Loading...
07-14-98 Workshop CITY OF DELRAY BEACH, FLORIDA - CITY COMMISSION AIl-~eri~ Ci~ ~IRST FLOOR CONFERENCE ROOM The City will furnish auxiliary aids and services to afford an individual with a disability an opportunity to participate in and enjoy the benefits of a service, program or activity conducted by the City. Contact Doug Randolph at 243-7127 (voice) or 243-7199 (TDD), 24 hours prior to the event in order for the City to accom- modate your request. Adaptive listening devices are available. AGENDA ~1) Report from Planning and Zoning staff and Urban Design Studios on the ~arge home issue. ~2) ~ineapple Grove Main Street status report (Tom Fleming). (3) Review proposed Five Year ~pital Improvement Pro,ram for Fiscal Years 1999 through 2003. ~u~q~w/ (4) 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. The following is a verbatim transcript of the discussion which occurred at the City Commission workshop meeting held on July 14, 1998, with respect to agenda item (1/ Report from Planninq and Zoninq staff and Urban Desiqn Studios on the larqe home issue: Paul Dorlinq: "On January 3, 1998, the Commission heard a presentation by Hank Skokowski of Urban Design Studios on the various approaches to regulate the large homes. The Commission discussed the alternatives and directed staff to work with the consultant on an approach that would establish thresholds beyond which additional regulations would apply. Staff has done additional research and developed some ideas with respect to these thresholds and additional regulations. Before finalizing any of those, however, we wanted to come to the Commission to discuss them and to verify that we're on track. "One approach which appears to have had previous City Commission support was to change the definition of height to measure it to the tip of the roof rather than the mean of a hip, gable or gambrel roof. This regulation would affect all single family structures and would have the net result of allowing a maximum height of 35 feet in residential areas. Currently as measured we have heights which sometimes exceed 45 feet. If this maximum height is adopted, it is recommended (as you discussed previously) that an exception be established for cupolas, chimneys and similar appurtenances to be a maximum of 5 feet above the highest point of the roof, or the minimum required by standard building code, whichever is greater." Mayor Alperin: "How do you define how big a cupola can be? Can that be as big as a room or what?" Paul Dorlinq: "I don't know. Currently, for appurtenances to buildings, we have no maximum height." Mayor Alperin: "What I'm saying is that if we adopt this, what does cupola mean as far as size? That needs to be defined, too. Otherwise it could be five feet over the whole size of the top floor, so that needs to be part of the definition too." City Manaqer: "We would need to look at what the definition of cupola is, and see what the nature of the problem is." Mr. Skokowski: "Sometimes you can accomplish that just through illustration. You can illustrate clearly what the intent is, what a cupola is, give a definition and illustrate what it is that you are talking about." Mayor Alperin: "Maybe we can just say something can be no more than 5' by 5', and that makes it clear and easy to understand. I can just see somebody saying they want a cupola 20' by 30' or something, which is another room." City Manaqer: "It is a good question and needs to be looked at. We should do some research before we give you a response on what we would recommend." Paul Dorlinq: "Another recommendation that we think should apply to all structures is to introduce a side transition for the building envelope at the side setbacks. This will allow a maximum height of 24 feet at the minimum setback before having to taper off at a 45 degree angle. It is important to note here that this doesn't exclude someone from going higher than 24 feet with a straight wall, but it would be required to fit in the envelope and then to start setting it back so that you would not have a vertical wall at the minimum setback of more than 24 feet. "Now these two things we recommend be applied to all homes to meet your concerns. With respect to regulations which should apply after a certain threshold, we did do some additional work as it relates to FARs (floor area ratios). Since receiving direction, we identified sections in the City that are experiencing large home construction pressure. What we did is go back over the last three years and looked at all of the homes that have been permitted in these areas and went through and identified their respective FARs. There was a total of 140 homes built in this 3 year period in the identified areas, and of those we found that 66% of them were under .30 FAR, 78% were under .35 FAR, 85% were under .40 FAR, and 95% were under .45 FAR. That relates to 47 units were above .30 FAR, 31 units were over .35, 21 units were over .40, and 7 units were above .45 FAR. "We are recommending that if you use an FAR, that the threshold be established at .40 which, utilizing this threshold, you would exclude 85% of the homes built in the last three years. Of the 15% of the homes that you would affect, this translates to 21 homes over the last three years, or an average of 7 homes a year that would be subject to these additional regulations. "We've come up with two suggestions for additional restrictions that would apply to homes over this .40 FAR, and Hank Skokowski of Urban Design Studios will summarize these for you." Mr. Skokowski: "I think as you may recall from past discussions and your review of what other communities have done, there are a whole slew of things that you can do. What we discussed, basically, is what is the simplest and most effective thing that you can do, easy to administer and will only apply to a very few homes, those homes which are in effect pressing the envelope, not only in terms of the numbers over this .40 but keep in mind that this also represents I think what the community standard is. 85% of the homes in this community are built less than that, and so these homes built in the upper area are clearly larger than the norm. What we looked.at, in addition to the - 2 - 7/14/98 height limit, is the second standard Paul showed you is the idea of transitioning on the sides. A real simple thing that you can do is to say that if you want to continue to build a larger and larger home over .40, then there perhaps ought to be a little more sensitivity as well in the front and the rear. So that is where the side transition now incorporates a front transition as well as the back. You've got the relationship to the street and the relationship to a rear property line or a neighbor in the back is being addressed here as well. "We only felt that one other standard should be applied, and again this is only for the larger homes. Only when a home is in this .40 FAR or larger, we're saying that this is a larger home which needs to be a little more sensitive due to its size in terms of its design or relationship to abutting properties and the street, etc., so we're suggesting that you can establish a simple relationship of a second floor and a third floor to the first floor. As an example, if a first floor was being proposed at about 2,000 sq.ft., the second floor is restricted to a maximum of 1,500 sq.ft, and the third floor is restricted to a maximum of 1,000 sq.ft. It's 75% and 50% as you go up from the first floor. So we're not saying how big your first floor can be because it can be within the setbacks and so on, but whatever you design as a first floor, there is a ratio. We're also not saying where that second floor needs to be. It could be on the side, in the front, on the back. The building area for upper floors can occupy any space within the designated setbacks as long as it conforms to the appropriate reduction ratio. So the design of a house doesn't need to look like a pyramid; everything can be moved over to the left or the right or whatever. We're trying to allow maximum flexibility but also saying that there ought to be some effort in the design of the house to begin to scale the building down, preferably to the side and to the street and have a relationship to the abutting properties that begins to scale it down because it is more massive, it has more square footage than the neighborhood probably typically does because it is over .40 FAR. "Of all of the discussion that Diane, Paul and I had, we've tried to come up with a standard that we thought was reasonable, would apply only to the cases where there was a potential for an adverse impact to the community, and hopefully a couple of additional restrictions are very reasonable in terms of potential adverse impacts that these larger homes could have upon a neighbor or a neighborhood. "These additional standards or restrictions are, of course, in the context of the first two things that Paul went over. There is a building envelope, and you have tremendous freedom and flexibility to design whatever style you want within the limits of that building envelope." - 3 - 7/14/98 Mayor Alperin: "Suppose you're looking at a two story hall, and that fits in the envelope, is that second floor hall considered part of the 1,500 sq.ft.?" Mr. Skokowski: "I think I understand what you're saying. Maybe we need to rethink the methodology so that we anticipate some loopholes or glitches in terms of how you administer this Mayor Alperin: "It seems what we're talking about is impacting size, but not necessarily square footage. I don't think anyone is really concerned about the interior square footage; it's how much it will impact the exterior." Mr. Skokowski: "What you're suggesting is that there needs to be a clear statement of intent as well, that the second floor in terms of the relationship with the first floor as viewed from the outside, ought to be proportionately scaled back and you shouldn't be able to get around that by having volume spaces that effectively get around this provision." Mayor Alperin: "In other words, measuring from the outside walls the 75% as opposed to the interior floor area." Mr. Eqan: "Just a question ... when we went through this before we heard lots of comments about how if we go to a pyramiding effect or the second floor setback, we're going to get all of these ugly, ridiculous looking houses. I see Bob (Currie) is here and is that the case? Can an architect, given these rules and regulations, come up with attractive looking houses?" Bob Currie: "I think it's a very difficult task. You are trying to legislate aesthetics and I don't think you can do that. You ought to just deal with a volume FAR and leave it at that. Don't worry about how big a cupola should be or how slanted the roof should be." Mr. Skokowski: "The issue here is not aesthetics. I think it's a compatibility issue. All we're saying is that there is a minimum setback. If you analyze what these kinds of building envelopes really do allow, in other words the volume and the square footage in that envelope, if you were to take a typical lot and were to build to the minimum setbacks on all four sides and build to the maximum height, that's a huge building and it is not at all consistent with what exists out there in the neighborhoods today. So effectively, all you're saying here is that if you want to build taller than 24 feet, which is a good size 2-story house, right up against the minimum setback, you can't do that without doing one of two things. One is if you want a vertical wall taller than 24 feet, you have to move it a foot or two further away from the property line. We don't want a 30 or 35 foot vertical wall right up against the property line. Or you can begin to design a home that doesn't have a tall vertical wall which would lead to a flat roof, you can design a home that has a gabled roof or a hip roof or some type of an angular roof. In terms of compatibility, that is more of a residential character versus a tall, flat roof which is more of a commercial character. You are just saying that you need to be a little sensitive with respect to how you want to do it." Mayor Alperin: "Allright, my comment is simply that I think you've done pretty well from what I see here. It's very close to being more restrictive than the recommendation I made which was a moveable pyramid, so I'm satisfied with this which is basically a fixed pyramid with an envelope and transition. And this isn't going to affect all that many houses. It's only the very largest houses that are going to be imposing on adjacent properties. If you don't want to build at the setbacks you could build to 35 feet if you're set back enough. So really you're not preventing the height, it's just saying where you can put it." Mr. Skokowski: "It's interesting that when we did some real extensive field surveys going through neighborhoods, it was almost always the homes that had a two story mass that became the problem. It wasn't necessarily the floor area, it was especially the two story volume. So with this threshold, once you get real big, it becomes more and more important to have a scaled back character so that you maximize the ground floor and then begin to step back a little bit as you go up. That helps an awful lot to scale the building down and make it feel smaller." Mayor A1Derin: "This won't change the Historic Preservation Board's control of what goes in those districts, right? These are in addition to HPB restrictions? Paul Dorlinq: "Correct." Mayor A1Derin: "Does anybody else have any comments? Do we want to direct staff to proceed with the ordinance process based on what's been presented? (Everybody's OK). Paul Dorlinq: "For clarification, the 35 ft. height definition change as well as the side transitions would apply to all homes, and then we would apply the other two regulations to homes over .40 FAR. END OF DISCUSSION. Prepared by: AMH 10/30/98 - 5 - 7/14/98 PINEAPPLE GROVE MAIN STREET, INC. uPU^WEv ?/14/98 5:07 PM Projects for '1998199 Main Street's MAIN THINGS--The Ar~clt,' Outdoor Art~ Ftt. ndin~ FUNDING · Identify and apply for "capacity building" grants to support program costs F~NANCE COMMITTEE · Identify funding sources for: The Arch at Southern Entry Facade Improvements Incentives Pool Outdoor Art Program · Conduct a Membership Campaign DESIGN COMMITTEE · Install thc Pineapple Grove Arch at the Southern Entry · Implement the Facade Improvements Incentives Program · "Outreach" the Outdoor Art Program PROMOTIONS COMMITTEE · Publish the Grove Gazette quarterly newsletter ECONOMIC RESTRUCTURING COMMI'ITFEE · Conduct a survey to identify business owners' needs, concerns and expectations. DESIGN COMMITI'EE · Process the Neighborhood Plan toward implementation PROMOTIONS COMMITI~E · Plan and organize special events and activities Annual meeting Neighborhood Coffee Hours Adopt-A-Street activities Photos with Santa · Participate in events as beverage concessionaire Art & Jazz on the Avenue Summer Nights on the Avenue ECONOMIC ~UCTURING COMMITTEE · Compile and maintain a database of businesses and properties · Produce "For Lease" and "For Sale" list · Compile demographics, psychographics, market leakage, sales tax data ~OM~ONS ~~EE · Design "Pineapple Grove" merch~dise ~ & J=z cups Note c~ds Flags T-shi~ and 3-buuon shins · ~blish and distribute ~e ~nu~ Membership Directo~ ECONOMIC ~U~NG COMmiE · produce ~d distribute a Projects List (PGMS projects completed ~d undemay) Pineapple Grove Main StreeT  Organizational Update & Evaluation Report Dated July 9, 1998 Page 1 of 8 Introduction According to Kennedy Smith, Executive Director of the National Main Street Center (NMSC), successful programs go through three distinct phases, specifically, the Catalyst, Growth, and -Management phases.~ During the initial, Catalyst phase (which normally lasts 2 - 4 years), the program is created, the organization builds collaborative partnerships, develops basic revitalization skills, and establishes a credible presence in the community. Most of the major reinvestment needed in the commercial district takes place during the second, or Growth, phase. Sometimes, writes Kennedy, "Main Street revitalization programs ... find the symptoms of change disorienting or disturbing. Understanding the three development phases is critical...and can be one of the toughest challenges for a Main Street program manager or volunteer leader .... The transition from the Catalyst to the Growth phase is one of the most crucial, and often turbulent, periods in a Main Street program's life. About 82% of [full-fledged Main Street programs] remain active and enjoy continued success. The remaining 18% fail; and, of that i8%, 90percent fail at this transition point." Pineapple Grove Main Street is making this difficult transition from the Catalyst to the Growth phase. The transition process is at the root of the challenges and concerns addressed in this Update. At the same time, we've made some notable advances since last summer, and the advances far outweigh our shortfalls. We will share with you in a moment a summary of our 1997/98 activities, a progress report on the projects reflected in our 1997/98 work plan, and the activities and projects now underway. Firstly, however, a status report on the organization. Organizational Status BOARD OF DIRECTORS Evaluation We presently have an abundance of opportunities to participate on the Board. Two Project Director seats are vacant and the two others will open up October 1, 1998, when the present Directors' terms expire. As of October 1, our Vice President, Bill Branning, rotates up to President, creating an opening for a new Vice President. We expect an influx of creativity as four of our Liaison seats are replaced with new members Actions Required The vacancies must be promptly filled with dedicated, committed Directors who are focused on the implementation of projects. · A new Vice President and Design Director will be elected during the September Annual Meeting. Main Street News, Number 120, March, 1996; National Main Street Center, National Trust for Historic Preservation - Pineapple Grove Main Street Orgtmizational Update & Evaluation Report Dated July 9, 1 9 9 8 Page 2 of 8 · The Promotions and Economic Restructuring Directors will be replaced by Board appointment as soon as possible. Four liaison seats will be reviewed. · Bob Costin was recently appointed to the CRA Board; he will be interviewed by an Executive Officer and, if he has the time and desire to serve, a request will be made that he be appointed by the CRA as its Liaison. · The DDA Liaison will be interviewed by an Executive Officer to determine his ability and desire to serve. A replacement will be requested if the interview so suggests. · The Executive Board will consider which organization is most appropriate in the West Atlantic corridor with which to liaison. We know of at least three possibilities--Delray Merchants' Association, the West Atlantic Coalition, and the Delray Beach Community Development Corporation. Once identified, we will extend an invitation for appointment. · The City Manager will recommend a new City Liaison. FUND~G Evaluation Our funding objectives this year have not met expectations. As of this Update, we face a budget shortfall this fiscal year of about $60,000, mostly in funding for capital projects. Accordingly, we have been forced to postpone and re-evaluate some projects slated for this fiscal year. Actions Required · The Board and staff are urgently working to cover the projected deficit for fiscal 1998/99. Wc arc running about $10,000 short in Program Funding and this is receiving our full attention and energies. · The Board has a plan for funding that addresses near-term needs and is completing a long-term funding plan. STAFF Evaluation Earlier this year, we decided that our need for neighborhood outreach was greater than thc need for office assistance. We added a part time employee, Gail Kochlcr, to fulfill that requirement. Our program manager has requested that an office assistant be added to support the work of the Program Manager and Outreach Coordinator. Actions Required · We will first fulfill the budget objectives as shown; if successful, we will then identify additional funding for a part-time office assistant. · Until we can adequately staff the office, the Program Manager, Outreach Coordinator, and Board will aggressively seek volunteers to assist in the office. - Pineapple Grove Main Street organizational Update & Evaluation Report Dated July 9, ! 9 9 8 Page 3 of 8 VOLUN'I~ERS Evaluation We are privileged beyond description with the volunteer support we receive from the community. Our goal is to be sure our volunteers know how much their tireless efforts are needed and appreciated. Actions Required An annual Volunteer Appreciation celebration is an absolute must. The first one will occur this year in September as part of an Annual Meeting that will knock your socks off! You are all invited (date, time, and location to be announced). CLARITY OF GOALS; FOCUS Evaluation Organizations struggle when they try to take on too much at once, and we were guilty of this practice. In the past few months, however, we made corrections. Our goals and objectives are now clear. We narrowed our workload to a manageable level by defining projects as "current" and "future". Current projects are prioritized and ideas for new projects are evaluated against existing priorities. The emphasis on implementation is now greatly improved. Task Teams are completing work plans for several "Top Priority" projects (the southern arch, Facade Improvements program, and Outdoor Art), and many of the initial implementation tasks are completed. Actions Required · Projects will be assigned to new Project Directors as soon as they are seated. The Directors will oversee the task teams who are working on implementation. · Four of the five Executive Officers will "team up" with the four Project Directors. They will monitor the work plans and assist with anything that requires Executive Board action. · We are improving our system of communicating program and project status. STRATEGIC PLAN AND TIMETABLE TO REACH GOALS Evaluation PGMS is writing its work plan for 1998/99. Goals, objectives, projects, and most tasks are identified and listed. Preliminary budgets are completed. Actions Required · Complete the projects' work plans and consolidate them into the 1998/99 Strategic Plan. Except for overall implementation of Neighborhood Plan improvements, this should be completed within the next few weeks. · The Strategic Plan will be updated in coming months as Board vacancies are filled and new projects assigned. Pineapple Grove Main STREET Organizational Update & Evaluation Report Dated July 9, 1 9 9 8 Page 4 of 8 TANGIBLE RESULTS Evaluation This continues to be a great concern to us all. While we are on the verge of showing results to the neighborhood and the "outside world", we're working to transition from "planning and creating" to "doing". Actions Required · We are striving daily to implement projects. This remains one of the Board's and staff's highest priorities until the time when implementation is the ongoing, self-perpetuating, practice of the organization. ACCOUNTING AND BOOKKEEPING Evaluation Our Board Treasurer, and others who monitor this element are satisfied. Actions Required · Stay the course, while remaining open to further refinements and improvements. · Maintain the high standards set by our founding Treasurer. DEDICATIONm~ WILL TO SUCCEED Evaluation Thc Board is dedicated to thc success of the program. Actions Required Our Board will continue to work toward the goais and objectives of the adopted Neighborhood Plan, utilizing the tools available to us through the assistance of the Main Street Program, the volunteers, and our many contributors and supporters. We have aiready begun to make a difference in our neighborhood. We are committed to staying the course, and excited to be moving from the catalyst phase to the growth phase of our organization. PinEApplE GROVE M^in STREET Organizational Update & Evaluation Report Dated July 9, 1998 Page 5 of 8 Projects Report Last year's work plan proved far too aggressive. Several months ago, we realized the need to focus on, and promptly complete, the first few projects we see as highest priority. Today, our work plan focuses on installing the southern arch; implementing the Outdoor Art Program; developing the related capital and program funding; and related promotional activities. Several of the projects described below were listed in our 1997/98 work plan. Meanwhile, other opportunities for achieving our Vision surfaced, and we focused addtional energy on those projects, some of which are noted below. REDEVELOPMENT PLAN Project: Demonstrate community consensus Status: Completed--hosted 4 neighborhood workshops; spoke to over 15 civic and community organizations; rcccived and proccsscd input Action Required: Continued communication Project: Obtain necessary approvals Status: Endorsed by CRA, DDA, SPRAB, P&Z; adopted by City Commission Action Required: None Project: Produce a budget and implementation schedule Status: Preliminary budget has been completed "in house" (i.e., by PGMS) Action Required: List and "assign" projects to thc implementing organization (City, CRA, PGMS, other); confirm the preliminary budgets and implementation processes, schedule the preliminary starting and ending dates for completion. Project: Hard,scape improvements at the "southern entry" Status: Project approved by City, CRA; survey and site/landscape plan completed; engineering has been engaged by CRA Action Required: A timetable for completion should be adopted. Surface work should proceed during the coming winter season in a manner that will minimize disturbance to businesses. Otherwise, the work should begin promptly after the next Delray Affair. Project: Install the south archway Status: Design completed through PGMS volunteer efforts; Commission endorsement and SPRAB approval received; Task team assigned to implementation; work plan with timetables completed. Action Required: Contract for engineering; select a general contractor; identify funding sources. The actions are presently underway and on schedule, as revised Project: Install obelisks Status: Artistic entry features are budgeted for 1998 Action Required: Final approvals; funding; permitting; installation Pineapple Grove Main Street Organizational Update & Evaluation Report Dated July 9, 1998 Page 6 of 8 PRIVATE PROPERTY UPGRADES Project: Provide preliminary design services to property owners Status: Architectural guidelines were adopted through the Neighborhood Plan, however, PGMS-provided detailed design services have been deferred. Action Required: None Project: Initiate the Fal;ade Improvements Incentive program Status: Total initial funding goal is $52,000; City staff recommends approval of $20,000 allocation in 1998/99 CDBG; other funding is included in an upcoming Capital Campaign Action Required: Adopt a work plan for implementation; write a second element to the program regarding the use of CDBG funding OUTREACH; COMMUNITY SERVCE Project: Engage neighborhood property and business owners Status: Employed an Outreach and Grants Coordinator, on a pan-time basis, who is building relationships and identifying needs by visiting the neighbors individually and routinely Action Required: Support the work of the Coordinator Project: Compile and maintain property and business data Status: Preliminary database is completed; our proposal under review by Nova Southeastern University to assign field verification and updates as a project for student interns Action Required: Adopt a work plan for implementation; engage the necessary volunteer services Project: Structure a process for new business recruitment Status: Deferred; however, inquiries are addressed as they arise and many new businesses continue to open in the neighborhood Action Required: Initiate the project at a future time during the 1998/99 fiscal year Project: Design and display banners on PG Way light poles Status: PGMS Design Committee created banner layout. Design and funding are approved by DDA; FPL contacted by PGMS; awaiting "letter amendment" to contract with City; arrangements for insuring are completed Action Required: Deliver letter to FPL adding the poles to City's existing agreement [City task]; add the poles to City's insurance policy [City task]; order banners [DDA task] Project: Distribute information to businesses on availability of professional and technical assistance programs Status: Underway and ongoing Action Required: Continue the project Project: Produce and distribute a Membership Directory Status: Deferred Action Required: Re-schedule in coordination with upcoming Membership Campaign Pineapple Grove Main Street Organizational Update & Evaluation Report Dated July 9, 1 9 9 8 Page 7 of 8 Project: Publish the Grove Gazette newsletter quarterly Status: A Top Priority project; PGMS proposal under review by Nova Southeastern University to engage student interns Action Required: Follow-up with Nova; develop and implement a work plan; identify sponsors and other funding Project: Implement a downtown "volunteer pool" in partnership with Chamber and Joint Venture Status: Deferred Action Required: Reconsider and reschedule when appropriate Project: Submit quarterly progress reports Status: No reports submitted since 6/97 Action Required: Update and submit by 7/20/98 FUNDING Project: Maintain a 5-year funding and work plan; update annually Status: 1997/98 completed; preliminary work plan and budget for fiscal 1998/99 completed; related 5-year funding plan updated Action Required: Implementation and annual updates Project: Raise at least $45,000 in 1997/98 from private sector sources Status: $19,157 raised as of 6/30/97 Action Required: Generate an additional $10,000 to fund Program expenses through the remainder of F/Y 1997/98; produce Membership and Capital Campaigns during F/Y 1998/99 as planned; aggressively pursue public and private grants; produce fund raising events; participate as concessionaire in other downtown events Project: Produce marketing materials to support funding activities Status: Ongoing and on schedule Action Required: Produce as needed for specific projects, events, campaigns, etc. PROJECTS NOT ANTICIPATED IN 1997/98 WORK PLAN Project: Assist the Miami City Ballet School's intent to locate suitable space for a satellite studio in Pineapple Grove Status: A potentially suitable space was located by PGMS; School is presently negotiating for space with a new neighborhood property owner Action Required: Continue to assist as needed Project: Recruit the Florida Philharmonic to a location in Pineapple Grove Status: Proposal delivered but not accepted by Philharmonic due to funding considerations beyond local control; future consideration still possible Action Required: Follow-up at a future date Pineapple Grove Main Street Organizational Update & Evaluation Report Dated July 9, 1 9 9 8 Page 8 of 8 Project: Initiate the Pineapple Grove outdoor Art Program Status: Program developed and approved by PGMS Board; neighborhood outreach and review begins July, 1998; task team partially identified; preliminary work plans and budget developed Action Required: Collect neighborhood input and modify if appropriate; assign additional task team members; seek approval of local authorities; finalize work plans and budget; initiate Project: Address the future business mix on Pineapple Grove Way and make appropriate recommendations to local government Status: Completed Action Required: None Project: Participate as concessionaires in downtown special events Status: Successfully ongoing Action Required: Continue participating Project: Participate as concessionaire in Del Ragin' Summer Splash Status: Completed Action Required: Consider future events Project: Consider participating in a Delray Beach Garlic Festival Status: PGMS role to be considered Action Required: Continue to monitor Project: Replace part time office assistant with part time Outreach and Grants Coordinator Status: Completed Action Required: None Project: Relocate the PGMS offices and DBPD sub-station Status: Completed Action Required: None Project: Participate in Delray Beach signage/wayfinging workshops Status: Ongoing Action Required: Continue Project: Conduct a Membership Campaign Status: Preliminary work plan and budget drafted; invitations extended to task team prospects; target date set Action Required: Assign task team and initiate Project: Initiate a $250,000 Capital Campaign to fund both arches, Outdoor Art, the Facade Incentives program, statuary at the neighborhood's perimeter, and related program costs Status: Preliminary work plan drafted; task team partially assigned; target date set Action Required: Assign the remaining task team; finalize work plan and budget; initiate