • Enhance and expand the level of emergency medical care provided within the Town of Palm Beach, such as by exploring specialized ambulances for stroke and cardiac patients. 
  • Ensure the Town has a competitive position regarding staffing levels, pay, and benefits for all categories of employment. 
  • Create an optimized staffing structure. 
  • Invest sufficiently in the Town’s internal infrastructure to maximize productivity, enhance performance, and develop technical and leadership skills. 
  • Promote transparency in all financial matters, such as by publishing budgets and accounting practices. 
  • Enable a sustainable future by proactively managing the overall costs of the Town government.
  • Maintain Town facilities and buildings to allow for a safe, functional working environment. 
  • Employ skilled leaders and an overall workforce that is sustainable for the long term. 
  • Embrace a workforce culture that promotes being proactive and anticipatory. 
  • Continuously evaluate and implement legal strategies and methods to mitigate potential problems and risks associated with the increased use of the Town’s public areas, due to the growth of the County’s population.
  • Implement an online permit and land use management system.
  • Conduct biannual vendor outreach and education sessions.
  • Optimize interoperability and coordination of technology platforms, reducing environmental impact and increasing efficiencies including online recreational registration, permit processing, Enterprise Resource Planning (ERP), and digitalization to support paperless transactions, activities, and operations (NEOGOV/Eden PAF, Club Caddie, Dockwa, etc.).
  • Evaluate, enact, and follow sensible fiscal policies.
  • Streamline/increase ease of parking registration for residents. 
  • Continuously review retirement and other investments to ensure optimal liquidity and security positions.
  • Establish easy-to-read and up-to-date dashboards concerning the Town’s budget, financial reports, and the broader local economy. 
  • Evaluate risk complements for resiliency. 
  • Align and integrate the Strategic Planning Process with the Annual Budget Cycle.  
  • Network and collaborate continuously with Palm Beach County professional peers through participation, education, and coordination (i.e., Recreation, Clerk, ECR, APWA, GFOA, etc.)
  • Increase awareness surrounding the pursuit of grant opportunities.
  • Increase the use of business metrics and analytics when evaluating independent contractor contracts to create a benchmark to apply to the contracts process.
  • Champion Townwide transition away from single-use plastics throughout the workplace.
  • Conduct contingency planning for a hybrid workforce.