R25-227 RESOLUTION NO. R25-227
A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF BOYNTON
2 BEACH, FLORIDA, ADOPTING THE BOYNTON BEACH ECONOMIC
3 DEVELOPMENT PLAN 2025-2030;AND FOR ALL OTHER PURPOSES.
4
5
6 WHEREAS, the Economic Development Division is presenting the 2025 Economic
7 Development Plan for City Commission approval. This five-year plan outlines a comprehensive,
8 principle-based framework to guide the City's efforts in fostering a resilient, inclusive, and
9 prosperous local economy. Developed through research, interdepartmental collaboration, and
to alignment with broader strategic priorities, the plan builds upon foundational studies, including
11 Florida International University's Economic Development Plan Report and WGI's Real Estate
12 Snapshot. These studies identified target areas, economic trends, and place-based opportunities
13 integrated into the plan's principles and implementation approach; and
14 WHEREAS, the plan establishes clear direction across five principles: Downtown &
is Waterfront Reinvestment, Business Attraction & Retention, Workforce Development & Housing,
16 Placemaking, and Economic Development Marketing. It is designed to support Boynton Beach's
17 continued evolution as a vibrant coastal city with strong business corridors, a skilled workforce,
18 diverse housing options, and a high quality of life. It includes measurable actions, an
19 implementation matrix, and key performance indicators to ensure accountability and impact; and
20 WHEREAS, the City Commission, upon the recommendation of staff, has deemed it in the
21 best interests of the City's citizens and residents to adopt the Boynton Beach Economic
22 Development Plan 2025-2030.
23
24 NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF BOYNTON
25 BEACH, FLORIDA, THAT:
26 SECTION 1. The foregoing "Whereas" clauses are hereby ratified and confirmed as
27 being true and correct and are hereby made a specific part of this Resolution upon adoption.
28 SECTION 2. The City Commission of the City of Boynton Beach, Florida, does hereby
29 adopt the Boynton Beach Economic Development Plan 2025-203, as further detailed in Exhibit A,
30 attached hereto.
RESOLUTION NO. R25-227
31 SECTION 3. The City Commission of the City of Boynton Beach, Florida, hereby
32 authorizes the City Manager to execute any ancillary documents, certifications, or assurances
33 required to accomplish the purpose of this Resolution.
34 SECTION 4. This Resolution shall take effect in accordance with the law.
35
36
37
38 [SIGNATURES ON THE FOLLOWING PAGE]
39
RESOLUTION NO. R25-227
40 PASSED AND ADOPTED this ck day of CA- - C.A,Slc 2025.
41 CITY OF BOYNTON BEACH, FLORIDA
42 YES NO
43 Mayor— Rebecca Shelton ✓
44
45 Vice Mayor—Woodrow L. Hay v
46
47 Commissioner—Angela Cruz ✓
48
49 Commissioner—Thomas Turkin
50
51 Commissioner—Aimee Kelley
52 C
53 VOTE 5
54 ATTEST:
55 �
56 /i. '.��1&f_4i. .
Ter Maylee De -sus, MP a, • C 'ebecca Shelton
58 City Clerk Mayor
59
60gOYNT0" APPROVED AS TO FORM:
61 (Corporate Seal�:,W°1grF•.�F'\,
62 �:' SEAL•
�I s Atii&63 : INCORPORATED•
64 ', :, 1920 Shawna G. Lamb
65 ‘kCity City Attorney
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oynton Beach stands at a transformative crossroads. With a population that
ikimi,
has grown by over 20% since 2010—outpacing the county average—and a
diverse, youthful community where more than 60% of residents are under
50, the City is fast emerging as South Florida's next hub for innovation, livability, and
inclusive economic growth. Anchored by its prime coastal location, strong regional
connectivity, and rich cultural diversity, Boynton Beach is uniquely positioned to
capture new investment, foster entrepreneurship, and elevate quality of life for all
who live and work here.
Thisfive-year Economic Development Plan chartsa bold,actionable course designed
to harness this momentum and guide Boynton Beach into its next era of prosperity.
Rooted in rigorous demographic and market analysis, the plan integrates insights
from multiple research sources—including a 2023 analytical assessment by Florida
International University (FIU) and a 2024 real estate and economic snapshot by WGI.
These studies highlight critical trends such as shifting workforce dynamics, rising
demand for walkable mixed-use districts, and rapid growth in key business sectors
like healthcare, hospitality, and technology.
Boynton Beach's economic landscape is shaped by transformational trends:
accelerated online commerce, evolving lifestyle expectations, and intensifying
competition among cities to attract and retain businesses and skilled talent. The
City's increasing diversity—nearly half of residents identify as Hispanic, Black, or
multiracial—combined with a thriving entrepreneurial spirit and access to coastal
and urban amenities, positions Boynton Beach as a prime destination for innovative
industries and small business growth.
This plan is structured around five interconnected principles, each designed to
advance the City's long-term vision and support three aspirational goals:
City of Boynton Beach's
04_
Principles
Downtown & Waterfront Business Attraction & Retention
Reinvestment — Elevating civic — Strengthening the foundation
111.1 and coastal assets as powerful for local enterprises and target
L:iomic
catalysts.
industries.
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Workforce Development & Placemaking — Creating
Housing — Building pathways distinctive, connected districts
to prosperity through skills ' that enhance community identity
I development, opportunity and economic vitality.
creation, and housing 111
affordability.
_ . . . Al
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Economic Development
Marketing — Telling Boynton
Beach's story with clarity,
consistency, and confidence
to drive investment and
engagement.
2025-2030 Economic Development Plan
Aspirational Goals
To establish To become a To foster a
Boynton Beach livable city with collaborative,
as a regional hub vibrant districts, equitable
for innovation inclusive housing community
and economic options, and a that values
opportunity. skilled workforce. partnerships and
shared prosperity.
As defined by the International Economic Development Council, economic
development isthe intentional practice of improving a community's economic well-
being and quality of life—through job growth, business support, capital attraction,
and creating the conditions in which people and enterprises can thrive. For Boynton
Beach, this also means reflecting the energy, talent, and diversity of its residents in
every initiative and outcome.
This plan is not a static roadmap but a dynamic, living document designed to adapt
to new challenges and opportunities. It calls for coordinated action and sustained
collaboration among public, private, and community partners, transforming shared
vision into measurable and inclusive results.
Boynton Beach is ready to lead. By advancing this plan, we will secure a future
that is economically resilient, socially inclusive, and vibrantly connected. We invite
residents, businesses, and stakeholders to join us in shaping this next chapter—
together turning ambition into action, and potential into lasting prosperity.
City of Boynton Beach's
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This plan is anchored in a strategic model that reflects a long-term vision for sustainable and
inclusive growth. It is built on a set of guiding principles that shape the City's approach to economic
development, supported by targeted tactics designed to be implemented over the next five years.
These principles reflect Boynton Beach's commitment to fostering innovation,attracting investment,
and enhancing the overall quality of life for residents and businesses.The vision and mission of the
plan serve as the foundation for this model, ensuring that all economic development activities are
aligned with the City's core values and aspirations for the future.
This strategic model is built on guiding principles that are activated through targeted strategies.
These components serve as the foundation for economic development efforts over the next five
years.While the initiatives provide a clear direction,they are also designed to adapt—responding to
new challenges,emerging opportunities, and community input as the City progresses.
Rather than a static plan,this model encourages continuous collaboration and shared accountability.
It brings together a network of partners—across sectors and industries—who contribute to a
unified vision for Boynton Beach's economic future.Through alignment,coordination,and ongoing
evaluation,this approach transforms vision into measurable, inclusive outcomes.
Vision I Mission
Principle 1 Principle 3 Principle 4 Principle 5
Strategies Strategies Strategies Strategies Strategies
00000 Ototoute 00000 00000 00000
Key metrics Key metrics Key metrics Key metrics Key metrics
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Vision Mission
Boynton Beach is a dynamic City To cultivate a thriving economic
where sustainable economic ecosystem through innovative
growth drives innovation, development initiatives that
attracts investment, empowers attract investment, support local
businesses, and creates lasting enterprises, and expand regional
prosperity for all. impact while creating growth
opportunities for residents and
leveraging the city's unique
assets.
J
city of Boynton Beach's
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ECONOMIC DEVELOPMENT
PRINCIPLES
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Downtown Business Workforce
& Waterfront Attraction & Development &
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Principle 1
Downtown & Waterfront Reinvestment
Boynton Beach will enhance its Downtown and Waterfront Areas as vibrant,connected destinations
that support economic growth,tourism,and community life.This includes advancing Town Square
as the city's civic and cultural hub, encouraging high-quality mixed-use development, expanding
waterfront dining and recreation, and improving walkability and connectivity between key areas.
The Downtown Marina District,home to nearly 9,000 residents and over160 business establishments,
already serves as a dynamic live-work-play environment with bikeable and walkable access to the
beach, restaurants, parks, transit, and cultural experiences. With over 1,100 jobs, this district plays a
vital role in the city's economic fabric and offers significant potential for growth. New mixed-use
development in this area should prioritize housing that accommodates residents of all ages and
incomes,while also supporting entrepreneurial activity,job creation, and public space activation.
The Boynton Harbor Marina has become a tourism destination and remains a key recreational and
economic anchor for the city. By preserving its working waterfront and supporting the local boating
community,the city can further leverage this unique asset to enhance coastal access,attract visitors,
and stimulate adjacent business growth.
To fully realize the potential of the Downtown Marina District,the City will:
• Continue prioritizing vibrancy and placemaking to ensure the district remains a destination-
driver;
• Expand the vibrancy and energy of the Downtown into neighboring districts and emerging
micro-districts;
• Promote housing affordability and accessibility through mixed-use development that supports
economic mobility and inclusive growth.
Complementary efforts will include enhancing coastal connections and integrating infrastructure
improvements that create a cohesive and welcoming environment from downtown to the shoreline.
1. Support the development of Town Square as the central civic destination of the city
1.1. Develop a phased improvement plan for Town Square that includes enhanced landscaping
and curated public artto create an inviting public realm,improve aesthetics,and encourage
community use.
1.2. Leverage partnerships to expand civic events, cultural programming, and community-
based markets in Town Square.
City of Boynton Beach's
2. Support and incentivize the mixed-use development of downtown.
2.1. Promote and establish public-private partnerships to catalyze infill development on
underutilized city or CPA-owned parcels.
2.2. Establish zoning overlays and incentives to support mixed-use development and attract
local businesses to ground-floor spaces.
2.3. Implement proactive outreach to developers for key opportunity sites through design
guidelines and streamlined approvals.
3. Expand dining, retail, and hospitality along the waterfront and beach-adjacent corridors.
3.1. Identify and market priority sites along the waterfront for dining, retail, and boutique
lodging,supported by fast-track permitting and clear design guidelines.
3.2. Establish a hospitality recruitment strategy for infrastructure upgrades and funding to
support expanded uses.
3.3. Explore seasonal beach events or pop-up amenities (e.g., beach markets or recreational
rentals)to increase economic activity east of the bridge.
4. Improve connections between downtown,the waterfront and other key assets to strengthen
economic identity.
4.1. Conduct a walkability audit to prioritize pedestrian improvements and streetscape
upgrades.
4.2.Implement phased enhancements including signage, decorative lighting, and safe
crossings to connect civic,commercial, and recreational nodes.
4.3.Install branded district signage and integrate connectivity improvements into capital
projects and development plans.
5. Review opportunities to enhance the Boynton Beach Marina and associated uses.
5.1. Engage stakeholders and explore public-private partnerships to fund marina upgrades
and enhance commercial or recreational offerings.
5.2. Propose a phased expansion plan aligned with broader waterfront revitalization goals and
surrounding land use strategies.
Key Metrics:
1. Number of net new businesses operating downtown and along waterfront corridors
2. Increase in residential units within the downtown/waterfront districts
3. Amount of redevelopment funds invested to enhance downtown's public spaces/attractiveness
4. Annual number of visitors to Town Square,the Marina,and beach-adjacent commercial zones
2025 2030 Economic Development Plan
Principle 2
iGr
Business Attraction & Retention
As Boynton Beach looks to the future,proactively targeting key industry sectors can help expand the
city's industry and employment composition while preserving the attributes and characteristics that
have led to the city's economic development success. The following industries may be particularly
suitable for expanded growth in Boynton Beach. This list of relevant target areas was developed
based on the findings in this economic profile including a high local competitive advantage as
identified by its location quotient,stable positive employment growth,and national industry trends.
• Hospitality(Accommodation and Food Services)
• Professional,Scientific,and Technical Services
• Construction
• Small Business Incubation
• Health Care and Social Assistance
Boynton Beach's top five industry sectors include retailers (12%), service-oriented businesses (11.5%),
health care and social assistance establishments(10.7%),companies that offer professional,scientific,
and technical services (10.2%),and construction companies (7.2%).
Table 1:Total Establishments by Industry Sector (2024)
Industry Sector NAICS Code Establishments Industry Share
Retail Trade 44-55 545 12.0%
Other Services Excluding Public
Administration' 81 525 11.5%
Health Care and Social Assistance 62 489 10.7%
Professional,Scientific,Technical Service 54 466 10.2%
Construction 23 326 7.2%
Accommodation and Food Services 72 266 5.8%
Real Estate and Rental and Leasing 53 215 4.7%
Finance and Insurance 52 202 4.4%
City of Boynton Beach's
Administration and Support and Waste
56 174 3.8%
Management and Remediation
Wholesale Trade 42 139 3.1%
Manufacturing 31-33 124 2.7%
Arts, Entertainment,and Recreation 71 99 2.2%
Information 51 85 1.9%
Educational Services 61 79 1.7%
Transportation/Warehouse 48-49 72 1.6%
Public Administration 92 30 0.7%
Management of Companies and
Enterprises 55 21 0.6%
Agriculture, Forestry, Fishing, and 11 11 0.2%
Hunting
Utilities 22 2 0.0%
Mining 21 - 0.0%
Unclassified Establishments? 99 682 15.0%
Total
1 Other services include the repair and maintenance industry,personal and laundry services;religious,grantmaking,civic,professional,and
similar organizations,and employed workers such as gardeners,caretakers,and other maintenance workers
Unclassified establishments defined as businesses yet to report a designated NAICS code,often newer businesses
Data Source:Esri Business Analyst,Data Axle
Boynton Beach is committed to cultivating a dynamic business environment that attracts innovative
industries,supports local entrepreneurs,and drives inclusive economic growth.By aligning targeted
incentives, fostering entrepreneurship, and leveraging key commercial corridors for industry
clustering,the City will strengthen its competitive edge,create quality jobs,and enhance long-term
economic resilience.
2c25 2030 Economic Development Plan
1. Attract and expand key industries that drive economic growth and create quality jobs.
1.1. Focus on life science, technology, marine industries, creative industries, and sustainable
tourism to align with the city's key assets.
1.2. Identify commercial corridors suitable for mixed-use development and targeted industry
expansion.
1.3. Create marketing collateral tailored to business attraction in identified sectors.
2. Develop targeted incentive programs to support industry expansion and small business
growth.
2.1. Increase the availability and scope of grant programs for local businesses.
2.2. Develop a platform for matching small businesses with grants and capital,such as online
matching services, lender referrals, and loan products.
2.3. Leverage Placer.ai Data driven metrics for programs and incentives
3. Create incentives to attract high-impact,targeted industry businesses.
3.1. Implement streamlined permitting processes for qualified business projects.
3.2. Develop an incentive framework designed for high-growth businesses in priority sectors.
4. Foster entrepreneurship and industry engagement through business-friendly policies and
programs.
4.1. Establish recurring Industry and Stakeholder Roundtables to facilitate collaboration,
innovation,and technology exchange.
4.2.Facilitate mentorship opportunities,peer learning,and resource-sharing networks among
local entrepreneurs and business leaders.
5. Strengthen industry hubs to encourage clustering and synergy.
5.1. Identify and map emerging business hubs across the City that align with targeted industry
sectors.
5.2. Build and expand public-private partnerships that support industrial strategy, shared
infrastructure, and business ecosystems.
Key Metrics:
1. Number of incentives or grants awarded
2. Average number of days for permit approval
3. Business Inquiries or leads generated
4. Number of Entrepreneurs Supported through Programs, Workshops,or Funding Access
S. Job Creation in Targeted Industries
City of Boynton Beach's
14
• Principle 3
} Workforce Development & Housing
To build a resilient and inclusive economy, Boynton Beach will invest in developing a skilled
workforce while expanding access to diverse and attainable housing options.This dual focus ensures
that residents not only have the tools and training to succeed in the local job market but also the
opportunity to live and thrive in the community they support.
Strategic partnerships with employers, educators, and workforce organizations will be central to
aligning talent development with the needs of high-growth sectors. At the same time, the City
will promote smart, equitable housing strategies to attract and retain workers, support economic
mobility,and enhance neighborhood stability.
Workforce
Boynton Beach is experiencing strong employment momentum.As of 2024,the city supported over
38,800 private-sector jobs, marking a 5.6% year-over-year employment growth—the highest
among peer cities in the region.This growth added nearly 2,000 jobs within city limits, underscoring
Boynton's emerging role as an employment hub.
Table 2: Private Sector Employment Growth
2023 2024 2023-2024 Change
Location Employment Employment in Employment
City of Boynton Beach, FL 36,825 38,878 5.6%
City of Delray Beach, FL 44,671 46,497 4.1%
Palm Beach County 724,821 750,961 3.6%
Village of Wellington,FL 22,286 22,991 3.2%
City of Lake Worth Beach, FL 12,074 12,269 1.6%
City of Deerfield Beach,FL - 56,196 -
Data Source:Esri Business Analyst,Data Axle
2025-2030 Economic Development Plan
Notably, the city is anchored by a robust small business ecosystem, with an average of eight
employees per establishment—well below the state and national averages—signaling a dynamic,
entrepreneurial economy. Nearly half of all private-sector employment is concentrated in
healthcare, retail, and accommodation/food services, reflecting both the city's core industries and
service-oriented economy.
To sustain and accelerate this growth,workforce development strategies must prioritize skills-based
training and pathways that align with target industries, such as advanced manufacturing, health
care, and professional services. Expanding apprenticeships, high school career exploration, and
industry certifications will build a steady talent pipeline. Equally important is addressing barriers to
workforce participation by investing in wraparound services—such as childcare,transportation,and
tuition support—to ensure equitable access to opportunity.
Housing
Population growth in Boynton Beach continues to outpace regional peers,with the city adding over
14,000 residents between 2010 and 2024—a 20.1% increase, outpacing Palm Beach County and
most comparison cities.This growth creates both opportunities and pressure on the local housing
market.
Table 3: Population Trends
2010-2024 2010-2024 Average
Location 2010 2024 Change in Annual Change in
Population Population Population Population
City of Lake Worth Beach, FL 34,742 44,201 27.2% 1.9%
City of Boynton Beach, FL 69,049 82,937 20.1% 1.4%
Palm Beach County, FL 1,320,256 1,546,881 17.2% 1.2%
City of Deerfield Beach, FL 74,707 87,089 16.6% 1.2%
City of Delray Beach, FL 60,895 67,871 11.5% 0.8%
Village of Wellington, FL 57,456 61,241 6.6% 0.5%
Data Source:Esri Business Analyst,U.S.Census Bureau
As of mid-2024,the city's median home sales price reached $414,700, reflecting a 6.5%year-over-
year increase—the highest among nearby municipalities. While rising inventory and cooling sales
suggest a transition toward a more balanced market,affordability remains a significant concern.
City of Boynton Beach's
Table 4: For Sale Housing Market Summary
Median Home Sales Year-Over-Year Change
Location Price August 2024 in Sales Price
Village of Wellington,FL $693,200 4.0%
City of Lake Worth Beach, FL $454,400 6.0%
City of Boynton Beach, FL $414,700 6.5%
City of Delray Beach, FL $367,200 0.0%
City of Deerfield Beach, FL $329,900 5.0%
Data Source Rocket Homes,August 2024
Multifamily housing indicators show a 7.4%vacancy rate and a stabilized rent average of$2,205
per unit, suggesting steady demand. Yet, a substantial portion of residents—both renters and
homeowners—remain cost-burdened. The City's Housing and Transportation (H+T) Index exceeds
the recommended affordability threshold, highlighting the need for integrated solutions.
Figure 1: Boynton Beach Multifamily Vacancy Rate
40,77
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
YTD
Data Source:CoStar,August 2024
2025-2030 Economic Development Plan
To address these challenges, Boynton Beach will adopt a proactive approach that includes a
comprehensive housing strategy focused not only on increasing supply but also on supporting
upward mobility and neighborhood diversity. Ensuring a balance of housing types and price points
will enable the City to meet the needs of its growing population and support a sustainable,inclusive
economy.
Figure 2: Boynton Beach Effective Rent per Unit
$2,500
$2,000
$1,500
51,000
$500
$0
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
YTD
Data Source.CoStar,August 2024
Table 5: Multifamily Housing Market Summary
Together,workforce
Real Estate Market development and housing
Indicators Boynton Beach form the foundation of Boynton
Beach's long-term economic
Total Inventory(Units) 13,841 resilience.A well-trained
workforce must be matched
Total Inventory(Buildings) 123 with access to attainable,stable
housing to ensure that residents
Units Under Construction - can live where they work,grow
in their careers,and contribute
12 Month Net Absorption Units 10 meaningfully to the community.
By aligning education,
Vacancy Rate 7.4% employment, and housing
strategies,the City will create
Effective Market Rent per Unit $2,205 a more inclusive,competitive,
and sustainable future—where
12 Month Asking Rent Growth 0.2% economic opportunity is
accessible to all.
Data Source.CoStar,August 2024
City of Boynton Beach's
1. Build a Skilled Workforce through Strategic Education and Training Partnerships
1.1. Conduct an inventory and assessment of agencies, organizations, and partners engaged
in workforce development.
1.2. Strengthen relationships with institutions and economic development partners that offer
workforce-related services,certifications, and upskilling programs.
2. Align workforce training with local industry needs to create career pathways, ensuring talent
attraction,job stability, and economic mobility.
2.1. Facilitate partnerships between Boynton Beach High School and industry leaders to
expand apprenticeships, internships,and career exposure.
2.2.Support the development of targeted training programs in high-demand and advanced
industry sectors to grow a skilled local talent pipeline.
3. Expand housing options to support workforce retention and attraction.
3.1. Develop a comprehensive Housing Affordability Strategy that identifies needs,challenges,
and actionable solutions.
3.2.Align zoning, planning, and infrastructure strategies to support a diverse mix of housing
types for all income levels.
4. Incentivize mixed-income developments,workforce housing, and homeownership programs
to maintain an accessible housing market.
4.1. Promote policies that encourage the development of mixed-income and workforce
housing through density bonuses,expedited permitting,or financial incentives
4.2.Expand homeownership assistance programs such as down payment support and
financial counseling for moderate-income residents.
5. Promote Talent Retention through Mobility and Support Services
5.1. Partner with local organizations to offer wraparound support services, including childcare,
financial literacy, and transportation assistance.
5.2. Identify and address barriers to workforce participation through targeted community
engagement and needs assessments.
Key Metrics:
1. Percent of city residents working in the city
2. Enrollment or participation in workforce training programs
3. Amount of public funds allocated toward affordable/workforce housing
4. Number of partnerships developed/created
5. Number of new mixed-income or workforce housing units initiated or completed
2025 2030 Economic Development Plan
11111111111111111111111111 1
4Principle 4
Placemaking
Strategic placemaking plays a critical role in shaping Boynton Beach's economic future by enhancing
the physical, cultural, and social fabric of the city. By focusing on targeted improvements to public
spaces,infrastructure,connectivity,and branding,the City aims to reinforce the identity of its distinct
districts—particularly the Economic Target Areas (ETAs) and CRA Districts—as vibrant, walkable
hubs for commerce,culture,and coastal lifestyle.These efforts contribute directly to a higher quality
of life for residents,attract visitors,and elevate Boynton Beach's competitiveness as a destination for
business, investment, and talent.
Creating districts that are inviting, well-maintained, and visually distinct is central to economic
vitality. Areas that exhibit strong placemaking characteristics tend to attract new businesses,
increase customer traffic,spark reinvestment,and support employment growth.While placemaking
outcomes often rely on physical interventions, their success is equally rooted in perception—how
people experience and identify with a place.
Boynton Beach's Citywide Placema king Strategy directs programs and resources to seven Economic
TargetAreas(ETAS)identifiedthroughtheCompetitiveAssessmentconducted by Florida International
University.These ETAs reflect the diversity of Boynton Beach's commercial landscape,offering unique
combinations of retail types,customer bases,and geographic orientation that collectively define the
city's retail economy. Notably, the Congress Avenue and Highridge TOD districts—Boynton's two
largest by land area—house the majority of the city's retail-oriented businesses,followed closely by
the Downtown Marina District.While the Downtown Marina and Congress Avenue districts hold the
greatest concentration of restaurants, GAFO (general apparel, furnishings, and other) retailers are
most prevalent along Woolbright Road and Congress Avenue. Most districts remain oriented toward
neighborhood goods and services.
In addition to the ETAs, the City's Economic •
Development Division has identified two r� , ;
supplemental districts—Four Corners and The .t _ - 4 I
Beach—as high-potential zones essential to the _ ;i /
city's long-term economic success. These layover . =a I
districts, though not formally designated ETAs, -
will be integrated into the placemaking strategy 7—.t.--,_ —4 �! ( ,
due to their strategic location, community value, =_ 3 a7,
and potential to contribute to citywide prosperity. r s 6 rI
Establishing a clear and authentic identity for
each district is foundational to placemaking ' '�
success. A district's identity can emerge from a _. 'J•
r�^�
combination of visual branding,historic or cultural .,_ L i �`
context, predominant industries, or its role within
the broader city ecosystem. This identity should
inform everything from signage and urban _ -
design to programming and business attraction Legend Boynton ED Target Areas CRA Target Areas
:.vbee.yat a,.e OnbS,
strategies—ensuring a cohesive sense of place
aUurtuMen ❑ •t.:mMVOs cnw,aoonc.+oiWtt
that resonates with both residents and visitors.
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City of Boynton Beach's
Boynton Beach District Level Placemaking
Significant Existing Efforts: • v
Some Existing Efforts: • •c co m
.0
No Existing Efforts: 0' t v >
c
v
3 CO °c° N rn w E
o +o+ 2 1 U U t
C C O t u
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Vision • • • • • • • • •
Branding • • • • • • • • •
Investment
•
Walkability • • • • • • • • •
Social • • • • • • • • •
Events&Activities • • • • • • • • •
Image& Perceptions • • • • • • • • •
I Strategies'
1. Identify key districts to enhance economic activity through branding and placemaking
strategies to incentivize business clusters.
1.1. Expand placemaking investment in the CPA Districts and Economic Target Areas.
1.2. Perform a business inventory of the city's Light Industrial (MI) and Planned Industrial
Development (PID) zones to better understand industries occupying industrial space and
the products they manufacture and/or distribute to better market what is produced in the
City.
O2S <'o30 Economic Development Plan
2. Invest in public spaces, infrastructure, and urban design to foster a vibrant business
environment.
2.1. Adopt guiding design principles for the Economic Target Areas that promote investment
activity that is functional,aesthetic,and compatible with the surrounding community.
2.2.Adopt guiding design standards for key commercial corridors reflective of urban design
concepts and streetscape improvements that support high-quality corridors for both the
vehicular and pedestrian experience
3. Increasewalkabilityand connectivitytosupport businessgrowth and communityengagement.
3.1. Create a Citywide Pedestrian and Bicycle Connectivity Plan Map and implement safe,
attractive walking and biking routes that connect Economic Target Areas, CPA districts,
beach access points, parks, and commercial corridors.
3.2.Activate Alleyways and Underutilized Streets with pedestrian-friendly shared spaces
through temporary or permanent placemaking interventions like murals, lighting, string
lights
4. Expand lifestyle amenities that enhance the City's appeal and overall quality of life.
4.1. Develop a Coastal Placemaking Plan to enhance beach access points with amenities like
branded signage,sculptural bike racks,dune boardwalks,coastal-themed art,and shaded
seating.
4.2.Launch a Year-Round Events Calendar in Key Districts with seasonal cultural,wellness,and
culinary events in Economic Target Areas to activate public spaces, attract new visitors,
and support local businesses.
5. Implement district-specific signage to establish and promote key placemaking areas,
reinforcing identity and guiding visitors to business and cultural hubs
5.1. Invest in gateways and key entry points into Boynton Beach to continue city brand
awareness and placemaking
5.2. Develop a Citywide Wayfinding and Signage Master Plan with coordinated signage
system that includes directional signs,interpretive markers,pedestrian kiosks,and parking
identifiers, unified by a consistent design language.
Together, these initiatives will reinforce Boynton Beach's reputation as a city of vibrant districts—
each with its own identity, economic purpose,and quality of place.
Key Metrics:
1.Total Projects for public spaces, infrastructure,and urban design
2. Number of Designated and Activated Placemaking Districts
3. Installation and visibility of district-specific signage
4. Event Attendance and Activation Frequency in Key Districts
5. Change in Business Occupancy/Vacancy Rates in Target Districts
City of Boynton Beach's
=-:per s"",.k
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4 Principle S
Economic Development Marketing
The Economic Development Marketing Strategy is a core pillar of Boynton Beach's growth agenda—
designed not only to announce the launch and implementation of the City's Economic Development
Plan, but to strategically position Boynton Beach as a premier destination for business, investment,
and lifestyle opportunities. Grounded in data and opportunity, this strategy leverages the city's
distinct coastal identity,entrepreneurial energy,and infrastructure momentum to tell a compelling,
cohesive story that resonates across markets and sectors.
To stand out in today's hyper-competitive landscape, cities must do more than promote—they
must brand with intent. Boynton Beach will define its value proposition with clarity and consistency,
showcasing itself as a vibrant, innovation-ready, and business-friendly community that offers
both economic opportunity and quality of life. From attracting site selectors and entrepreneurs to
inspiring local engagement and civic pride, this strategy is designed to influence perception, drive
decision-making,and support long-term economic growth.
Despite its strategic location, diverse demographics, and expanding business base, Boynton Beach
remains underleveraged in regional and national narratives.This plan calls for a high-impact, multi-
platform marketing effort built around five integrated strategies explained below.
This marketing strategy will be executed through a mix of branding campaigns, promotional
initiatives, enhanced digital platforms, and signature events. It will highlight the City's business-
friendly climate,workforce assets,infrastructure improvements,and quality of life,while maintaining
a unified brand identity across all communications. Partnerships with regional stakeholders will
amplify visibility and deepen engagement with investors,entrepreneurs,and residents.
Ultimately,this is more than a communications plan—it's a strategic growth tool. One that ensures
Boynton Beach's assets, ambitions, and achievements are visible to the audiences that matter
most—and that the city is positioned not just to compete, but to lead.
k Strategies:L
1. Position Boynton Beach as an innovative,growth-oriented, and community-focused city
1.1. Develop and implement targeted branding campaigns that reinforce Boynton Beach as a
hub for innovation,growth, and community connection.
1.2. Promote the City's enhanced development services, digital permitting platforms, and
streamlined processes to attract investment.
2. Promote Business Opportunities,Workforce Assets, and Quality of Life
2.1. Launch marketing campaignsthat highlight the City's programs,incentives,and economic
development successes.
2.2. Expand the Economic Development website to include a dedicated Workforce
Development section featuring career pathways,training programs,and job listings.
2c25 2o o Economic Development Plan
3. Enhance Engagement through Consistent Messaging and Community Partnerships
3.1. Maintain a unified brand identity across all platforms and materials.
3.2.Collaborate with local and regional partners to amplify reach and visibility.
3.3. Integrate feedback tools to shape responsive and evolving marketing strategies.
4. Promote the Business Community and Deepen Local Engagement
4.1. Feature local businesses, entrepreneurs, and partners across digital platforms and
outreach channels.
4.2.Use marketing to connect residents and stakeholders to the business community, build
interest,and support ongoing economic activity
5. Activate the Brand through Signature Events and Programming
5.1. Recurring Events: Host networking mixers, job fairs, and business workshops that
strengthen connections and support the business ecosystem.
5.2.Annual Events: Coordinate flagship initiatives such as the Small Business Summit, Small
Business Week campaign,Citizens Academy,and Entrepreneurship Academy to spotlight
local talent and promote civic and economic participation.
1. Increase in traffic to Economic Development digital platforms
2. Annual attendance at Economic Development-hosted events and activations
3. Number of business relocations,expansions,or investments attributed to marketing initiatives
4. Number of trained Community Ambassadors actively engaged in outreach efforts
5. Volume and reach of branded marketing collateral produced and distributed
City of Boynton Beach's
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Translating vision into impact requires more than strategy—it requires coordination,
accountability, and action. The implementation of Boynton Beach's Economic Development
Plan is designed to operationalize the City's five guiding principles in a way that delivers
measurable progress toward three aspirational goals:
• Position Boynton Beach as a regional hub for innovation and economic opportunity
• Become a livable city with vibrant districts, inclusive housing options,and a skilled workforce
• Foster a collaborative,equitable community that values partnerships and shared prosperity
To achieve this,the City has developed a five-year Implementation Framework that provides a clear
roadmap for turning priorities into results. The framework aligns each principle—Downtown &
Waterfront Reinvestment,Business Attraction&Retention,Workforce Development&Housing,
Placemaking, and Economic Development Marketing—with key initiatives, lead departments,
potential partners, estimated timelines,and performance metrics.
This implementation structure is not static; it is a flexible, living tool designed to respond to evolving
market conditions, community input, and new opportunities. It enables the City to prioritize
resources, monitor progress, and make data-informed adjustments along the way.
Execution will require a cross-sectoral approach. City departments will work closely with regional
agencies, private-sector partners, educational institutions, and community organizations to ensure
that each initiative reflects a shared commitment to equitable and sustainable economic growth.
Through this collaborative model, Boynton Beach will:
• Advance catalytic investments in its downtown and waterfront corridors
• Support the growth and retention of businesses across strategic industries
• Build a resilient,skilled workforce through targeted training and housing strategies
• Create vibrant,connected districts that elevate quality of life
• Amplify the City's identity through proactive, place-based marketing
By grounding implementation in clear actions, shared accountability, and consistent evaluation,
Boynton Beach is not only planning for the future—it is actively building it.
i
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City of Boynton Beach's
Matrix:
11,
pproxLead Agen
Principles Strategies Timelin Partners Metric Component
IllDowntown & Waterfront Reinvestment
1:1 Develop a phased Town Y1-1(3 City Planning, 3 Amount of redevelopment funds
Square improvement plan with CRA,Arts invested toenhanced 's
public spaces/attractivenesseness n
landscaping and public art Council
1:2 Expand civic events,markets, Yl- Parks&Rec, 4. Annual number of visitors to
TSquare,the
and programming in Town Ongoing Local Nonprofits be ch adjacentcomamerciald
Square zones
1:3 Promote public-private Y2-Y5 Economic Dev., "2.Increase in residential units
artnershi sforinfill CRA,Private within the downtown/waterfront
P P districts
development Developers
3 Amount of redevelopment funds
invested to enhance downtown's
public spaces/attractiveness"
1:4 Implement zoning overlays Yl-Y3 Planning& "1 Number of net new businesses
Zonin Cityoperating downtown and along
and incentive
packages g waterfront corridors
Commission
3 Amount of redevelopment funds
invested to enhance downtown's
public spaces/attractiveness"
1:5 Recruit dining/hospitality for Y2-Y5 Economic Dev., 1. Number of net new businesses
waterfront corridors Tourism Council operating downtown and along
waterfront corridors
1:6 Conduct a walkability audit Yl-Y4 Public Works, 4. Annual number of visitors to
signage/ Plannin ,CRA Town Square,the Marina,and
and implement
g beach-adjacent commercial
lighting upgrades zones
1:7 Develop a phased marina Y3-Y5 CRA,Marina "3 .Amount of redevelopment
funds nce
expansion and fundingOperators,P3 downtnvestedtoenhaces
P downtown's public spaces/
strategy Experts attractiveness
4 Annual number of visitors to
Town Square,the Marina,and
beach-adjacent commercial
zones"
•
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•
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2025-2030 Economic Development Plan
27
Principles Strategies Approx Lead Agency/ Metric Component
Timeline Partners in
pi
Business Attraction & Retention
II
2.1 Focus on Target Industries to Yl- Economic 5. Job Creation in Targeted
align with the city's key assets. Ongoing Dev,Business Industries
Development
Board
2:2 Identify commercial corridors Yl-Y3 Economic Dev., 3. Business Inquiries or leads
suitable for development and Planning& generated%
industry expansion. Zoning
2:3 Create marketing collateral Y1-Y3 Economic Dev, "3 Business Inquiries or leads
tailored to business attraction Marketing generated
4 .Number of Entrepreneurs
Supported through Programs,
Workshops,or Funding Access"
2:4 Increase the availability and Y1-1/4 Economic "1 Number of incentives or grants
scope of grant programs for Dev,City awarded
local businesses. Commission, 4. Number of Entrepreneurs
Capital Supported through Programs,
P Workshops,or Funding Access"
Improvement
2:5 Develop a platform for Y2-1/5 Economic Dev,IT "3 Business Inquiries or leads
matching small businesses generated
with resources 4. Number of Entrepreneurs
Supported through Programs,
Workshops,or Funding Access"
2:6 Streamline permitting Yl- Planning& 2.Average number of days for
processes for business projects. Ongoing Zoning,Building permit approval
2.7 Develop an incentive Y2-Y4 Economic Dev, "1. Number of incentives or grants
framework for high-growth City Commission awarded
businesses 5. Job Creation in Targeted
Industries"
2:8 Facilitate mentorship Yl- Economic 4. Number of Entrepreneurs
and IndustrynetworkingOngoing Dev,Agencies, Supported through Programs,
9 9 9 Workshops,or Funding Access
opportunities SCORE,
Chamber
2:9 Identify and map emerging Y2-Y5 Business "3.Business Inquiries or leads
business hubs with targeted Development generated
industry sectors. Board, S. Job Creation in Targeted
Economic Dev. Industries"
2:10. Build and expand public- Yl- Private 3. Business Inquiries or leads
private partnerships Ongoing Developers, generated
Business
Owners,
Economic
Dev,Agencies,
Chamber
City of Boynton Beach's
Principles Strategies Approx Lead Agency/ Metric Component
Timeline Partners
CIWorkforce Development & Housing
3.1 Conduct an inventory and Y1-Y2 Economic Dev '2.Enrollment or participation in
assessment of agencies, workforce training programs
g 4.Number of partnerships
organizations,and partners developed/created"
3:2 Strengthen relationships with Yl- Economic •2.Enrollment or participation in
institutions and economic Ongoing Dev,CPA,City workforce training programs
development partners Commission, 4. Number of partnerships
Chamber developed/created•
3:3 Facilitate partnerships to Y2-Y5 CareerSource, 1 Percent of city residents working
expand apprenticeships, Business inthe city
internships,and career Development
exposure. Board,
Economic Dev,
School District
3:4 Support the development of Yl- CareerSource, "1 Percent of city residents working
targeted training programs Ongoing Business in the city
in industry sectors to grow a Development 2. Enrollment or participation in
skilled local talent pipeline. Board, workforce training programs•
Economic Dev,
School District
3:5 Develop a comprehensive Y3-1,5 Capital "3.Amount of public funds
allocated toward affordable/
Housing Affordability StrategyImprovement,
workforce housing'
PBC Housing
Authority,CPA
3:6 Promote and align zoning, Y2-1/4 Planning& "3.Amount of public funds
planning,and infrastructure Zoning,City allocated toward affordable/
workforce housing
strategies to support housing Commission,
types for all income levels Economic Dev S. Number of new mixed-income
or workforce housing units
initiated or completed"
3:7 Expand homeownership Y3-Y5 Capital "3.Amount of public funds
ro rams Improvement, allocated toward affordable/
assistance
P 9 P workforce housing
PBC Housing
Authority,CPA 5. Number of new mixed-income
Yor workforce housing units
initiated or completed"
3:8 Partner with local Yl- Economic Dev 4. Number of partnerships
organizations to offer Ongoing developed/created
wraparound support services
3:9 Identify and address barriers to Y1-Y3 CareerSource, 1. Percent of city residents working
workforce participation Business in the city
Development
Board,
Economic Dev,
Chamber
11- < Economic Development Plan
Principles Strategies Approx Lead Agency/ Metric Component
Timeline Partners
Placemaking
4:1 Expand placemaking Y1-Y5 CPA,Planning "1.Total Projects for public spaces,
investment in the CPA Districts &Zoning,City infrastructure,and urban design
and Economic Target Areas. Commission, 2. Number of Designated and
Economic Dev Activated Placemaking Districts
3. Installation and visibility of
district-specific signage"
4:2 Perform a business inventory Y1-Y2 Economic 5. Change in Business Occupancy/
of the city's Light Industrial Dev,Business Vacancy Rates in Target Districts
(MI)and Planned Industrial Development
Development(PID)zones Board,Agencies
43 Adopt guiding design Y2-Y4 Public Works, 5. Change in Business Occupancy/
principles for the Economic Planning Vacancy Rates in Target Districts
Target Areas,promoting &Zoning,
investment activity Economic Dev
4:4 Adopt guiding design Y2-Y4 Public Works, 1 Total Projects for public spaces,
standards for key corridors that Planning& infrastructure,and urban design
enhance both vehicular and Zoning,FDOT,
pedestrian streetscapes Palm Beach
County
4:5 Create a Citywide Pedestrian Y3-Y5 Public Works, "1.Total Projects for public spaces,
and Bicycle Connectivity Plan Planning& infrastructure,and urban design
Map Zoning,FDOT, 2. Number of Designated and
Palm Beach Activated Placemaking Districts
County 4. Event Attendance and Activation
Frequency in Key Districts"
4:6 Activate Alleyways and Y2-Y3 Public Works, "1.Total Projects for public spaces,
Underutilized Streets with Planning& infrastructure,and urban design
pedestrian-friendly shared Zoning,FDOT, 2. Number of Designated and
spaces Palm Beach Activated Placemaking Districts
County 4. Event Attendance and Activation
Frequency in Key Districts"
4:7 Develop a Coastal Y3-Y4 Public Works, 1 Total Projects for public spaces,
Placemaking Plan to enhance Planning& infrastructure and urban design
beach access points Zoning,FDOT, 2. Number of Designated and
Palm Beach Activated Placemaking Districts
County 3. Installation and visibility of
district-specific signage"
4:8 Launch a Year-Pound Events Yl-Y5 Economic Dev, 4. Event Attendance and Activation
Calendar in Key Districts CPA,Events Frequency in Key Districts
4:9 Invest in gateways and key Y2-Y3 CPA,Planning "2.Number of Designated and
entry points into Boynton &Zoning,City Activated Placemaking Districts
Beach Commission, 3 Installation and visibility of
Economic Dev district-specific signage"
4:10. Develop a Citywide Wayfinding Y3-Y5 Public Works, "1.Total Projects for public spaces,
and Signage Master Plan with CPA,Planning infrastructure and urban design
a coordinated signage system &Zoning,City 2. Number of Designated and
Commission, Activated Placemaking Districts
Economic Dev 3 Installation and visibility of
district-specific signage"
30 City of Boynton Beach's
Principles Strategies Approx Lead Agency/ Metric Component
Timeline Partners
Economic Development Marketing
5:1 Develop and implement Yl- Economic Dev, 3. Number of business relocations,
expansions,or
targeted branding campaigns Ongoing City Marketing attributed to mamarketing
that reinforce Boynton Beach initiatives
as an innovation and growth
hub
5:2 Promote the City's enhanced Yl- Planning 3. Number of business relocations,
development services and Ongoing &Zoning, expansions,or investments
attributed to marketing
streamlined processes to Economic Dev initiatives
attract investment
5:3 Launch marketing campaigns Yl- Economic Dev 1 Increase in traffic to Economic
that highlight the City's Ongoing Development digital platforms
Economic Development 2. Annual attendance at Economic
and successes Development-hosted events and
programs activations"
5:4 Expand the Economic Y2- Economic Dev,IT 1. Increase in traffic to Economic
Development website to Ongoing Development digital platforms
include a dedicated Workforce
Development section.
5:5 Maintain a unified brand Yl- Economic Dev 1 Increase in traffic to Economic
elopmentgital
identity across all platforms Ongoing 55..Volume anddr reach of bonded
and materials. marketing collateral produced
and distributed"
5:6 Collaborate with local and Yl- Economic Dev., 4. Number of trained Community
regionaltoam amplify Ongoing Agencies Ambassadors actively engaged
9 partnersP fY 9 9 9 in outreach efforts
reach and visibility.
5:7 Integrate feedback tools to Y2- Economic Dev 1 Increase in traffic to Economic
Development digital platforms
shape strategies. Ongoing
5:8 Use marketing to connect Yl- Economic Dev 2. Annual attendance at Economic
residents and stakeholders to Ongoing Development-hosted events and
g g activations
the business community
5:9 Host networking mixers,job Yl- Economic 2 Annual attendance at Economic
Development-hosted events and
fairs,and business workshops Ongoing Dev,Events,
activations
Chamber
5:10. Coordinate flagship initiatives Yl- Economic Dev, 2. Annual attendance at Economic
(Small Business Summit,Small Ongoing CPA,Events, Development-hosted events and
9 9 activations
Business Week campaign, Chamber
Citizens Academy,and
Entrepreneurship Academy)
2025-2030 Economic Development Plan
a
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:�=ice may:: Z I c 1 ;i
The Economic Development Plan for the City of Boynton Beach is grounded in data-driven analysis
and regional context. Its development was guided by a combination of internal expertise and
external research, ensuring that the strategies proposed are both locally relevant and aligned with
broader economic trends.
To inform this plan, City staff analyzed publicly available data, reports, and strategic documents
from a range of federal, state, and regional sources. These materials offered valuable insights into
market conditions, demographic changes, infrastructure priorities, industry growth patterns, and
community needs—helping to shape a framework that is both forward-thinking and actionable.
Key sources of data and reference included:
• Business Development Board of Palm Beach
• Florida Department of Transportation
• Palm Beach County
• U.S.Census Bureau
• Florida Chamber of Commerce
• Small Business Administration
• Select Florida
• Discover the Palm Beaches
• Palm Beach County Property Appraiser
This integration of regional knowledge and national benchmarks helps ensure that Boynton Beach's
economic development strategy is built on a solid foundation—positioning the City for sustainable
growth, innovation, and community resilience.
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BOYNTON City Hall
BEACH
hysical Addrec
100 E Ocean Avenue
Boynton Beach, FL 33435
Mailing Address
City of Boynton Beach
P.O. Box 310
Boynton Beach, FL 33425-0310
Phone:561-742-6000
WWW.BOYNTON-BEACH.ORG