10-11-11 Special Workshop MeetingCITY COMMISSION CITY OF DELRAY BEACH, FLORIDA SPECIAL/WORKSHOP MEETING -TUESDAY, OCTOBER 11, 2011 6:00 P.M. DELRAY BEACH CITY HALL FIRST FLOOR CONFERENCE ROOM The City will furnish appropriate
auxiliary aids and services where necessary to afford an individual with a disability an equal opportunity to participate in and enjoy the benefits of a service, program, or activity
conducted by the City. Contact Doug Smith at 243-7010, 24 hours prior to the program or activity in order for the City to reasonably accommodate your request. Adaptive listening devices
are available for meetings in the Commission Chambers. SPECIAL MEETING AGENDA Pursuant to Section 3.12 of the Charter of the City of Delray Beach, Mayor Nelson S. McDuffie has instructed
me to announce a Special Meeting of the City Commission to be held for the following purposes: 1. RESOLUTION NO. 39-11: Consider approval of Resolution No. 39-11 to authorize the sale
of Delray Beach Water and Sewer Revenue Refunding Bonds, Series 2011B. WORKSHOP AGENDA 1. Discussion of the Greater Delray Beach Chamber of Commerce Relocation 2. Status Report on Parking
Study Implementation 3. Old School Square Garage Valet Parking Program 4. Billing Vacant Properties for Utility and Garbage Service 5. Commission Comments Please be advised that if a
person decides to appeal any decision made by the City Commission with respect to any matter considered at this meeting, such person will need to ensure that a verbatim record includes
the testimony and evidence upon which the appeal is based. The City neither provides nor prepares such record.
MEMORANDUM TO: Mayor and City Commissioners FROM: David A. Boyd, Director of Finance Rebecca S. O'Connor, Treasurer THROUGH: David T. Harden, City Manager DATE: September 28, 2011 SUBJECT:
AGENDA ITEM SP.1 -SPECIAL/WORKSHOP MEETING OF OCTOBER 11, 2011 RESOLUTION NO. 39-11/WATER AND SEWER REVENUE BOND ISSUE SERIES 2011B ITEM BEFORE COMMISSION Approve Resolution No. 39-11
authorizing the sale of City of Delray Beach Water and Sewer Revenue Refunding Bonds, Series 2011B in the principal amount of $8,160,000 to Branch Banking and Trust (“BB&T) at a rate
of 2.21% for a term of 10 years and a 1% penalty for early pre-payment. The Series 2011B bonds will be issued for the purpose of refinancing the Water and Sewer Revenue Bonds, Series
2007. BACKGROUND On September 7, 2011, Finance staff received bids for the refunding of the City of Delray Beach Water and Sewer Bonds, Series 2007 (the “2007 Bonds”). The Series 2007
bonds have an outstanding principal balance of $8,190,000 at a rate of 4.41%. The City received bids to refinance these bonds from BB&T, Bank of America Public Capital Corp and SunTrust.
BB&T came in with a rate of 2.21% for a period of 10 years and included a waiver of a 1% penalty for prepayment. This offer resulted in the overall highest present value savings of $1,105,000
or 13.5% of the refunded bonds. A target rate for refunding bonds is generally in the 3 to 5% range. Please see the attached schedule for a comparison of rates and net present value
savings. RECOMMENDATION Recommend approval of Resolution No. 39-11 authorizing the sale of Delray Beach Water and Sewer Revenue Bonds, Series 2011B in the principal amount of $8,160,000
to Branch Banking and Trust at a rate of 2.21% for a term of 10 years with a 1% penalty for pre-payment.
MEMORANDUM TO: Mayor and City Commissioners FROM: R. Brian Shutt, City Attroney THROUGH: David T. Harden, City Manager DATE: October 6, 2011 SUBJECT: AGENDA ITEM WS.1 -SPECIAL/WORKSHOP
MEETING OF OCTOBER 11, 2011 DISCUSSION OF THE GREATER DELRAY BEACH CHAMBER OF COMMERCE RELOCATION ITEM BEFORE COMMISSION Discussion of the Greater Delray Beach Chamber of Commerce Relocation.
BACKGROUND The City, the CRA, the Chamber and the Old Library Development LLC, entered into an Agreement known as the Chamber of Commerce Relocation and Public Parking Space Agreement
dated April 21, 2008. The Agreement provided for the build out and relocation of the Chamber space to the northwest, (through Amendment No. 1) of the Old School Square garage retail
space. Under the terms of the Agreement, the relocation would not occur until the closing of the old library property had occurred. Also, Old Library Development would pay to the City
the cost of the rough shell construction, $567,810.00 and the cost of the build out of the space $473,175.00; the developer would also pay approximately $15,000 to the Chamber for moving
expenses and other miscellaneous expenses; the CRA would pay to the City the difference in the fair market value, based on the original appraisal, and the rough shell cost in the amount
of $315,450.00. All of these costs would be paid at or subsequent to the closing on the old library site. The Chamber has requested that the relocation be accelerated. Amendment No.
2 provides for the immediate relocation of the Chamber to the OSS space. The amendment provides that all of the previously agreed upon terms will still apply if the current developer
closes on the property. However, if the current developer fails to close, Amendment No. 2 provides that the CRA shall pay the cost of the build out of the space in an amount not to exceed
$473,175.00 and if the build out amount exceeds this amount the Chamber shall pay the difference. The Chamber shall be responsible for the build out of the space. The $15,000 shall not
be paid to the Chamber and the CRA shall not pay to the City the cost difference in the amount of $315,450.00. The Chamber relocation agreement provided that once the chamber is relocated
the City and Chamber will enter into a lease modification agreement. The Lease Modification Agreement provides as follows: -build out must be completed within 270 days
-term shall expire on January 9, 2061 -annual rent ($1.00) -annual operating expenses ($800.00) plus CPI -ability to use 15 parking spaces free of charge in the garage -tenant shall
pay for all utilities -tenant shall have use of a portion of the storage area -if the premises are destroyed the City shall provide a comparable space -City shall have the right to relocate
the Chamber to a comparable space The Interlocal Agreement between the City and CRA provides that if the Chamber is relocated and the current purchase and sale agreement for the old
library site property does not close, then upon the sale of the old library site property the CRA shall agree to pay to the City 50% of the TIF proceeds from the site until the dollar
amount of $882,760.00 is met. This is being brought before you at this time for a final review of the documents related to the Chamber relocation. The boards of the Chamber and CRA must
still review these documents and give their final approval.
MEMORANDUM TO: Mayor and City Commissioners FROM: Scott Aronson, Parking Management Specialist Richard C. Hasko, PE, Director of Environmental Services THROUGH: David T. Harden, City
Manager DATE: September 9, 2011 SUBJECT: AGENDA ITEM WS.2 -SPECIAL/WORKSHOP MEETING OF OCTOBER 11, 2011 STATUS REPORT ON PARKING STUDY IMPLEMENTATION ITEM BEFORE COMMISSION The item
before the City Commission is a status report on implementation of the Parking Management Plan and a request for direction to staff regarding the process the Commission wishes to follow
in making a decision on whether or not to implement metered parking in the downtown area. BACKGROUND The City Commission, at its meeting of September 7, 2010, accepted the findings of
the Parking Management Plan completed by Kimley Horn, and directed staff to proceed with its implementation. Implementation was proposed in immediate, short term and long term stages.
Several immediate action items have been completed, with others in various stages ranging from research to draft format. While several chapters of the Plan conclude with specific recommendations,
others offer options for consideration based on the long-term development and economic goals of the City with the common objective of creating a sustainable parking system, integrated
with transportation to further these goals. Chapter 14 of the Plan describes several organizational models for parking management. While the models vary in form and function, the common
goal is to create an efficient, sustainable, vertically integrated system, serving the needs of residents, stakeholders, business owners, their employees and visitors, while furthering
the long-term goals of the City. We consider the Consolidated City Department Model as most appropriate for Delray Beach given the size of the City and its current organizational structure.
The associated functions of parking management will be pulled out of various divisions in Public Works and combined in one vertically integrated Division which will be responsible for
all facets of parking operations, for both on-street and off-street parking, and will include oversight of transportation services, branding and marketing, implementation of new technology,
parking permit programs, etc. Parking enforcement will remain with the Police Department. The creation of a Parking Division will allow us to better track the total cost of managing
parking. We are also looking at the possibility of setting up a Parking Enterprise Fund which would capture all
parking revenues as well as costs currently funded by Parks and Recreation, Finance, and Police as well as Public Works. Current costs are estimated as follows: Costs for Public Works
alone are just below $1million ($978,190). This includes CRA funding for the shuttle service in the amount of $300,000, but does not include the debt service cost for the Old School
Square Garage. One option recommended in the Parking Management Plan is implementation of a Fee Based Parking System in the Downtown Core Area. Annual estimated revenue, based on the
study's observed utilization, is in the $1.2 million range with a $1.95 million capital expenditure required for equipment. The $12,000 per unit estimated cost of multi-space meters
is $2,000 higher than the City's $10,000 per unit cost for the Digital Payment Technologies units currently being used in the beach parking lots (a $170,000 reduction). The study shows
the City would recover its equipment costs iwthin 20 months, shortened by the noted price differential. With a life expectancy for the equipment being 8 -10 years, a fee based program
produces significant net revenue to sustain the parking system while providing revenue for funding of Capital Projects and long-term, high cost maintenance tasks inherent to parking
structures such as repainting, seal coating, repairs, etc. Additional programs may be funded with any surplus revenue generated by increases in traffic as the economic climate improves.
Atlantic Avenue merchants have expressed concern that implementation of a fee based parking program in the Downtown Core area will have a dire affect on their businesses. The merchants
are considering the option of implementing a Parking District, preferring a district tax to a fee based program, to maintain free parking in the area. While free parking is an admirable
goal, convenience is an important factor that must not be overlooked. Standard operating procedures of a fee based prograsm call for prime spaces to be the highest fee with the shortest
time limits, with prices reducing slightly and time limits increasing proportionately for parking on side streets. Prices at surface lots are reduced even further with more permissive
time limits with the garages priced lowest, perhaps even free at times, with no time restrictions. This system creates the greatest efficiency in use of available parking spaces by equally
distributing vehicles based on the length of stay. The optimal occupancy rate for parking is 85% resulting in spaces generally available, a majority of the time, in a given area. Pricing
and time limits are adjusted periodically to maintain this 85%. Parking policies can also provide assistance to retailers with slight adjustments. For example; a 2-hour limit on Atlantic
Avenue between 8 AM and 8 PM, where patrons may not stay longer than 2-hours, can theoretically produce at least six (6) different vehicles in each space, producing pedestrians in front
of shops as they park. Multiplied by the number of spaces, (average 6 per block face) equals 36 passersby per block face per day. Reducing the limit to 1-hour, produces double the number
of patrons to 72 per block face, per day, (potential customers). For those that wish to shop, dine, and stroll, parking on the adjacent side streets or surface lots provides sufficient
time to do so while producing pedestrian traffic between parking and Atlantic Avenue. Evening utilization was shown to be highest, due in part to the number of restaurant employees.
Attempting to control employee parking, usually relegated to the less popular spaces, is Department Estimated Annual Cost Public Works $ 978,000 Parks & Rec $ 40,000 Finance Dept. $25,000
Police Department $60,000
challenging without incentives, which are lost in a free parking system. Participation in employee parking programs is generally higher when a financial incentive is available. The main
advantage of the fee based program is the incentives created for efficient utilization of available parking spaces. The City needs to make a decision concerning the model and revenue
source to be implemented. REVIEW BY OTHERS The Parking Management Advisory Board supports implementation of a fee based parking management program in conjunction with an employee parking
program, intended to provide designated parking areas for employees, thereby providing more customer parking in prime parking areas. RECOMMENDATION Staff is seeking direction from the
City Commission as to the decision making process you wish to follow regarding the funding source to be implemented for parking in Delray Beach. Options include: 1. Continue the status
quo with other revenues subsidizing parking. 2. Immediately proceed with implementing a fee based program based on the information the Commission already has. 3 Hold a public hearing
on whether to institute fees for on-street parking 4. Survey all downtown business owners on whether to institute fees for on-street parking or create a Parking District. 5. Add a question
to our National Citizens Survey questionnaire on how citizens feel about fees for on-street parking in the downtown area 6. Combinations of one or more of the above.
City of Delray Beach Parking Management Plan COLOR KEY Recommendations and Status Report Completed In progress Not achievable a this time Priority Recommendation 5.A 1 Adoption of "tiered"
parking requirement structure that provides relief for smaller office facilities. In progress Staff is reviewing Office Parking requirements proposed for the CBD to determine the effects
of its implementation 5.B 2 Expand current bicycle parking requirements citywide and include more land uses. p. 32 5.C 2 Include requirements regarding bicycle facility placement, including
lighting, security, location within site, etc. in LDR's. p. 32 5.D 1 Provide bicycle parking within public Parking facilities, transit stops/stations, and at other strategic locations
within the study area . Awaiting direction from the Public Art Board to establish artistic bicycle racks /corrals. p. 32 Standard racks to be used in low profile areas. 5.E 2 Adoption
of the ULI shared parking procedures as an additional option to the current procedure defined in the LDR's. Updated ULI publication has been purchased. Review of revised Shared Parking
matrix being conducted. p. 33 5.F 0 Extend shared parking reductions to mixed use developments outside the currently specified CBD, GC, OC, and the PC zoning districts. COMPLETED p.
33 Chapter 6 Walkability Review 6.A 4 Provide pedestrian crosswalks and ADA compliant crossings at all Railroad crossings. p. 46 Based on obsrvation of patrons of Rail Road Lot crossing
adjacent track. FEC Railway requires a revised agreement which was not favorable for the City at this time. This will be continually monitored for future opportunities. 5.B & C Working
on LDR text amendments. Already identified in Land Development Regulations (LDR), Section 4.6.9(C)(1) being revised.
6.B 2 E Atlantic Ave crosswalks should be painted in accordance with the MUTCD, or enhanced with contrasting pavers to clearly delineate the path. Staff is studying how to install with
paver crosswalks. Will be proposed in the 2013 f/y (fiscal year) CIP, (Capital Improvement Plan) p. 46 6.C 3 Pedestrian push button pedestals should be provided at E Atlantic Ave & both
SB & NB US1, as well as others locations with similar issues. Will be incorporated in the US 1 Beautification project p. 46 6.D 1 Ensure that an effective clear width of 5' is available
where sidewalk cafes exist. 6.E 4 Move the controller cabinet out of the sidewalk at intersection of S Swinton & SW/SE 1st St. No available easement or right of way to move cabinet.
p. 46 Staff will stay cognizant of any nearby new development able to accommodate moving the controller 6.F 1 Provide pedestrian facilities through Rail Road Lot (adjacent to FEC tracks).
Staff is considering providing a "Pedestrian Area" immediately adjacent to the N/S Drive aisle of the Railroad lot between Atlantic Avneue and NE 1st St. p. 46 6.G 3 Maintain an max
of 2% cross slope at driveways along US 1. Will be incorporated in the US 1 Beautification project p. 46 6.H 3 Relocate crosswalks at intersections along US 1 where curb inlets do not
fall within curb ramps. Will be incorporated in the US 1 Beautification project p. 47 6.I 1 Continue coordination with Tri Rail & Palm Tran to ensure efficient coordination with downtown
roundabout schedules. COMPLETED p. 47 Code Enforcement and Clean & Safe have enhanced monitoring of the sidewalk cafes to assure the 5' clear pedestrian path is maintained. Will continue
to work with Community Improvement
6.J 2 Improve sidewalks between Bankers Row Lot (P13) & Atlantic Ave to provide better connection. Proposed in F/Y 2012 CIP p. 47 6.K(1) 1 Provide signage in the Old School Square Garage
directing patrons to exit via the south exit to Pineapple Grove Way & Atlantic Avene Installation should be completed by end of October, 2011 p. 47 6.K(2) 4 Improve pedestrian lighting
along the pathways between Atlantic Ave & Old School Square Garage (P12). Included in a future year's OSS CIP request p. 47 6.M 1 It is recommended that signage and pedestrian lighting
be improved at the SW 4th Ave (P20) parking lot. Coordination with FPL is under way to improve street lighting along SW 4th Avenue between the Parking Lot and West Atlantic Avenue. p.
47 6.N 1 Provide signage at the NW 5th Ave (P21) lot & provide striped crosswalk across any driveway crossings greater than 25 feet. Unable to meet MUTCD's minimum 6' width for striped
crosswalk. Will include request for brick paver style crosswalks in the CIP in an upcoming year. p. 47 Chapter 7 Transportation Demand Management 7.A(1) 3 Implement interim TDM Plan.
(Citywide or CRA wide) p. 52 7.A(2) 4 Implement long term TDM Plan. (Citywide or CRA wide) p. 52 Researching effective programs
Chapter 8 Downtown Shuttle Review 8.A 0 Require improved Ridership Report data from contractor. p. 61 8.B 1 Revise shuttle service map to reflect existing routes/schedules. Completed
on the City's Website. Printing of new brochures put on hold until 2011/12 shuttle funding is established. Brochure design to commence once funding is confirmed p. 61 8.C 1 Modify shuttle
name signage by removing vehicle wrap. Wrap removed from all windows. Redesign is expected by end of October. FDOT and CRA have each committed $300,000 towards upgrading vehicles to
trolleys and operating through f/y 2012 p. 61 8.D 1 Provide proper route identification on buses. COMPLETED p. 61 8.E 1 Improve Route 2 marketing. p. 61 8.F 0 Modify routes for improved
connectivity with parking, Palm Tran & Tri Rail. p. 61 Chapter 9 Review of Operating Policies and Procedures for Parking 9.A(1) 2 p. 63 9.A(2) 1 p. 63 Perform a detailed valet parking
study. Conduct thorough review of current valet parking program. COMPLETED Oversight of the valet program is an ongoing task. Modifications to the agreements have been completed capping
price at $10; requiring validation programs with neighboring businesses; sign lettering standards; etc. To be addressed as recommended as a short term change or improvement within 1
3 years COMPLETED COMPLETED
9.A(3) 2 p. 63 9.B 2 Implement marketing measures and other incentives to promote smart card usage. Marketing the Smart Card program is ongoing. 250 cards were distributed at the Delray
Affair. Additional recommendations will be brought forward subsequent to PMAB review. p. 63 9.C(1) 1 Review time limit for the beach renourishment stipulation to evaluate feasibility
of extending beach parking permit for residents only. p. 64 9.C(2) ? Implement different pricing structure if extended hours offered to non residents. p. 64 9.C(3) 3 Review rates of
the beach parking permit at least every 2 3 years. Beach Premits increasaed to $90 /New Senior Permit $95 allowing use in SR A1A /p. 64 9.D 1 Consider changes to the parking enforcement
program making downtown more visitor friendly. Exploring options with Police Department 9.E 1 Consider investment in automated citation hand held computer and associated hardware. A
change to automated handheld citation devices is not currently included in the Public Safety Software implementation, but this technology can be added in the future p. 65 9.F 2 Recommend
that the option of installing a revenue control system will be most appropriate for City's long term garage management. Under consideration p. 66 Develop comprehensive valet program
to include operations of city wide program. Staff will be proposing valet service at the OSS Garage A 1992 agreement with Palm Beach County for beach renourishment states, “The City
shall maintain all vehicle parking spaces in the vicinity of the beach project that are under City’s control which existed on the date of that Supplemental Intergovernmental Agreement,
dated November 8, 1983, open to all members of the public on an equal basis or on equal terms.” A 1994 agreement also included a requirement to provide and maintain parking areas open
to all on equal terms.
9.G 4 Develop and incorporate a comprehensive, well documented training program. Not yet addressed p. 66 9.H See Chapter 11 recommendations. p. 66 Chapter 10 Revenue Control Equipment
10.A 2 Implement multi space meters for on street parking revenue control. p. 69 10.B 2 Install automated revenue control equipment at the two garages. p. 70 Chapter 11 Public Parking
Fee 11.A 3 Restructure on street parking fee. p. 73 11.B 4 Implement paid parking at off street parking facilities that are closest to the downtown core. Staff is seeking direction from
the City Commission regarding implementation of a fee basaed parking program in the core area west of the ICW. p. 74 Chapter 12 Payment in Lieu Program 12.A 2 Expand program to provide
property owners the option to voluntarily participate, whether or not hardship exists. Completed p. 85 Chapter 13 Mechanical Parking 13.A 4 Meter fees east of the Intracoastal Waterway
(ICW) have been increased to $1.50 per hour; The report provides no recommendation in this chapter Working with merchants for potential alternatives to metering To be coordinated with
on street and other off street programs, once determined Pending discussions with merchants and Commission direction
Chapter 14 Parking Organization Models The Consolidated City Department Model is being implemented creating a Parking Division independent of Public Works.
MEMORANDUM TO: Mayor and City Commissioners FROM: Scott Aronson, Parking Management Specialist Richard C. Hasko, PE, Director of Environmental Services THROUGH: David T. Harden, City
Manager DATE: October 4, 2011 SUBJECT: AGENDA ITEM WS.3 -SPECIAL/WORKSHOP MEETING OF OCTOBER 11, 2011 OLD SCHOOL SQUARE GARAGE VALET PARKING PROGRAM ITEM BEFORE COMMISSION The item before
the City Commission is that of considering the creation of a valet parking service in the Old School Square Parking Garage. BACKGROUND Staff has been investigating implementation of
a valet parking program in the Old School Square Garage utilizing the southern, ground floor portion of the facility that runs between NE 1st and 2nd Avenues, with parking on the rooftop.
The entrance on NE 2nd Avenue would be opened for valet parking only. The advent of a valet program would avail the garage to those uncomfortable with using parking structures, (unescorted
females, the elderly, etc.). The main floor area would be used as the queuing area with the rooftop used for storage of vehicles. In addition to providing this valuable service, security
throughout the facility will improve as the valet activity is unpredictable, thereby deterring crimes of opportunity. The potential revenue stream will also assist in defraying costs
associated with management of parking operations citywide. The main floor will be used as the queuing area with vehicle storage on the roof level. Traffic will enter from NE 2nd Avenue,
stopping where directed, surrendering the car to the valet. The gate on the east side of the garage, (see attached), separating the main floor from the ramping system will be opened
to allow access for the valet. While previous requests to allow this access to the general public have not been supported, the dangers presented by this obscure traffic merge is mitigated
by familiarity of the valet through repetition. Vehicles will be returned to customers on the west side of the main floor exiting onto NE 1st Street. During non-peak hours, the main
floor will facilitate both queuing and parking to reduce labor costs. Proposed hours of operation are 10:00 AM through midnight Sunday through Thursday and 10:00 AM to 2:00 AM Fridays
and Saturdays to provide seamless coverage between the valet and the currently scheduled overnight shift starting at midnight. This provides access to vehicles through closing of the
facility. Labor for such programs is directly affected by demand, which not only fluctuates by seasonal variances, but also events, holidays, weather, and economic conditions. Attached
for your review are proposed staffing and estimated revenue projections. Please note, revenue projections are crafted showing two rate schedules of $3.00, $5.00 and $10.00, or $5.00,
$8.00 and $10.00 contingent on what the market will bear. Two car count estimates are provided using a 20% variable. Although the 20% reduction of vehicles in PF 1 results in an approximate
$2,000 shortfall, staffing levels have not been proportionately reduced which, if made accordingly, would result in approximately $19,600 profit. The provision of daytime valet service,
a goal of the Downtown Development Authority and Parking Management Advisory Board over the last few months, has been unattainable as parking lots leased by existing valets are required
to provide parking in accordance with Land Development Regulations. Implementation of this program is in accordance with Chapter 9 of the Parking Study, which suggests "the City provide
Valet Parking Service" as part of their review. Success of this experimental program may result in expansion to nearby on-street valet queues as suggested in the parking study. RECOMMENDATION
In consideration of the above, staff recommends creation of a valet service in the Old School Square Garage as outlined. If there is a favorable consensus, staff will place this proposal
on next week's Commission agenda for formal action.
COMMENTS: mon tue wed thu fri sat sun total Operating Hours 10A -Mid 10A -Mid 10A -Mid 10A -Mid 10 A -2 A 10 A -2 A 10A -Mid 14 14 14 14 16 16 14 102 Staffing Attendant off 10A -6 P
10A -6 P 10A -6 P off off 10A -6P 32 Attendant 5 P-Mid 5 P-Mid off off 10A -6 P 10A -6 P 5 P-Mid 37 Attendant 10A -6 P off 5 P-Mid 5 P-Mid 5 P-Mid 5 P-Mid off 36 4P -2A 4P -2A 20 15
15 15 15 25 25 15 125 $ 1 ,806.25 Weekly Labor $ 9 3,925.00 Seasonal Adjusment -24 weeks /Mid-November--Through April Attendant 2P -8P 2P -8P 2P -8P 2P -8P 1P -9P 1P -9P off Hours 6
6 6 6 8 8 0 40 $ 5 78.00 Weekly $ 1 3,872.00 Annual $ 107,797.00 # Cars Total # Cars Total No. of cars @$3 6600 $19,800 5280 $15,840 No. of cars @$5 12900 $64,500 10320 $51,600 No. of
cars @$10 4800 $48,000 3840 $38,400 24300 $132,300 AGR 19440 $105,840 AGR Net Profit $24,503.00 Net Profit ($1,957) # Cars Total # Cars Total No. of cars @$5 6600 $33,000 5280 $26,400
No. of cars @$8 12900 $103,200 10320 $82,560 No. of cars @$10 4800 $48,000 3840 $38,400 24300 $184,200 AGR 19440 $147,360 AGR Net Profit $76,403.00 Net Profit $39,563.00 AGR = Annual
Gross Revenue Annual Labor -Grand Total Valet ANNUAL REVENUE PROJECTIONS PF 1 PF 2 PF 1 less 20% PF 2 less 20%
MEMORANDUM TO: Mayor and City Commissioners FROM: Lisa Hartman, Utility Financial Manager David Boyd, Finance Director THROUGH: David T. Harden, City Manager DATE: October 6, 2011 SUBJECT:
AGENDA ITEM WS.4 -SPECIAL/WORKSHOP MEETING OF OCTOBER 11, 2011 BILLING VACANT PROPERTIES FOR UTILITY AND GARBAGE SERVICE ITEM BEFORE COMMISSION Review of ordinances requiring base charge
billing for garbage, water and sewer services for vacant units. BACKGROUND The City Commission requested a presentation regarding the billing of vacant properties for utility service.
Staff will provide the Commision with an overview of the requirements for billing vacant properties for garbage, water and sewer service including a review of the following documents
(attached for your review): -Actual bill to vacant unit -Garbage Ordinance -Specifically Sec. 51.70, Sec. 51.71(A&B), Sec. 51.75 -Water Ordinance -Specifically Sec. 52.30 (B), Sec. 52.34
(A&B) -Sewer Ordinance -Specifically Sec. 53.130 (D1)
MEMORANDUM
TO:Mayor and City Commissioners
FROM:R. Brian Shutt, City Attroney
THROUGH:David T. Harden, City Manager
DATE:October 6, 2011
SUBJECT:AGENDA ITEM WS.1 - SPECIAL/WORKSHOP MEETING OF OCTOBER 11, 2011
DISCUSSION OF THE GREATER DELRAY BEACH CHAMBER OF C OMMERCE
RELOCATION
ITEM BEFORE COMMISSION
Discussion of the Greater Delray Beach Chamber of C ommerce Relocation.
BACKGROUND
The City, the CRA, the Chamber and the Old Library Development LLC, entered into an Agreement
known as the Chamber of Commerce Relocation and Pub lic Parking Space Agreement dated April 21,
2008. The Agreement provided for the build out and relocation of the Chamber space to the northwest,
(through Amendment No. 1) of the Old School Square garage retail space. Under the terms of the
Agreement, the relocation would not occur until the closing of the old library property had
occurred. Also, Old Library Development would pay t o the City the cost of the rough shell construction ,
$567,810.00 and the cost of the build out of the sp ace $473,175.00; the developer would also pay
approximately $15,000 to the Chamber for moving exp enses and other miscellaneous expenses; the
CRA would pay to the City the difference in the fai r market value, based on the original appraisal, an d
the rough shell cost in the amount of $315,450.00. All of these costs would be paid at or subsequent t o
the closing on the old library site.
The Chamber has requested that the relocation be ac celerated. Amendment No. 2 provides for the
immediate relocation of the Chamber to the OSS spac e. The amendment provides that all of the
previously agreed upon terms will still apply if th e current developer closes on the property. However , if
the current developer fails to close, Amendment No. 2 provides that the CRA shall pay the cost of the
build out of the space in an amount not to exceed $473,175.00 and if the build out amount exceeds this
amount the Chamber shall pay the difference. The Ch amber shall be responsible for the build out of the
space. The $15,000 shall not be paid to the Chamber and the CRA shall not pay to the City the cost
difference in the amount of $315,450.00.
The Chamber relocation agreement provided that once the chamber is relocated the City and Chamber
will enter into a lease modification agreement. The Lease Modification Agreement provides as follows:
-build out must be completed within 270 days
-term shall expire on January 9, 2061
-annual rent ($1.00)
-annual operating expenses ($800.00) pl us CPI
-ability to use 15 parking spaces free of charge in the garage
-tenant shall pay for all utilities
-tenant shall have use of a portion of the storage area
-if the premises are destroyed the City shall provide a comparable space
-City shall have the right to relocate the Chamber to a comparable space
The Interlocal Agreement between the City and CRA p rovides that if the Chamber is relocated and the
current purchase and sale agreement for the old lib rary site property does not close, then upon the sa le
of the old library site property the CRA shall agre e to pay to the City 50% of the TIF proceeds from t he
site until the dollar amount of $882,760.00 is met.
This is being brought before you at this time for a final review of the documents related to the Chamb er
relocation. The boards of the Chamber and CRA must still review these documents and give their final
approval.
f t to< ID ....~ .... ~ J elo ID::s c I"t ID CD C")::r ~ ID 11j en I"t 0 11 110) OC/ID >1'1 ID 110) ( V\ I~ , /" ~ ,., /' -~ ~ 1 1'\JHI i i ii i iI ii i I '\ -_ ._ . -N 00'00'00· E 0_
._ ._ .
MEMORANDUM
TO:Mayor and City Commissioners
FROM:Scott Aronson, Parking Management Specialist
Richard C. Hasko, PE, Director of Environmental Ser vices
THROUGH:David T. Harden, City Manager
DATE:September 9, 2011
SUBJECT:AGENDA ITEM WS.2 - SPECIAL/WORKSHOP MEETING OF OCTOBER 11, 2011
STATUS REPORT ON PARKING STUDY IMPLEMENTATION
ITEM BEFORE COMMISSION
The item before the City Commission is a status rep ort on implementation of the Parking Management
Plan and a request for direction to staff regarding the process the Commission wishes to follow in
making a decision on whether or not to implement me tered parking in the downtown area.
BACKGROUND
The City Commission, at its meeting of September 7, 2010, accepted the findings of the
Parking Management Plan completed by Kimley Horn, a nd directed staff to proceed with its
implementation. Implementation was proposed in imme diate, short term and long term stages. Several
immediate action items have been completed, with ot hers in various stages ranging from research to
draft format. While several chapters of the Plan co nclude with specific recommendations, others
offer options for consideration based on the long-term development and economic goals of the City wit h
the common objective of creating a sustainable park ing system, integrated with transportation to furth er
these goals.
Chapter 14 of the Plan describes several organizati onal models for parking
management. While the models vary in form and funct ion, the common goal is to create an
efficient, sustainable, vertically integrated syste m, serving the needs of residents, stakeholders, b usiness
owners, their employees and visitors, while further ing the long-term goals of the City. We consider
the Consolidated City Department Model as most appr opriate for Delray Beach given the size of the
City and its current organizational structure. The associated functions of parking management will be
pulled out of various divisions in Public Works and combined in one vertically integrated Division
which will be responsible for all facets of parking operations, for both on-street and off-street parking,
and will include oversight of transportation servic es, branding and marketing, implementation of new
technology, parking permit programs, etc. Parking e nforcement will remain with the Police
Department.
The creation of a Parking Division will allow us to better track the total cost of managing parking. We
are also looking at the possibility of setting up a Parking Enterprise Fund which would capture all
parking revenues as well as costs currently funded by Parks and Recreation, Finance, and Police as wel l
as Public Works. Current costs are estimated as fo llows:
Costs for Public Works alone are just below $1milli on ($978,190). This includes CRA funding for the
shuttle service in the amount of $300,000, but doe s not include the debt service cost for the Old Sch ool
Square Garage.
One option recommended in the Parking Management Pl an is implementation of a Fee Based Parking
System in the Downtown Core Area. Annual estimated revenue, based on the study's observed
utilization, is in the $1.2 million range with a $1 .95 million capital expenditure required for equipm ent.
The $12,000 per unit estimated cost of multi-space meters is $2,000 higher than the City's $10,0 00 per
unit cost for the Digital Payment Technologies unit s currently being used in the beach parking lots (a
$170,000 reduction). The study shows the City would recover its equipment costs iwthin 20 months,
shortened by the noted price differential. With a l ife expectancy for the equipment being 8 - 10 years, a
fee based program produces significant net revenue to sustain the parking system while providing
revenue for funding of Capital Projects and long-term, high cost maintenance tasks inherent to parki ng
structures such as repainting, seal coating, repair s, etc. Additional programs may be funded with any
surplus revenue generated by increases in traffic a s the economic climate improves.
Atlantic Avenue merchants have expressed concern th at implementation of a fee based parking program
in the Downtown Core area will have a dire affect o n their businesses. The merchants are considering
the option of implementing a Parking District, pre ferring a district tax to a fee based program, to
maintain free parking in the area. While free parki ng is an admirable goal, convenience is an importan t
factor that must not be overlooked. Standard operat ing procedures of a fee based prograsm call for
prime spaces to be the highest fee with the shortes t time limits, with prices reducing slightly and ti me
limits increasing proportionately for parking on si de streets. Prices at surface lots are reduced even
further with more permissive time limits with the g arages priced lowest, perhaps even free at times, w ith
no time restrictions. This system creates the great est efficiency in use of available parking spaces b y
equally distributing vehicles based on the length o f stay. The optimal occupancy rate for parking is
85% resulting in spaces generally available, a majo rity of the time, in a given area. Pricing and time
limits are adjusted periodically to maintain this 8 5%.
Parking policies can also provide assistance to ret ailers with slight adjustments. For example; a 2-hour
limit on Atlantic Avenue between 8 AM and 8 PM, whe re patrons may not stay longer than 2-hours, can
theoretically produce at least six (6) different ve hicles in each space, producing pedestrians in fron t of
shops as they park. Multiplied by the number of spa ces, (average 6 per block face) equals 36 passersby
per block face per day. Reducing the limit to 1-hour, produces double the number of patrons to 72 p er
block face, per day, (potential customers). For tho se that wish to shop, dine, and stroll, parking on the
adjacent side streets or surface lots provides suff icient time to do so while producing pedestrian tra ffic
between parking and Atlantic Avenue.
Evening utilization was shown to be highest, due in part to the number of restaurant
employees. Attempting to control employee parking, usually relegated to the less popular spaces, is
Department Estimated Annual Cost
Public Works $ 978,000
Parks & Rec $ 40,000
Finance Dept. $25,000
Police Department $60,000
challenging without incentives, which are lost in a free parking system. Participation in employee
parking programs is generally higher when a financi al incentive is available.
The main advantage of the fee based program is the incentives created for efficient utilization of
available parking spaces.
The City needs to make a decision concerning the mo del and revenue source to be implemented.
REVIEW BY OTHERS
The Parking Management Advisory Board supports imp lementation of a fee based parking
management program in conjunction with an employee parking program, intended to provide
designated parking areas for employees, thereby pro viding more customer parking in prime
parking areas.
RECOMMENDATION
Staff is seeking direction from the City Commission as to the decision making process you wish to
follow regarding the funding source to be implement ed for parking in Delray Beach.
Options include:
1. Continue the status quo with other revenues subsidizing parking.
2. Immediately proceed with implementing a fee based program based on the information
the Commission already has.
3 Hold a public hearing on whether to institut e fees for on-street parking
4. Survey all downtown business owners on wheth er to institute fees for on-street parking
or create a Parking District.
5. Add a question to our National Citizens Surv ey questionnaire on how citizens feel about
fees for on-street parking in the downtown area
6. Combinations of one or more of the above.
City of Delray Beach Parking Management Plan COLOR KEY
Recommendations and Status Report Completed
In progress
Not achievable a this time
PriorityRecommendation
5.A1
Adoption of "tiered"parking requirement structure that provides relief for smaller
office facilities.
In progress
6.B2
E Atlantic Ave crosswalks should be painted in accordance with the MUTCD,or
enhanced with contrasting pavers to clearly delineate the path.
Staff is studying how to install with paver crosswalks.Will
be proposed in the 2013 f/y (fiscal year)CIP,(Capital
Improvement Plan)
p.46
6.C3
Pedestrian push button pedestals should be provided at E Atlantic Ave &both SB &
NB US1,as well as others locations with similar issues.Will be incorporated in the US 1 Beautification project
p.46
6.D1
Ensure that an effective clear width of 5'is available where sidewalk cafes exist.
6.E4
Move the controller cabinet out of the sidewalk at intersection of S Swinton &
SW/SE 1st St.No available easement or right
6.J2
Improve sidewalks between Bankers Row Lot (P13)&Atlantic Ave to provide
better connection.Proposed in F/Y 2012 CIP
p.47
6.K(1)1
Provide signage in the Old School Square Garage directing patrons to exit via the
south exit to Pineapple Grove Way &Atlantic Avene Installation should be completed by end of October,2011
p.47
6.K(2)4
Improve pedestrian lighting along the pathways between Atlantic Ave &Old School
Square Garage (P12).Included in a future year's OSS CIP request
p.47
6.M1
It is recommended that signage and pedestrian lighting be improved at the SW 4th
Ave (P20)parking lot.
Coordination with FPL is under way to improve street
lighting along SW 4th Avenue between the Parking Lot and
West Atlantic Avenue.
p.47
6.N1
Provide signage at the NW 5th Ave (P21)lot &provide striped crosswalk across
any driveway crossings greater than 25 feet.
Unable to meet MUTCD's minimum 6'width for striped
crosswalk.Will include request for brick paver style
crosswalks in the CIP in an upcoming year.
p.47
Chapter 7
Chapter 8
9.A(3)2
p.63
9.B2
Implement marketing measures and other incentives to promote smart card usage.
Marketing the Smart Card program is ongoing.250 cards
were distributed at the Delray Affair.Additional
recommendations will be brought forward subsequent to
PMAB review.
p.63
9.C(1)1
Review time limit for the beach renourishment stipulation to evaluate feasibility of
extending beach parking permit for residents only.
p.64
9.C(2)?Implement different pricing structure if extended hours offered to non
9.G4
Develop and incorporate a comprehensive,well documented training program.Not yet addressed
p.66
9.H See Chapter 11 recommendations.
p.66
Chapter 10
Chapter 14
MEMORANDUM
TO:Mayor and City Commissioners
FROM:Scott Aronson, Parking Management Specialist
Richard C. Hasko, PE, Director of Environmental Ser vices
THROUGH:David T. Harden, City Manager
DATE:October 4, 2011
SUBJECT:AGENDA ITEM WS.3 - SPECIAL/WORKSHOP MEETING OF OCTOBER 11, 2011
OLD SCHOOL SQUARE GARAGE VALET PARKING PROGRAM
ITEM BEFORE COMMISSION
The item before the City Commission is that of cons idering the creation of a valet parking service in the
Old School Square Parking Garage.
BACKGROUND
Staff has been investigating implementation of a va let parking program in the Old School Square
Garage utilizing the southern, ground floor portion of the facility that runs between NE 1st and 2nd
Avenues, with parking on the rooftop. The entrance on NE 2nd Avenue would be opened for valet
parking only.
The advent of a valet program would avail the garag e to those uncomfortable with using
parking structures, (unescorted females, the elderl y, etc.). The main floor area would be used as the
queuing area with the rooftop used for storage of v ehicles. In addition to providing this valuable ser vice,
security throughout the facility will improve as t he valet activity is unpredictable, thereby deterri ng
crimes of opportunity. The potential revenue stream will also assist in defraying costs associated
with management of parking operations citywide.
The main floor will be used as the queuing area wit h vehicle storage on the roof level. Traffic will e nter
from NE 2nd Avenue, stopping where directed, surren dering the car to the valet. The gate on the east
side of the garage, (see attached), separating the main floor from the ramping system will be opened t o
allow access for the valet. While previous requests to allow this access to the general public have no t
been supported, the dangers presented by this obscu re traffic merge is mitigated by familiarity of the
valet through repetition. Vehicles will be returned to customers on the west side of the main floor
exiting onto NE 1st Street. During non-peak hours, the main floor will facilitate both que uing and
parking to reduce labor costs.
Proposed hours of operation are 10:00 AM through mi dnight Sunday through Thursday and 10:00 AM
to 2:00 AM Fridays and Saturdays to provide seamles s coverage between the valet and the currently
scheduled overnight shift starting at midnight. Thi s provides access to vehicles through closing of th e
facility. Labor for such programs is directly affec ted by demand, which not only fluctuates by seasona l
variances, but also events, holidays, weather, and economic conditions. Attached for your review are
proposed staffing and estimated revenue projections . Please note, revenue projections are crafted
showing two rate schedules of $3.00, $5.00 and $10.00, or $5.00, $8.00 and $10.00 contingent on what
the market will bear. Two car count estimates are p rovided using a 20% variable. Although the 20%
reduction of vehicles in PF 1 results in an approxi mate $2,000 shortfall, staffing levels have not
been proportionately reduced which, if made accordi ngly, would result in approximately $19,600 profit.
The provision of daytime valet service, a goal of t he Downtown Development Authority and Parking
Management Advisory Board over the last few months, has been unattainable as parking lots leased by
existing valets are required to provide parking in accordance with Land Development Regulations.
Implementation of this program is in accordance wit h Chapter 9 of the Parking Study, which suggests
"the City provide Valet Parking Service" as part of their review. Success of this experimental program
may result in expansion to nearby on-street valet q ueues as suggested in the parking study.
RECOMMENDATION
In consideration of the above, staff recommends cre ation of a valet service in the Old School Square
Garage as outlined. If there is a favorable consen sus, staff will place this proposal on next week's
Commission agenda for formal action.
COMMENTS:
montuewedthufrisatsuntotal
Operatin g Hours 10A - Mid10A - Mid10A - Mid10A - Mid10 A - 2 A10 A - 2 A10A - Mid
14141414161614102
Staffin g
Attendantoff10A - 6 P10A - 6 P10A - 6 Poffoff10A - 6P32
Attendant5 P-Mid5 P-Midoffoff10A - 6 P10A - 6 P5 P-Mid37
Attendant10A - 6 Poff5 P-Mid5 P-Mid5 P-Mid5 P-Midoff36
4P - 2A4P - 2A20
15151515252515125
1,806.25 $ Weekly Labor
93,925.00 $
Seasonal Ad j usment - 24 weeks / Mid-November--Throu g h April
Attendant2P - 8P2P - 8P2P - 8P2P - 8P1P - 9P1P - 9Poff
Hours666688040
578.00 $ Weekly
13,872.00 $ Annual
107,797.00 $
# CarsTotal# CarsTotal
No. of cars @ $36600 $19,800 5280$15,840
No. of cars @ $512900$64,50010320$51,600
No. of cars @ $104800$48,0003840$38,400
24300 $132,300AGR 19440 $105,840AGR
Net Profit$24,503.00Net Profit($1,957)
# CarsTotal# CarsTotal
No. of cars @ $56600$33,0005280$26,400
No. of cars @ $812900$103,20010320$82,560
No. of cars @ $104800$48,0003840$38,400
24300 $184,200 A G R 19440 $147,360 A G R
Net Profit$76,403.00Net Profit $39,563.00
AGR = Annual
Gross Revenue
Annual Labor - Grand Total
Valet
ANNUAL REVENUE PROJECTIONS
PF 1
PF 2
PF 1 less 20%
PF 2 less 20%
MEMORANDUM
TO:Mayor and City Commissioners
FROM:Lisa Hartman, Utility Financial Manager
David Boyd, Finance Director
THROUGH:David T. Harden, City Manager
DATE:October 6, 2011
SUBJECT:AGENDA ITEM WS.4 - SPECIAL/WORKSHOP MEETING OF OCTOBER 11, 2011
BILLING VACANT PROPERTIES FOR UTILITY AND GARBAGE S ERVICE
ITEM BEFORE COMMISSION
Review of ordinances requiring base charge billing for garbage, water and sewer services for vacant
units.
BACKGROUND
The City Commission requested a presentation regard ing the billing of vacant properties for utility
service. Staff will provide the Commision with an overview of the requirements for billing vacant
properties for garbage, water and sewer service inc luding a review of the following documents (attache d
for your review):
-Actual bill to vacant unit
-Garbage Ordinance - Specifically Sec. 51.70, Sec. 51.71(A&B), Sec. 51.75
-Water Ordinance - Specifically Sec. 52.30 (B), Sec . 52.34 (A&B)
-Sewer Ordinance - Specifically Sec. 53.130 (D1)