08-14-12 Workshop MeetingCITY COMMISSION CITY OF DELRAY BEACH, FLORIDA WORKSHOP MEETING -TUESDAY, AUGUST 14, 2012 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. WORKSHOP AGENDA 1. Old School Square Annual Report and Budget Presentation 2. Delray Beach Marketing Cooperative Presentation 3.
Proposal from ELEV|8 Sports Institute for a Swimming Academy at Aqua Crest Pool. 4. Kids and Police Tennis Association (KAPTA) 5. Discussion of Performance Evaluation System and Sick
Leave Incentive Program 6. FY 12/13 Capital Improvement Plan (CIP) Presentation 7. FY 12/13 Budget 8. Special Event and Miscellaneous Grant Requests 9. 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: Douglas E. Smith, Acting City Manager DATE: August 9, 2012 SUBJECT: AGENDA ITEM WS.1 -WORKSHOP MEETING OF AUGUST 14, 2012 OLD SCHOOL
SQUARE ANNUAL REPORT AND BUDGET PRESENTATION ITEM BEFORE COMMISSION Old School Square will provide the Commission with a presentation regarding their Annual Report and Budget.
Old School Square Annual Report oldschool.org City of Delray Beach and Old School Square Partnership 2012-2013
A Successful Year! 30,000 people at the outdoor concerts! Increased Arts Education classes Built on Community Forum Partnered with new community organizations Continued development
of a new strategic plan Increased our endowment
Financial Challenges Still Exist Continued economic uncertainty Competition for sponsorship dollars Programming costs on the rise Preservation of our Buildings are important
Exciting New Challenges Too! New tourism focus and partners More demands for our facility uses More organizations seeking reduced fees for services
Crest Theatre STRONG PATRON SUPPORT… Strong season ticket and group sales Expanded special events PLANS FOR PARTNERSHIPS/EVENTS… Summer programs More rental opportunities Expanded
seasonal programs
Cornell Museum of Art & American Culture HIGHLIGHTS… Increased attendance Expanded family opportunities National caliber exhibits New partnerships New Gift Shop NEW PLANS FOR
NEXT YEAR… Worlds biggest Golf Collection, Kites and more Guest Speakers
Education/Outreach is Growing Expanded the School of Creative Arts Expanded Art & Photography “Meet Up” groups New partnerships for student showcases off-site Excellence in programs
and instructors Increased participation by area schools Successfully expanded Kickin’ Arts Camp Increased underwriting for scholarships & programs
Old School Square Community Partnerships: OVER 40 Community Partners!
Old School Square Financial Stability Clean audit /unqualified opinion Endowment growth Fiscal management Wise use of resources to expand programs
Old School Square Board of Directors Scott Porten, Chairman Bryan DeFrances, Vice Chairman Laurian McKenzie, Treasurer Bryan DeFrances, Secretary Kim Beaumont Bob Currie Michelle Donahue
Louise Glover Donna Gousse William Himmelrich Patty Jones Rich McGloin
Our Strategic Plan is Building the Future of Old School Square and the Community Short-Term Initiatives Internal repairs New Program Expansion – Writing, Culinary, Comedy and Film
Exterior/grounds upgrades – Partnership with the City Re-fresh/re-brand Old School Square Secure Alcohol License Goals for the Next 5 Years Continue to develop a new master plan
for Phase II to include entertainment screens in the park and a redesign of the OSS grounds Develop Phase III, based on a feasibility study for a new museum Continue building the
endowment fund Develop a new strategic plan for beyond 2013.
Old School Square Partnership Funding Request We have no change in our funding request from the City, yet we still plan to: Expand partnerships Expand use of the facilities Maintain
and preserve the interiors of the City’s historic buildings Expand audience demographics
Old School Square Mission To be the community’s cultural center, enriching the lives of all people by presenting diverse experiences in visual and performing arts, education, and entertainment;
nurturing artistic expression and involvement; providing a community gathering place; and preserving our National Historic Site. Old School Square Vision To offer a broad range of programs
and services that will inspire every segment of the community to participate. Through expanded financial stability, Old School Square will experience continued growth as a multi-disciplinary
facility and will lead the City’s plan to be a national cultural arts destination.
A Special Announcement! Save the date – Friday, October 12, 2012 Open House from 5:30pm – 7:00pm New Direction Celebration at 7:15pm Free Friday Concert at 7:30pm
MEMORANDUM TO: Mayor and City Commissioners FROM: Douglas E. Smith, Acting City Manager DATE: August 9, 2012 SUBJECT: AGENDA ITEM WS.2 -WORKSHOP MEETING OF AUGUST 14, 2012 DELRAY BEACH
MARKETING COOPERATIVE PRESENTATION ITEM BEFORE COMMISSION The Delray Beach Marketing Cooperative will discuss their 3rd Quarter Report and upcoming activities.
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The Partnership The partnership of the DBMC is an agreement between the 4 organizations: 2
Mission Statement The Delray Beach Marketing Cooperative’s mission is to attract people to the City, create a positive image and increase awareness of Delray Beach for a positive economic
impact through Destination Marketing, marketing programs, events and community collaboration. 3
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Destination Marketing Highlights 5
Destination Marketing Goals/Results 1. Create a baseline of Attendance for the Hoteliers, Attractions and Events-Report in process. Final Report at year end. 2. 5% increase in Bed Tax
Revenues for Delray Beach-Report incomplete. Final report at year end. 75% hotel involvement in programs and partnerships 100% involvement of hotels 6
Destination Marketing Goals/Results 6. 1 Social Media Campaign per quarter to incorporate 1 post per week Incorporated through events programs or BOTR (3Months) 6. 2 Public Relations
Meetings Per Month (meeting planners, travel websites, etc.) • Travel Writers hosted -43 Total (approx. 1 a week) • FAM tours-3 FAM Tours (between 10 and 40 people) • Meeting Planner
Support-3 meetings (1 per qtr.) • Palm Beach County-wide marketing initiatives-Travel Rally Day and the Hotel Huddle (CVB Projects) • Best of the Road Campaign 7
Destination Marketing Goals/Results 1. 2,000,000 impressions in travel related publicity-26,854,000 marketing impressions BOTR-over 1 billion marketing impressions for entire campaign
as reported by Rand McNally 1. 250 Travel Package Inquiries and/or Bookings TOTAL Bookings 279 Raise $50,000 in fiscal year 11-12 for marketing and advertising-Over $1,018,977 in-kind;
$23,130 Cash (NOTE: Obtained $4,200Visit Florida grant-being applied in fy 2012-2013). 8
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2011/2012 Signature Events Celebrating the Centennial On The Ave Tree Lighting Ceremony Celebrating the Holidays On The Ave First Night 2012 Breakfast with Santa Kids Day
at the Tree New York City On The Ave The Big Top On The Ave Best of the Road Rally Red White & Blues On The Ave July 4th Celebration Florida Festivals and Events Social Tour
Roots/On The Ave EVP National Championships/Florida Sunshine Games TOTAL Events: 14 events + others listed under supporting DBMC partners 10
Signature Event Highlights 11
Delray Beach’s 100 Ft. Christmas Tree Event Attendance: 150,000 + 30-40,000 for lighting Cash raised for event: $167,275 (includes City grant) In-kind sponsors raised: approx.
$65,000 (media) + $127,016 in-kind sponsors Full Time Equivalent Jobs: 125.1 Local Government Revenue: $183,583 State Government Revenue: $214,770 Marketing Impressions: 10,059,390
(not including TV)
Signature Events Highlights 13
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Signature Events Highlights 15
Signature Events Highlights 16
Delray Beach’s July 4th Celebration 2012 Two day event for 2012-same is planned for 2013 Event Attendance: 140,000 Cash raised for event: $61,828 (includes City’s $38,000) In-kind
sponsors raised: approx. $45,000 (media) + $23,250 in-kind sponsors Full Time Equivalent Jobs: 89.1 Local Government Revenue: $131,879 State Government Revenue: $154,378 Marketing
Impressions: 2,665,345 (Not including TV)
Events Goals/Results 1. Generate 25% profit for each event-YTD $261,647 In Kind; $118,090 Cash; % profit will be reported at year end 2. Increase attendance in “On The Ave”-Attendance
has been increased slightly Generate 12,000,000 impressions in event marketing 692,570,671 impressions to date* 1. Rebranding Art & Jazz on the Avenue-Art & Jazz has made a successful
transition to more creative themes with the rebranding to “On The Ave” *Does not include television exposure 18
Improvements Improve the marketing of each event Change of Art & Jazz on the Avenue to On The Ave Raise the level of presentation Engaging themes Juried Art Show component Engage
merchants not directly on the avenue with featured booths Change of Dates 3 OTA in Central Business District 1 OTA in West Atlantic area 1 OTA beachside in conjunction with July 4th
*See attached event Summary 19
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Marketing Programs Goals/Results 1. Create a baseline of usage for Wi-Fi Project-Do not have a complete report at this time 2. Create 2 registry consumer promotions throughout the year
This concept was decided after the goals meeting that is fit better under the Delray Beach Downtown Development Authority 21
Marketing Programs Goals/Results 1. Improvement of Monthly Calendar piece 1. Flavor Palm Beach-Restaurant Promotion in September 2012 2. Increased focus on Facebook marketing 3. Excursion
Packages for tourists and locals 22
Facebook Analytics 0 50 100 150 200 250 300 350 Dec Jan Feb Mar Apr May June Jul Sum of all likes per month Reflects an overall increase of 911 Likes from January 2012-1st week in July
2012 23
Facebook Analytics 0 200 400 600 800 1000 1200 1400 1600 1800 Jan Feb Mar Apr May Jun Jul Sum of People talking about this per month Sum of People talking about this per month Total
amount of people talking about us 6564 from January to the 1st week in July 24
Facebook Analytics 0 10000 20000 30000 40000 50000 60000 70000 80000 90000 100000 Jan Feb Mar Apr May Jun Jul Sum of daily total reach per month Sum of daily total reach per month Total
Reach (impressions) is 351,302 from January to 1st week in July 2012 25
Facebook Analytics 0 500 1000 1500 2000 2500 Jan Feb Mar Apr May Jun Jul Daily Page views sum per month Daily Page views sum per month 9341 total page views from January to 1st week
in July 2012 26
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Community Affiliations and Collaboration West Atlantic Redevelopment Coalition Spady Cultural Heritage Museum Achievement Centers for Children & Families Delray 21 Board Member
Milagro Center Advisory Board Old School Square Branding Committee Roots Cultural Festival, Inc. Forgotten Soldiers Rotary Noontime Rotary Sunrise Knights of Pythagoras
Mentoring Network Arts Garage/CCC The Pineapple Destination Section (2 pages a month) Community Columnist Atlantic Ave Magazine Contributing Writers (2 articles/month)
Pineapple Grove Arts District/Artists Alley Board Member Animal Rescue Forces The Avenue Church Redemption Church Education Foundation Youth Council 6th through 8th graders
of public and private schools at Tree Drew Tucker Music Academy Delray Beach Playhouse Rainbow Circus Trapeze Experience CBS 12 NewsChannel 5 Sun-Sentinel *Survey will
be conducted at end of Fiscal Year 2011-2012 28
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Financial Stability Goals/Results Generate New and Consistent Revenue Streams Outside of Sponsorship Dollars-Creating 2 new Revenue Streams Revenue Streams were limited. Investigated
Alcohol Sales. Establish and Grow a $15,000 Cash Reserve DBMC is not forecasted to meet this goal by end of 4th Qtr. 30
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Support of DBMC Partners Creating Positive Economic Development Providing Services or Promotion of Services for Each Partner 32
Community Redevelopment Agency Assisted in the planning and production of the CRA Block Party Brainstorming marketing components of the Innovation Corridor on Congress and Linton
Collaboration on use of the CRA Land for On The Ave/Roots Cultural Festival Family Reunion Researching and initiating a concept for WA foot traffic using CRA land 33
Downtown Development Authority Collaboration on the Centennial “On The Ave” event Promotion of Savor the Avenue and Tastemakers through social media outlets Distribute Guidebooks
at various events & Destination Marketing projects Promotion of DDA initiatives at the July 4th event 34
Chamber of Commerce Regular promotion of the benefits of becoming a Chamber Member Creation of Chamber Gallery during On The Ave events as a revenue sharing project Promotion of
Delray Affair through social media outlets Creating a partnership with the COC for an updated website(s) Collaborating with the Chamber on Presidential Debate updates to synergize
our efforts Provided a tent for the chamber of Commerce on July 3rd Fundraising Campaign with the Education Foundation (Fiat car giveaway) Selling of Pop-up books at the 100 Ft.
Tree 35
City of Delray Beach Fundraised for the city offsetting $85,043.95 in Qtr. 1-3 Cost of Admin support for City events: $103,390.74 Assisted the City in the Davis Cup Bid 100 Ft.
Tree-production, programming, coordination of volunteers, fundraising, marketing/PR and coordination of City staff First Night 2012-production, programming, coordination of volunteers,
fundraising, marketing/PR and coordination of City staff July 4th, 2012-production, programming, coordination of volunteers, fundraising, marketing/PR and coordination of City staff
Collaboration on the Centennial “On The Ave” event 36
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Affiliations Sports Commission Partner Tourist Development Council Cultural Council Member Gold Coast PR Council Florida Atlantic University School of Arts & Letters Lynn
University Community Partner PR Subcommittee Florida Festivals & Events Member Board Member Visit Florida Cultural Heritage Rural and Nature Committee Sales Committee Palm
Beach County Convention & Visitors Bureau Marine Task Force 38
AWARDS Bizbash Event Producer of the year 2012 USA TODAY/RAND McNally Best of the Road 2012: Most Fun Small Town in the USA(Number 1 in Florida) Southeast Tourism Society: Top
20 events in the Southeast 2012 2012 FFEA SunSational Award Winner Nominated for Non-Profit of the Year by the Greater Delray Beach Chamber of Commerce 39
• Total Partner Fees: $284,000 • Total Partner Grants & Sponsorships: $143,000 • Total Sponsorships (cash & in-kind): $1,566,995 • Total Marketing Impressions: 1,719,424,671 • Total
Economic Impact: $11,840,617 • (increase over fy 10-11 by $1,873,967) • Total Return on Partner Investment: $25.46 40
Congratulations! Great work! -David Harden, Delray Beach City Manager re: Best of the Road Most Fun Small Town Designation Hi there Sarah! Bravo to you for a great job July 4th. The
music was fun and so many people were out enjoying themselves on Tuesday and Wednesday. The beach was packed and the fireworks show was also really good. Congratulations and I salute
your hard work!!! -Margie Walden, WARC & Spady, Alliance of Delray 41
Congratulations to a fabulous team!! What an amazing year you’ve had. Thanks so much for all you do for Delray, we are so lucky to have you. -Diane Colonna, Exec. Director of the CRA
You guys Rock! -Rick Konsavage, GM of the Delray Beach Marriott I thought our meeting was EASILY the most entertaining and productive part of my day. Really enjoyed being with your team
and going through the robust agenda of debate related events and offerings Delray Beach is planning. Please let us know how our team can be helpful moving forward. Excited to be working
with you all! -Joshua Walton, Lynn University 42
You did a great job once again, hope the 1st night was a success ! Thanks for the photos and let me know about the next event to be involved in-we love the exposure you have created,
thanks. -Tom Laudani, Seaside Builders You are doing such a good job developing Delray Beach as an ultimate tourist destination. -George Linley, Director of the Palm Beach County Sports
Commission re: sporting events in Delray Beach I wanted to say thank you again for everything yesterday, I hope the event turned out well for you guys. I have to say, I loved Delray
Beach… I’m even looking at places there already to not only move but also to possible open a store… The atmosphere is really great to be honest. -Mark A. Kuehl, Owner of Old Heidelberg
Deli & Kuehl International LLC, Participant in On the Ave 43
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Destination Marketing: Year 2* Marketing Supplies Conferences Folders for press kits Tote Bags for Journalists/writers Signage for trade shows and exhibitions Branded tent for
use at exhibitions, tradeshows and events Hats & T-shirts for giveaways Tourism Brochure featuring hotels and attractions only International POW WOW TEAMS conference-sports marketing
Governor’s Conference on Tourism FAM Tours Florida Festivals and Events 46
Destination Marketing: Year 2* Advertising, Marketing & Signage Visit Florida/CVB campaign to 1 million FL homes via newspaper insert, online banner ads in all major Florida markets
AAA Going Places South Canoe & Kayak Florida Sportsman Southern Living Coastal Living Worth the Drive VF International Travel Guide-Europe National Geographic-Undiscovered
Florida Explore magazine Allways Travel newsletter Chicago Sun Times-Destinations package 47
Destination Marketing: Year 2* Advertising, Marketing & Signage Tourism Expense Online Advertising- OAG/Pyramid Group-Airguide Online Expedia Campaign Travelzoo campaign Hosting
receptions/dinners for meeting planners, travel agents, travel writers 48
Destination Marketing: Year 2* Advertising, Marketing & Signage Co-op Marketing/Ad Campaign with the CRA (Economic Development) and the Business Development Board 49
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Delray Beach Signature Events* On The Ave event series Dates 3 OTA in the Central Business District-between Swinton Ave and NE/SE 5th Ave 1 OTA beachside in conjunction with July
4th 1 OTA in West Atlantic with Roots, Spady, WARC, etc. Aug 11-WA, Roots Cultural Festival Family Reunion/On The Ave Oct 18-CBD, “Spin The Vote” with Presidential Debate Nov
29-CBD, Winter Wonderland May 16-CBD, Theme TBD July 3-Beachside, Red, White & Blues Festival 51
Delray Beach Signature Events* July 4th, 2013 Christmas/First Night Two-day event Entertainment Kids activities-on A1A Possibly push back to 9:30 for show Continue with event
as produced last year. Programming will be adjusted due to feedback from the attendees 20 year anniversary of the 100 ft. Christmas Tree-Special programming 52
Delray Beach Signature Events* Dinner in the Sky Bed Races Create newsworthy occasions Showcase Delray Beach as a dining destination Target the high-end market Generate revenue
for DBMC marketing programs Board decided not to continue producing this event Not sufficient ROI Low attendance Loses money With recent growth of PGAD, marketing of the area
would be more effective (Artists Alley feature at On The Ave) 53
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Marketing Programs & Communications* Finalize Wayfinder project an mobile app Monthly Calendar Websites- Events Destination Marketing DBMC industry page Package dining events
into an annual promotion Flavor of Palm Beach Dinner in the Sky Tastemakers Savor the Avenue Sports Marketing Events Destination Marketing 55
Thank you from DBMC Staff Sarah Martin, Executive Director Stephanie Immelman, Destination Marketing Manager Jamie Salen, Special Events/PR Manager Selma Kleinman, Executive Assistant
56 *proposed with full funding of request from all partners
MEMORANDUM TO: Mayor and City Commissioners FROM: Douglas E. Smith, Acting City Manager DATE: August 10, 2012 SUBJECT: AGENDA ITEM WS.3 -WORKSHOP MEETING OF AUGUST 14, 2012 PROPOSAL
FROM ELEV|8 SPORTS INSTITUTE ITEM BEFORE COMMISSION This item is before Commission to discuss a proposal from ELEV|8 Sports Institute for a Swimming Academy at Aqua Crest Pool. BACKGROUND
On June 28, 2012, a meeting was held between Delray Beach officials, members of ELEV|8 Sports Institute (formerly known as Bucky Dent Baseball School) and Palm Beach County officials
to discuss the possibility for the City of Delray Beach to acquire the Aqua Crest Pool facility along with its operations and maintenance functions. Through the discussions, the County
gave an overview of its current financial situation regarding the pool (they are receiving approximately 18% return on their investment), there are capital items that need to be address
(including a new geothermal cooler and heater, new filtration system, new bulkhead to separate the dive well, and turning the wading pool into a zero depth entry pool to meet ADA requirements)
and the fact that this is one of their most underutilized pools that they operate. Aqua Crest does however, have some very successful swim programs that they would like to see continue,
including Synchronized Swimming, Masters Swim Club, Diving Lessons and Adapted Aquatics. Attached for your review, is a copy of the budget history, including revenues and expenses for
Aqua Crest pool from 2007 until the current year. Salaries and benefits run $400,000 -$500,000 and Other Operating Expenses are approximately $200,000. Approximate revenues ranges between
$130,000 and $150,000. ELEV|8 discussed their needs to further develop their program and how acquiring this pool could be used as the home of a world class swimming training academy.
The City of Delray Beach would be responsible for managing, staffing, maintenance and all associated operation costs of the pool for the opportunity to provide an additional swim facility
to the residents of Delray Beach. The options that were discussed to further this project along would be for the City to enter into a lease agreement with the County, or a tri-lease
agreement with the County, ELEV|8, and the City, whereby
the terms of the agreement would be negotiated. The County suggested that they would be amenable to cover part of the costs of some of the capital improvements. ELEV|8 will provide a
presentation to the Commission at the workshop meeting. RECOMMENDATION Commission discretion.
Aqua Crest Pool Summary The ELEV|8 Sports Institute is interested in entering into an agreement with Palm Beach County and the City of Delray Beach for usage of the Aqua Crest Pool to
be used as the home of a world-class swimming training academy. ELEV|8 has been engaged in significant discussions with a world-renowned swimmer who is interested in basing his swim
academy in Delray Beach. Preliminarily, we would like to have access to the facility for a specific number of hours each week for training of our Academy students. This is including,
but not limited to, Monday through Friday afternoon until approximately dinner time; Saturday and Sunday at various times and occasional weeknight training. As part of the agreement,
ELEV|8 would agree to participate in capital improvements to the facility in order to maintain superior standards. A list of needed improvements has been provided by Laurie Schobelock,
Aquatics Supervisor for PBC. A schedule of repairs and improvements could be created to ensure the facilities are in peak condition and the improvements will benefit all city residents
using the pool. In a meeting with County Parks and Recreation staff, staff disclosed that Aqua Crest was placed on the County’s list of potential facilities marked for closure due to
the extremely low revenue generated at the complex. For every $1.00 of expense incurred, the facility returns $0.18 in revenue, running at a loss of $0.82 per dollar spent. This alliance
would allow for a substantial increase in utilization of the facility, bring significant recognition to the City of Delray Beach, increase the visibility of programs currently running
at the Aqua Crest pool, scholarships for local swimmers, and bring complimentary swimming and drowning prevention classes to the resident of Delray Beach. Our goal is to provide significant
usage without displacing any current programs that run at the facility at this time. Understanding that city and county-owned facilities have a primary function to serve its residents,
we look to replicate the exceptional public/private partnership we have created with the use of the fields at Miller Park for the last 30 years. ELEV|8 Sports Institute is poised to
be the largest, most recognized multi-sport and performance training facility in the country. With Delray Beach as our global headquarters, we anticipate a great deal of publicity and
attention on Delray Beach and all its amenities.
Palm Beach County Parks and Recreation Department Aquatics Division Aqua Crest Pool Capital Improvement Needs Project Estimated Cost Urgency Replace DE filtration system w/High Rate
Sand $300,000 2-3 years Install Bulkhead $80,000 immediately* * Installing a bulkhead will increase usable short course lane space. Replace expansion joints on deck $60,000 immediately
Refurbish deck $200,000 + 5 years* * The deck is original to the facility and is in good shape overall. Replacing with pavers, etc. would up-date the look of the facility. Replace diving
boards $11,400 3 to 5 years* * Price is for 3 Duraflex competition boards. The current boards have been resurfaced over the past two years. When this surface wears out they will need
to be replaced. A discussion on safety for 3 meter boards is circulating in the Aquatic Community and may result in new standards for steps (I don’t have any costs related to this item.)
Separate wading pool from 50 meter pool $48,000 immediately* * The engineering has been completed. The initial estimate is above. Another solution would be to demolish the wading pool
and existing playground and replace them with a 0 to 18” depth play pool with water features. Replace playground $30,000 immediately* * The Department’s Playground Inspectors have maintained
this playground so that it is safe to use but it really needs replacing. The estimate above is for a small structure and new surfacing. See notes above on the wading pool.
MEMORANDUM TO: Mayor and City Commissioners FROM: Robert A. Barcinski, Assistant City Manager THROUGH: Douglas E. Smith, Acting City Manager DATE: August 1, 2012 SUBJECT: AGENDA ITEM
WS.4 -WORKSHOP MEETING OF AUGUST 14, 2012 DISCUSSION AND DIRECTION/KAPTA YOUTH TENNIS PROGRAM ITEM BEFORE COMMISSION Commission is requested to review and provide staff direction on
implementing a KAPTA (Kids and Police Tennis Association) received from Deputy Ira Peskowitzi with the Palm Beach County Sheriff Office and Mr. Henry Guinet. BACKGROUND Attached is the
proposal received to initiate a KAPTA (Kids and Police Tennis Association) program at our tennis facilities. This program is designed to develop positive and long-lasting relationship
with particularly at-risk young people, their families, and law enforcement to inspire and empower them to become honorable leaders in their community provided through a tennis component.
Highlights of the proposal are as follows: · Serve approximately 72 at-risk youth · Utilize approximately 4 courts twice a week for 2 hours for 12 months of the year from about 3:30
p.m. to 5:30 p.m. · Provide on-court tennis instruction, mentoring, match play, and participation in team play and tournaments. · Anticipated expense $12,108. Staff Comments: · Need
guarantees that program costs will be paid for through sponsorships, fundraisers, private donors, and grants. · Evaluate program before agreeing to any expansion of the 72 initial participants.
· Provide courts as verbally discussed after 3:30 p.m. · Have a clear understanding that courts may not be available during times courts are committed to USTA sanctioned youth tournaments
produced by Ivan Baron or the ITC tournament and Chris Evert tournament. · Court use times not to interfere with league and daily play of our regular customers and/or other events.
· Ensure no reduction in lesson revenue for our own tennis pros. This is a type program that the Financial Review Board has recommended that we initiate to take the place of the First
Serve Program that our staff oversaw when funds were available. If Commission is in agreement with initiating this program, details of a final agreement will be worked out at a staff
level. We ask that staff comments and concerns are incorporated into any agreement and that insurance requirements are met.
MEMORANDUM TO: Mayor and City Commissioners FROM: Bruce Koeser, Director of Human Resources THROUGH: Douglas E. Smith, Acting City Manager DATE: August 9, 2012 SUBJECT: AGENDA ITEM WS.5
-WORKSHOP MEETING OF AUGUST 14, 2012 NEW PERFORMANCE EVALUATION SYSTEM & PROPOSAL FOR A SICK LEAVE INCENTIVE PROGRAM ITEM BEFORE COMMISSION The item before Commission is a review of
a new proposed Performance Evaluation System and Sick Leave Incentive Program. BACKGROUND In April, 2012, we received direction from the City Manager to put together a team to consider
revising/eliminating the existing documents used in performance evaluations here at the City. A volunteer team was assembled to look at options in this area. The book “Abolishing Performance
Appraisals” by T. Coens and M. Jenkins was read by all of us, and much discussion and research ensued. We reviewed appraisal forms utilized by other governmental agencies, both in-state
and out; municipalities and county governments as well. We talked to peers throughout the U.S. to research and consider successful strategies in this regard, to determine if abolishing
or amending the current document would be the best course of action for the City of Delray Beach. After much deliberation, we concluded that the current document was unwieldy and ineffective,
and that simplifying (not eliminating) the current document would be the best course of action for the City. We re-designed and streamlined the existing document, and also found that
we need to provide training to the entire workforce on the art of giving and receiving constructive feedback – this is a key part of our recommendation. Supervisory/Management employees
receive a “Does Not Meet Expectations” Rating if they receive one or more negative ratings in the evaluation. Non-Supervisory employees receiving two or more negative ratings in the
new evaluation form would receive a “Does Not Meet Expectations” overall rating. Any employee receiving a “Does Not Meet” overall evaluation would not be eligible for any pay increase
and would not be able to participate in the Sick Leave Incentive Award Program described below, and they would be placed on a Performance Improvement Plan (see attached document); their
performance would be monitored regularly and closely to ensure improvement in the specific areas noted. The team recommends that a merit increase be given to SEIU/Civil Service/Department
Head employees when possible, if eligible. For those employees covered by Police/Fire collective bargaining agreements, those receiving a “Meets Expectations” or better performance evaluation
would enable the
employee to move up a Step in the Step Plan, if eligible. Increases for bargaining unit employees would depend upon the terms and conditions set forth in the respective collective bargaining
agreements. Guidelines – New Performance Evaluation Form · A “Meets Expectations” evaluation makes the employee eligible to receive a base pay increase (if in effect). Those employees
at the maximum of their pay range will not receive an increase. · A “Does Not Meet Expectations” evaluation is received when one or more areas of the evaluation are in need of improvement
(for Supervisors and above) and two or more areas are in need of improvement for Non-Supervisory employees. · If an employee receives a “Does Not Meet Expectations” evaluation, he/she
will not be eligible to receive a pay increase and cannot participate in the Sick Leave Incentive Award Program described below. Additional Background As an outgrowth of looking at the
minimal pay increases our employees have had over the past years, this team also recommends an incentive plan for those who have taken little or no sick time in the previous fiscal year
(See recommended guidelines below). Currently, both Police and Fire Departments budget close to $1,000,000 each for overtime pay, a portion of which is due to absenteeism. Absenteeism
is high in both Departments (as it is in most others), and we recommend a program to reward those who show up to work regularly, and use a minimum of non-FMLA sick leave time. For those
employees with more than a year of service, we would propose a payout in the first payroll in December for sick leave not used of up to 40 hours each. We believe this Program could save
upwards of $250,000 for the City, while costing around $150,000. Guidelines – Sick Leave Incentive Award Program l Satisfactory Performance Evaluation and use of less than 40 hours of
(Non-FMLA/Work Comp/Donated Sick Time) sick leave in the 12 month period beginning October 1 of the previous year. Employees will be rewarded for attendance based on the following: Non-FMLA/W/C/Donat
ed Sick Time Hours Taken: 40 -Sick Time Paid & Deducted From Bank: 0 Non-FMLA/W/C Donated Sick Time Hours Taken: 32 -Sick Time Paid & Deducted From Bank: 8 Non-FMLA/W/C Donated Sick
Time Hours Taken: 24 -Sick Time Paid & Deducted From Bank: 16 Non-FMLA/W/C Donated Sick Time Hours Taken: 16 -Sick Time Paid & Deducted From Bank: 24 Non-FMLA/W/C Donated Sick Time Hours
Taken: 8 -Sick Time Paid & Deducted From Bank: 32 Non-FMLA/W/C Donated Sick Time Hours Taken: 0 -Sick Time Paid & Deducted From Bank: 40 As an example, if an eligible employee takes
28.25 hours of Sick Leave in the previous fiscal year, they would receive payment for 11.75 hours in December. · No more than 40 hours of Sick Leave will be paid out as part of this
Attendance Incentive Program in one year. Time paid will be in quarter hours. · It is solely the discretion of the employee as to their participation in this Award Program (except for
the non-performance caveats above listed).
· Employees must have at least 40 hours in their Sick Leave bank after deduction of the paid sick leave hours for the year. If they do not, their award will be reduced to bring their
Sick Leave balance to this 40 hour mark. If the employee has the maximum amount of sick leave in his bank and meets the criteria stated above, he will receive the appropriate Award,
and these hours will be deducted from his maximum balance. · To be eligible for this Award, the employee must not have any chargeable accidents for this same 12 month period. (Applicable
only to employees who drive City vehicles). · The employee must have at least one (1) year of service and completed their Probationary Status as of October 1 of each year that this
Award is given. If an employee with less than five (5) years wants to be eligible to receive this Award, he/she must sign an Agreement that states he/she will return this Award amount
if he/she leaves the employment of the City before reaching their five year anniversary. · If an employee receives pay for more sick hours as an Award than what he/she would be paid
out according to Policy (or collective bargaining agreement if applicable) if they were terminated as of that October 1 date each year that this Award is given, they must sign an Agreement
to pay back the City in the event of termination. · 40 hours is the maximum amount of hours to be paid (or less, depending on the amount left in the bank), at the basic wage rate (no
add-ons or incentives) in effect as of September 30 of each year that this Award is given. The City Manager and Human Resources Director are the sole arbiters of this Program. · This
Sick Leave Incentive Award is to be paid out on the next payroll date after Dec 1 of each year. This is a year to year Program; it is revocable by City Manager with 30 days advance notice,
solely at his/her discretion. RECOMMENDATION Staff requests Commission direction regarding the new Performance Evaluation Forms and the Sick Leave Incentive Award Program.
CITY OF DELRAY BEACH EMPLOYEE PERFORMANCE EVALUATION (Management and Supervisory Positions) EMPLOYEE NAME: EMPLOYEE # POSITION: GRADE: DEPARTMENT: SICK HOURS USED: REVIEW PERIOD: TYPE:
ANNUAL PROBATIONARY DAYS NOTE: Pursuant to federal regulation, absences designated as FMLA leave are not to be relied upon in assessing an employee’s attendance/reliability, or in otherwise
disciplining or counseling the employee. PERFORMANCE FACTORS CHECK ONE: Please provide supporting comments for any category rated “Does Not Meet Expectations.” 1. LEADERSHIP AND INTERPERSONAL
SKILLS: Influences and interacts with peers, staff, general public, County and other officials, in ways in which gain respect, trust and support. Determines courses of action and implements
in a timely manner to create better results and resolve difficulties. Meets Expectations Does Not Meet Expectations Comments: 2. JUDGMENT; COMPLIANCE WITH POLICIES: Decision-making and
problem-solving abilities. Identifies and evaluates issues, reaching sound conclusions. Complies with City policies and procedures. Conveys a positive and supportive attitude toward
the City of Delray Beach. Meets Expectations Does Not Meet Expectations Comments: 3. JOB KNOWLEDGE/QUALITY: Understands job requirements, demonstrates required job skills/technical knowledge
and related supervisory and managerial responsibilities. Work product is timely and accurate. Meets Expectations Does Not Meet Expectations Comments: 4. INITIATIVE AND FLEXIBILITY: Self-starting
ability, resourcefulness, and creativity as applied to the duties of the position. Open to change, new ideas and responsibilities. Handles pressure and adjust plans to meet changing
needs. Meets Expectations Does Not Meet Expectations Comments: 5. DEVELOPMENT OF ASSIGNED STAFF: Sets and communicates realistic goals; encourages efficient, productive performance by
giving clear task instructions and offering guidance. Provides resources for training and professional development. Meets Expectations Does Not Meet Expectations Comments: 6. PLANNING
AND BUDGETING: Develops ways, means resources and time frames to achieve goals and objectives. Prepares and maintains department budget within established guidelines. Meets Expectations
Does Not Meet Expectations Comments: DOES THE EMPLOYEES OVERALL PERFORMANCE MEET EXPECTATIONS? YES NO (Overall rating is “NO” if employee received a total of 1 or more “ Does Not Meet
Expectations” rating in any category). Note: An employee whose overall performance “Does Not Meet Expectations” is not eligible for a merit increase and employee will be placed on a
Performance Improvement Plan follow-up evaluations conducted every (30) days.
CITY OF DELRAY BEACH -EMPLOYEE PERFORMANCE EVALUATION (Chief Officer, Director, Management, Supervisory Employee) EMPLOYEE: I have reviewed the evaluation and it has been discussed with
me. I have been encouraged to make comments. I understand that my signature does not imply agreement with the evaluation. Employee Name (please print): _______________________________________________
_______________ Employee’s Signature ______________________________________________ Date: __________________ EMPLOYEE COMMENTS: DISCUSSION ON FUTURE PERFORMANCE GOALS: EVALUATOR: I have
discussed the performance measure with the employee. Name (Printed) ______________________________________ Title: ________________________________ Signature: _________________________________________
Date: ________________________________ SUPERVISOR: Name (Printed) _____________________________________ Signature: _________________________________________ Date: ________________________________
DEPARTMENT HEAD: (if applicable) Name (Printed) _____________________________________ Signature: _________________________________________ Date: ________________________________
CITY OF DELRAY BEACH EMPLOYEE PERFORMANCE EVALUATION (NON-SUPERVISORY EMPLOYEE) EMPLOYEE NAME: EMPLOYEE # POSITION: GRADE: DEPARTMENT: SICK HOURS USED: TARDIES: REVIEW PERIOD: TYPE:
ANNUAL PROBATIONARY DAYS NOTE: Pursuant to federal regulation, absences designated as FMLA leave are not to be relied upon in assessing an employee’s attendance/reliability, or in otherwise
disciplining or counseling the employee. PERFORMANCE FACTORS CHECK ONE: Please provide supporting comments for any category rated “Does Not Meet Expectations.” 1. PRODUCTIVITY AND RELIABILITY:
Produces acceptable volume of work and meets commitments. Does not use excessive sick time (excludes FMLA covered time). Meets Expectations Does Not Meet Expectations Comments: 2. QUALITY/JOB
KNOWLEDGE: Understands job requirements, demonstrates required job skills and technical knowledge as it relates to position. Work product is timely and accurate. Meets Expectations Does
Not Meet Expectations Comments: 3. SAFETY: Committed to working safely; uses personal safety equipment appropriately; follows safety rules and regulations. Meets Expectations Does Not
Meet Expectations Comments: 4. CUSTOMER SERVICE: Ability to get along with others both internally and externally. Meets Expectations Does Not Meet Expectations Comments: 5. JUDGMENT
AND COMPLIANCE WITH POLICIES: Decision-making and problemsolving abilities. Complies with rules, policies and procedures as described in the department and City’s policies. Meets Expectations
Does Not Meet Expectations Comments: 6. INITIATIVE AND FLEXIBILITY: Selfstarting ability, resourcefulness, and creativity as applied to the duties and position. Open to change, new ideas
and responsibilities; ability to handle pressure and adjust plans to meet changing needs. Meets Expectations Does Not Meet Expectations Comments: DOES THE EMPLOYEES OVERALL PERFORMANCE
MEET EXPECTATIONS? YES NO (Overall rating is “NO” if employee received a total of 2 or more “ Does Not Meet Expectations” rating in any category). Note: An employee whose overall performance
“Does Not Meet Expectations” is not eligible for a merit increase and employee will be placed on a Performance Improvement Plan follow-up evaluations conducted every (30) days.
CITY OF DELRAY BEACH -EMPLOYEE PERFORMANCE EVALUATION (Non-Supervisory Employee) EMPLOYEE: I have reviewed the evaluation and it has been discussed with me. I have been encouraged to
make comments. I understand that my signature does not imply agreement with the evaluation. Employee Name (please print): ______________________________________________________________
Employee’s Signature ______________________________________________ Date: __________________ EMPLOYEE COMMENTS: DISCUSSION ON FUTURE PERFORMANCE GOALS: EVALUATOR: I have discussed this
performance evaluation with the employee. Name (Printed) ______________________________________ Title: ________________________________ Signature: _________________________________________
Date: ________________________________ SUPERVISOR: Name (Printed) _____________________________________ Signature: _________________________________________ Date: ________________________________
DEPARTMENT HEAD: Name (Printed) _____________________________________ Signature: _________________________________________ Date: ________________________________
City of Delray Beach Employee Performance Improvement Plan Employee _John Doe________________ Position _________________________ Supervisor ________________________ Department ______________________
Date _____________________________ Next Follow up Date _______________ Performance Goals and Measures Met Not Met 1. Direct the staff and communicate with management in a clear and concise
manner. Cease rambling explanations and long justifications for actions. Manager will monitor and give feedback at biweekly meetings Supervisor will mentor and monitor Manager will
attend staff meetings monthly to monitor interaction 2. Complete and approve timesheets/timecards for payroll in an organized and efficient manner. Staff will use time clock correctly.
Time cards are organized with clear time entries and totals No staff complaints about incorrect paychecks Time cards contain four punches: in, out for lunch, in from lunch, out. John
will provide written documentation of disciplinary actions for violations of this policy. HR will conduct training on applicable policies for hourly staff. 3. Schedule staff in efficient
and equitable way and post monthly by deadline. Mentor to monitor and assist with scheduling standards. Schedule is copied to Manager when posted 4. Hold staff accountable for their
actions: uniforms, speaking professionally, completing assigned duties Submit rotation schedule and list of duties to manager for approval. Ensure that rotation schedule and duty
list are being followed daily. Manager to monitor John’s interaction with staff at monthly meeting Staff will be in uniform while on duty John will enact consistent enforcement and consequences
according to department policies.
Met Not Met 5. Maintain work environment free from harassment. Deal quickly and effectively with any negative staff behaviors. Manager will attend staff meetings monthly to discuss
issues John will provide written documentation to Supervisor of any employee problems and discussion on this topic. HR will conduct policy refresher class with all staff. All new hires
must attend general orientation before they begin working. 6. Maintain excellence in monthly reports. Develop and follow weekly checklist. 7. Improve communication and cooperation
with other supervisors Select consistent day and time to schedule weekly meetings. Supervisor will assist with format. Submit agenda to Supervisor the day before scheduled meeting.
8. Repeat Modules 1-4 Supervisory Training by (date) Certificate I acknowledge that this improvement plan has been reviewed with me and I understand the requirements stated in this
plan. I understand that failure to achieve a satisfactory rating in each area by the end of my probation period could result in termination. __________________________________ _______________________
___________ John Doe Date Manager Date __________________________________ Human Resources Date
City of Delray Beach Employee Performance Improvement Plan Employee _John Doe________________ Position _________________________ Supervisor ________________________ Department ______________________
Date _____________________________ Next Follow up Date _______________ Performance Goals and Measures Met Not Met 1. Follow all requirements of the attendance policy. Punch in on
time. Notify supervisor if you will be late. Reduce absences to ________ per month 2. Follow uniform policy Uniform will be clean and in good condition Correct safety footwear will
be worn 3. Respond to crew leader in a respectful manner Crew leader will give feedback daily. Schedule is copied to Manager when posted 4. Complete assignments on time and in a
way that meets our quality standards. Xxxxxxxxxxxx Xxxxxxxxxxxxxx Xxxxxxxxxxxxxxxx 5. I acknowledge that this improvement plan has been reviewed with me and I understand the requirements
stated in this plan. I understand that failure to achieve a satisfactory rating in each area by the end of my probation period could result in termination. __________________________________
__________________________________ John Doe Date Manager Date __________________________________ Human Resources Date
MEMORANDUM TO: Mayor and City Commissioners FROM: Randal Krejcarek, P.E., LEED AP, GISP, City Engineer Richard C. Hasko, P.E., Environmental Services Director THROUGH: Douglas E. Smith,
Acting City Manager DATE: August 9, 2012 SUBJECT: AGENDA ITEM WS.6 -WORKSHOP MEETING OF AUGUST 14, 2012 FY 12/13 CAPITAL IMPROVEMENT PLAN PRESENTATION ITEM BEFORE COMMISSION Presentation
of the proposed Capital Improvement Plan (CIP) for 2012/2013. BACKGROUND Staff will present the proposed 2012/2013 Capital Improvement Plan for Commission consideration. Further information
will be provided early next week.
Start with 2011-2012 approved CIP Receive requests from Departments Review public comments submitted to P&Z Board Review Commission approved Master Plans Coordinate proposed
projects with CRA Balance funding requests with available funding
Review public comments submitted to P&Z Board Pedestrian controls along Atlantic Ave Construct barrier in front of Luna Rosa Inaccessible pedestrian signal controls (E Atl @2&3
Av) Extend existing SR A1A sidewalk north of Beach Rd Widen existing sidewalk on east side of SR A1A Address intersection safety – Military Tr @Boys Market Traffic control needed
at Carver Middle Chatelaine Subd in need of traffic calming Convert SE 1st St to two-way Pave unpaved alleys in SW neighborhood
Review public comments submitted to P&Z Board Traffic calming along SR A1A Repair bricks/ribbon curbing – Atlantic Av @SR A1A Repave Atlantic Ave between NB & SB US 1 Install
traffic signal @Geo Busch Blvd & Swinton inter Request for more & interconnect bicycle lanes Lighting upgrades on various streets Landscaping along SR A1A
• NW 12th Ave • Osceola Park • Pineapple Grove
• SW 2nd St • NW 12th Ave • SE 2nd St • NE 1st St • NE 3rd Ave • US 1
• NW 1st St • Delray Shores • US 1
MEMORANDUM TO: Mayor and City Commissioners FROM: Douglas E. Smith, Acting City Manager DATE: August 9, 2012 SUBJECT: AGENDA ITEM WS.7 -WORKSHOP MEETING OF AUGUST 14, 2012 FY 12/13 BUDGET
ITEM BEFORE COMMISSION The item before Commission is a discussion regarding the FY 12/13 Budget. BACKGROUND Staff will provide the Commission with a presentation regarding the City's
General Fund Reserves. Attached for your review are several graphs related to the City’s General Fund Unreserved Fund Balance, the Government Finance Officers Association (GFOA) Best
Practice document on Appropriate Level of Unrestricted Fund Balance, and a research report from the University of South Carolina (with staff notes included). The City’s General Fund
Unreserved Fund Balance was $18.7 million or 19.7% as of the end of FY 2011. A goal for the level of the City’s General Fund Reserves has been 25%. The GFOA recommended minimum level
of reserve funding is two months, or 16.67% of revenues/expenses, although the best practice document from GFOA indicates that a government’s situation could require a significantly
higher level of reserves. For Delray Beach, some factors to consider are cash flow at the beginning of the fiscal year, the potential impact from a hurricane or other emergency, and
the potential impact on bond ratings. As part of this agenda item, Commission may also wish to discuss other items related to the FY12/13 Budget.
General Fund Unreserved Fund Balance Discussion City Commission Workshop Meeting August 14, 2012
20 25 30 Millions 18% Unreserved Fund Balance % of UFB to Expenditures 18% 20% 21% 20% Red denotes fiscal years where General Fund Reserves were used to balance the budget and the amount
of Reserves usedGeneral Fund 05 10 15 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 17% 13% 16% ($59K) ($464K) ($1.3M) All amounts per audited financial statements
25.00% 30.00% Comparison of GFOA Minimum Recommended, Actual and CM Recommended Unreserved Fund Balance FY 2004 through FY 2011 General Fund 0.00% 5.00% 10.00% 15.00% 20.00% FY 04 FY
05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 GFOA Minimum Actual CM Recommended
BEST PRACTICE Appropriate Level of Unrestricted Fund Balance in the General Fund (2002 and 2009) (BUDGET and CAAFR) Background. Accountants employ the term fund balance to describe the
net assets of governmental funds calculated in accordance with generally accepted accounting principles (GAAP). Budget professionals commonly use this same term to describe the net assets
of governmental funds calculated on a government’s budgetary basis.1 In both cases, fund balance is intended to serve as a measure of the financial resources available in a governmental
fund. Accountants distinguish up to five separate categories of fund balance, based on the extent to which the government is bound to honor constraints on the specific purposes for which
amounts can be spent: nonspendable fund balance, restricted fund balance, committed fund balance, assigned fund balance, and unassigned fund balance.2 The total of the last three categories,
which include only resources without a constraint on spending or for which the constraint on spending is imposed by the government itself, is termed unrestricted fund balance. It is
essential that governments maintain adequate levels of fund balance to mitigate current and future risks (e.g., revenue shortfalls and unanticipated expenditures) and to ensure stable
tax rates. Fund balance levels are a crucial consideration, too, in long-term financial planning. In most cases, discussions of fund balance will properly focus on a government’s general
fund. Nonetheless, financial resources available in other funds should also be considered in assessing the adequacy of unrestricted fund balance (i.e., the total of the amounts reported
as committed, assigned, and unassigned fund balance) in the general fund. Credit rating agencies monitor levels of fund balance and unrestricted fund balance in a government’s general
fund to evaluate a government’s continued creditworthiness. Likewise, laws and regulations often govern appropriate levels of fund balance and unrestricted fund balance for state and
local governments. Those interested primarily in a government’s creditworthiness or economic condition (e.g., rating agencies) are likely to favor increased levels of fund balance. Opposing
pressures often come from unions, taxpayers and citizens’ groups, which may view high levels of fund balance as "excessive." Recommendation. The Government Finance Officers Association
(GFOA) recommends that governments establish a formal policy on the level of unrestricted fund balance that should be maintained in the general fund.3 Such a guideline should be set
by the appropriate policy body and should provide both a temporal framework and 1 For the sake of clarity, this recommended practice uses the terms GAAP fund balance and budgetary fund
balance to distinguish these two different uses of the same term. 2 These categories are set forth in Governmental Accounting Standards Board (GASB) Statement No. 54, Fund Balance Reporting
and Governmental Fund Type Definitions, which must be implemented for financial statements for periods ended June 30, 2011 and later. 3 Sometimes restricted fund balance includes resources
available to finance items that typically would require the use of unrestricted fund balance (e.g., a contingency reserve). In that case, such amounts should be included as part of unrestricted
fund balance for purposes of analysis.
2 specific plans for increasing or decreasing the level of unrestricted fund balance, if it is inconsistent with that policy. 4 The adequacy of unrestricted fund balance in the general
fund should be assessed based upon a government’s own specific circumstances. Nevertheless, GFOA recommends, at a minimum, that general-purpose governments, regardless of size, maintain
unrestricted fund balance in their general fund of no less than two months of regular general fund operating revenues or regular general fund operating expenditures.5 The choice of revenues
or expenditures as a basis of comparison may be dictated by what is more predictable in a government’s particular circumstances.6 Furthermore, a government’s particular situation often
may require a level of unrestricted fund balance in the general fund significantly in excess of this recommended minimum level. In any case, such measures should be applied within the
context of long-term forecasting, thereby avoiding the risk of placing too much emphasis upon the level of unrestricted fund balance in the general fund at any one time. In establishing
a policy governing the level of unrestricted fund balance in the general fund, a government should consider a variety of factors, including: • The predictability of its revenues and
the volatility of its expenditures (i.e., higher levels of unrestricted fund balance may be needed if significant revenue sources are subject to unpredictable fluctuations or if operating
expenditures are highly volatile); • Its perceived exposure to significant one-time outlays (e.g., disasters, immediate capital needs, state budget cuts); • The potential drain upon
general fund resources from other funds as well as the availability of resources in other funds (i.e., deficits in other funds may require that a higher level of unrestricted fund balance
be maintained in the general fund, just as, the availability of resources in other funds may reduce the amount of unrestricted fund balance needed in the general fund);7 • Liquidity
(i.e., a disparity between when financial resources actually become available to make payments and the average maturity of related liabilities may require that a higher level of resources
be maintained); and • Commitments and assignments (i.e., governments may wish to maintain higher levels of unrestricted fund balance to compensate for any portion of unrestricted fund
balance already committed or assigned by the government for a specific purpose). Furthermore, governments may deem it appropriate to exclude from consideration resources that have been
committed or assigned to some other purpose and focus on unassigned fund balance rather than on unrestricted fund balance. Naturally, any policy addressing desirable levels of unrestricted
fund balance in the general fund should be in conformity with all applicable legal and regulatory constraints. In this case in particular, it is essential that differences between GAAP
fund balance and budgetary fund balance be fully appreciated by all interested parties. Approved by the GFOA’s Executive Board, October, 2009. 4 See Recommended Practice 4.1 of the National
Advisory Council on State and Local Budgeting governments on the need to "maintain a prudent level of financial resources to protect against reducing service levels or raising taxes
and fees because of temporary revenue shortfalls or unpredicted one-time expenditures" (Recommended Practice 4.1). 5 In practice, a level of unrestricted fund balance significantly lower
than the recommended minimum may be appropriate for states and America’s largest governments (e.g., cities, counties, and school districts) because they often are in a better position
to predict contingencies (for the same reason that an insurance company can more readily predict the number of accidents for a pool of 500,000 drivers than for a pool of fifty), and
because their revenues and expenditures often are more diversified and thus potentially less subject to volatility. 6 In either case, unusual items that would distort trends (e.g., one-time
revenues and expenditures) should be excluded, whereas recurring transfers should be included. Once the decision has been made to compare unrestricted fund balance to either revenues
or expenditures, that decision should be followed consistently from period to period. 7 However, except as discussed in footnote 4, not to a level below the recommended minimum.
University of South Carolina Institute for Public Service and Policy Research P a g e | 1 RESEARCH REPORT AUGUST 2011 By William Tomes and Megan Bassetti Using Unassigned Funds to Balance
the Budget INTRODUCTION During the recession and its aftermath, families struggling to make ends meet have had to use their savings to pay bills or buy groceries. Many local governments
in South Carolina have had to do likewise during the past few years, using a part of their unrestricted fund balances due to declining revenues and increased costs. In its 2010-2011
State of Local Government Fiscal Conditions research study, the Institute for Public Service and Policy Research at the University of South Carolina expanded the section on use of fund
balances in addressing budget issues. The results from the fund balance survey questions are presented below. The 2009-2010 survey used the term “undesignated, unreserved” fund balance
in reference to funds that were available in the general fund for any purpose. Governmental Accounting Standards Board (GASB, n.d.) found that governments interpreted fund balance categories
differently and fund balance reporting was inconsistent. This led to the issuance of GASB Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions, to address
these inconsistencies. Governments were required to implement the new standards for the fiscal year beginning after June 15, 2010. Because some of the local governments participating
in the Institute’s survey may not have implemented GASB 54 at the time of completing the survey, the authors used the same “undesignated, unreserved” terminology in the 2010-2011 survey.
The intention was to have participants report the “unassigned fund balance” (funds that are available for any purpose and reported only in the general fund) as currently defined by GASB
54. A total of 70 South Carolina local governments (47 municipalities and 23 counties) responded to the fund balance questions in either the 2009-2010 or the 2010-2011 surveys. Seventy
percent ( 61.7% of the municipalities and 87% of the counties) reported using their unassigned fund balances at least once between FY2008 and FY 2011. Thirty-three of the respondents
used their unassigned fund balances at least twice during the four-year period between FY2008 and FY2011. Respondents were asked why they elected to use the fund balance. Figure 1 summarizes
their responses. Some respondents listed multiple reasons. “Other” responses included loss in the local government fund, refund of fire service fee, and using the fund balance instead
of issuing bonds or tax anticipation notes. The average amount of the unassigned fund balance used is 11.58%, but the amount used ranges from .95% to 45.88%. q y yp p p g g y p
University of South Carolina Institute for Public Service and Policy Research P a g e | 2 Figure 1 FUND BALANCE POLICIES While some may view the fund balance as unnecessary and something
that should be used to reduce taxes, financial management experts agree that some level of fund balance is needed. The Government Finance Officers Association (GFOA, 2009) recommends
that governments establish a fund balance policy and maintain a fund balance of no less than two months (16.67%) of general fund operating expenditures. The International City/County
Management Association (ICMA) uses bond-rating firms’ rule-of-thumb figure of maintaining at least five percent of annual operating expenditures as an acceptable fund balance (Fabian
& Johnson, 2009). Forty-nine local governments responded to the question about whether their jurisdiction had a fund balance policy. Twenty-nine (59%) indicated they did have a policy.
Of those 29, sixteen jurisdictions had policies that required replenishment of the funds if the balance dropped below the amount required by the policy. Seven jurisdictions reported
their fund balances were below the amount required by their policy. A summary of responses regarding fund balance policies is presented below: Figure 2 Actual Fund Balance Policy Requirement
Municipalities Counties Municipalities Counties Average 33.82% 30.55% 21.22% 23.41% Range 2% -100% 5% -58% 10% -35% 10% -47% 233 14 30 0 5 10 15 20 25 30 35 COLA/Bonuses Grant Matches
Other Capital Projects Cover Budget Shortfalls Reasons for Using Unassigned Fund Note -38 jurisdictions responded. Each jurisdiction could list multiple reasons. Note: In FY 2011 Delray
Beach ended the year with 19.7% unassigned fund balance.
University of South Carolina Institute for Public Service and Policy Research P a g e | 3 ANALYSIS Does using part of its fund balance indicate that a city or county is struggling financially?
Not necessarily; some local governments use the unassigned fund balance for one-time expenses or to routinely handle uneven revenue flows and avoid using tax anticipation notes or other
shortterm debt instruments. Using the fund balance to address budget shortfalls may indicate more serious issues caused by declining revenues or increasing expenses. The following analysis
will compare the 30 jurisdictions that used their unassigned fund balances to cover budget shortfalls to those local governments that did not use their fund balances at all to see if
there are differences in the responses to the survey questions. The following section illustrates some of these differences. Figure 3 illustrates the local governments that did not use
their fund balance during the four year survey period had larger increases in both the size of their budgets and the number of full-time employees. Figure 3 Figures 4 and 5 show that
municipalities that did use their unassigned fund balances were more dependent on property tax revenues than those jurisdictions that did not use their fund balances. Because of varying
revenue sources and a small sample size, counties were not included in this analysis. Although property tax revenues have been the most stable revenue source during the recession, jurisdictions
that used their fund balances saw a smaller growth in property tax revenue even though they were more likely to increase property taxes over the four-year survey period (see Figures
6 and 7). 0.19% 0.44% 4.55% 2.28% Change in Budget, 08-11 Change in FTEs, 08-11 Median Budget and FTE Change Used fund at least once to balance budget Did not use fund g p y
University of South Carolina Institute for Public Service and Policy Research P a g e | 4 Figure 4 Figure 5 42% 8% 2% 8% 1% 19% 3% 1% 7% 7%2% Cities that Used Unassigned Fund to Balance
Budget: 2011 Sources of Revenue Property Tax Hospitality Tax Accommodations Tax Local Option Sales Tax Permit Fees Business License Fees/Taxes Other License fees/Taxes Fines/Forfeitures
User Fees/Charges for Service 30% 7%1% 6% 1% 22% 1% 3% 18% 8% 3% Cities that Did Not Use Unassigned Fund Balance: 2011 Sources of RevenueProperty Tax Hospitality Tax Accommodations Tax
Local Option Sales Tax Permit Fees Business License Fees/Taxes Other License fees/Taxes Fines/Forfeitures User Fees/Charges for Service Franchise Fees Aide to Local Subdivisions Note:
In FY 2011 47.5% of Delray Beach's revenues were from property taxes.
University of South Carolina Institute for Public Service and Policy Research P a g e | 5 Figure 6 Local governments that did not use their fund balance fared better in all revenue sources
with the exception of other license fees (Figures 7 and 8). Jurisdictions that used their fund balance were much more likely to increase fees or initiate new ones during the recession
(Figure 9). Figure 7 0.00% 15.00% 30.00% 45.00% 2008 2009 2010 2011 Increase in Property Tax Used Fund at Least Once to Balance Budget Did Not Use Fund Property Tax Revenue Hospitality
Tax Revenue Accomm. Tax Revenue Local Option Sales Tax Permit Fees Used fund at least once to balance budget 8.19% -3.81% -16.22% -3.94% -39.40% Did not use fund 14.55% 0.54% -9.95%
0.57% -15.16% -50% -40% -30% -20% -10% 0% 10% 20% Changes in Revenue, FY2008 -FY2011
University of South Carolina Institute for Public Service and Policy Research P a g e | 6 Figure 8 Figure 9 While jurisdictions that used their unassigned fund balance to cover budget
shortfalls were more likely to take steps to increase their revenue by raising taxes and fees, they also took several other actions at a greater rate than jurisdictions that did not
use their fund balances. The survey asked about targeted cuts and reductions in 25 areas. Figure 10 shows the survey results in the five areas in which there were significant differences
in response rates. Significant differences were determined by chi square analysis. Differences noted were at the .05 level of significance or greater. Business License Fees Other License
Fees Fines/Forfeiture User Fees/Charges for Services Franchise Fees Used fund at least once to balance budget -16.02% -11.03% -10.96% -1.25% 6.87% Did not use fund -4.97% -31.55% 3.24%
6.06% 7.83% -35% -30% -25% -20% -15% -10% -5% 0% 5% 10% Changes in Revenue, FY2008 -FY2011 Increased User Fees Added New Fees Used Fund at Least Once to Balance Budget 56.67% 33.33%
Did Not Use Fund 42.86% 4.76% 0% 10% 20% 30% 40% 50% 60% Increases in or Additions to User Fees
University of South Carolina Institute for Public Service and Policy Research P a g e | 7 Figure 10 CONCLUSION Using a portion of the unassigned fund balance is one tool available to
address tight budget times, and may be a necessity for local governments struggling with declining revenues and increasing costs. It appears from our survey results that jurisdictions
making the decision to use a portion of the unassigned fund balance did so in conjunction with other actions to reduce costs or increase revenues. However, continued dependence on the
unassigned fund balance will eventually weaken the financial stability of the jurisdiction. The challenge for these local governments will be to replenish their fund balances if revenues
continue to decline and expenses increase. 66.67% 56.67% 60.00% 80.00% 40.00% 28.57% 19.05% 19.05% 52.38% 14.29% Reduced Funding to Outside Agencies Adopted a New Budgetary System Not
Filling Positions Due To Retirement Not Filling Positions Due To Reasons Other Than Retirement Eliminated Budgeted Positions -2010 Significant Differences in Cuts and Reductions Did
Not Use Fund Used Fund to Balance Budget
University of South Carolina Institute for Public Service and Policy Research P a g e | 8 References Governmental Accounting Standards Board (GASB). (n.d.) Fund balance reporting and
governmental fund type definitions [Fact Sheet]. Retrieved from: http://www.gasb.org/cs/ContentServer?c=Document_C&pagename=GASB%2FDocume nt_C%2GASBDocumentPage&cid=1176156714843. Government
Finance Officers Association (GFOA). (2009). Appropriate level of unrestricted fund balance in the general fund. Retrieved from: http://www.gfoa.org/downloads/AppropriateLevelUnrestrictedFundBalanceG
eneralFnd_ BestPractice.pdf Johnson, J. & Fabian, C. (2009). It’s All in the Questions: The manager’s role in achieving fiscal health. Public Management, 11-15, 33. End Notes i William
Tomes is the Director of the Governmental Research and Services unit at the Institute for Public Service and Policy Research at the University of South Carolina. Megan Bassett is a Research
Assistant with the Institute for Public Service and Policy Research at the University of South Carolina.
MEMORANDUM TO: Mayor and City Commissioners FROM: Douglas E. Smith, Acting City Manager DATE: August 8, 2012 SUBJECT: AGENDA ITEM WS.8 -WORKSHOP MEETING OF AUGUST 14, 2012 SPECIAL EVENT
AND MISCELLANEOUS GRANT REQUESTS ITEM BEFORE COMMISSION Special Event and Miscellaneous Grant Requests. BACKGROUND A review committee comprised of staff members and the chair of the
Financial Review Board has reviewed requests for support of Special Events and for Miscellaneous Grants. Their recommendations are attached for Commission discussion and possible changes.
After any adjustment the Commission may wish to make are incorporated, the finalized list will be placed on a future regular agenda for Commission approval.
C:\Program Files\neevia.com\docConverterPro\temp\NVDC\F064E699-97C0-4542-B330-57511513153F\PDFConvert.15255.1.Memo_to_RAB_re_Special_Event_and_Misc_Grant_FY12-13_Budget_Req_Recommendations.doc
ADMINISTRATIVE SERVICES MEMORANDUM TO: Robert A. Barcinski, Assistant City Manager FROM: Lula Butler, Director of Community Improvement DATE: August 8, 2012 SUBJECT: Special Event and
Miscellaneous Grant Requests FY12-13 /Committee Recommendations The review committee consisting of Lula Butler, David Boyd, Rich Reade and Ms. Christina Morrison met on Tuesday, August
7, 2012 and have completed their recommendations for FY12-13 funding. A copy of the recommendations and other information is attached. All applicants made a presentation at this meeting
and then the committee reviewed each request and agreed to final recommendations. The overall recommended total for both Special Events requests and Miscellaneous Grants is approximately
15.6% higher than last year. The committee recommended a slight increase in funding for Special Events from FY11-12. The committee also recommended the same level of funding approved
for Miscellaneous Grants as FY11-12, plus the addition of funding for Delray Beach Marketing Cooperative Destination Marketing and Admin Support for Events. If you have any questions,
please let me know. Attachments cc: David Boyd David Harden Lisa Herrmann Christina Morrison Rich Reade Doug Smith
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MEMORANDUM
TO:Mayor and City Commissioners
FROM:Douglas E. Smith, Acting City Manager
DATE:August 9, 2012
SUBJECT:AGENDA ITEM WS.2 - WORKSHOP MEETING OF AUGUST 14, 2012
DELRAY BEACH MARKETING COOPERATIVE PRESENTATION
ITEM BEFORE COMMISSION
The Delray Beach Marketing Cooperative will discuss their 3rd Quarter Report and upcoming activities.
1
The Partnership
The partnership of the DBMC is an agreement between
the 4 organizations:
2
Mission Statement
The Delray Beach Marketing Cooperative’s mission is to
attract people to the City, create a positive image and
increase awareness of Delray Beach for a positive
economic impact through Destination Marketing,
marketing programs, events and community
collaboration.
3
4
Destination Marketing Highlights
5
Destination Marketing
Goals/Results
1.Create a baseline of Attendance for the Hoteliers,
Attractions and Events-
Report in process. Final Report at year end.
2.5% increase in Bed Tax Revenues for Delray Beach-
Report incomplete. Final report at year end.
75% hotel involvement in programs and partnerships
100% involvement of hotels
6
Destination Marketing
Goals/Results
6.1 Social Media Campaign per quarter to incorporate 1
post per week
Incorporated through events programs or BOTR
(3Months)
6.2 Public Relations Meetings Per Month
(meeting planners, travel websites, etc.)
•Travel Writers hosted -43 Total (approx. 1 a week)
•FAM tours -3 FAM Tours (between 10 and 40 people)
•Meeting Planner Support -3 meetings (1 per qtr.)
•Palm Beach County-wide marketing initiatives -
Travel Rally Day and the Hotel Huddle (CVB Projects)
•Best of the Road Campaign
7
Destination Marketing
Goals/Results
1.2,000,000 impressions in travel related publicity-
26,854,000 marketing impressions
BOTR-over 1 billion marketing impressions for entire
campaign as reported by Rand McNally
1.250 Travel Package Inquiries and/or Bookings
TOTAL Bookings 279
Raise $50,000 in fiscal year 11-12 for marketing and advertising-
Over $1,018,977 in -kind; $23,130 Cash
(NOTE: Obtained $4,200Visit Florida grant-being
applied in fy 2012-2013).
8
9
2011/2012 Signature Events
Celebrating the Centennial On The Ave
Tree Lighting Ceremony
Celebrating the Holidays On The Ave
First Night 2012
Breakfast with Santa
Kids Day at the Tree
New York City On The Ave
The Big Top On The Ave
Best of the Road Rally
Red White & Blues On The Ave
July 4 th Celebration
Florida Festivals and Events Social Tour
Roots/On The Ave
EVP National Championships/Florida Sunshine Games
TOTAL Events: 14 events + others listed under supporting DBMC partners
10
Signature Event Highlights
11
Delray Beach’s
100 Ft. Christmas Tree
Event Attendance: 150,000 + 30-40,000 for lighting
Cash raised for event: $167,275 (includes City grant)
In-kind sponsors raised: approx. $65,000 (media) +
$127,016 in-kind sponsors
Full Time Equivalent Jobs: 125.1
Local Government Revenue: $183,583
State Government Revenue: $214,770
Marketing Impressions: 10,059,390 (not including TV)
Signature Events Highlights
13
14
Signature Events Highlights
15
Signature Events Highlights
16
Delray Beach’s
July 4 th Celebration 2012
Two day event for 2012-same is planned for 2013
Event Attendance: 140,000
Cash raised for event… $61,828 (includes City’s $38,000)
In -kind sponsors raised: approx. $45,000 (media) +
$23,250 in-kind sponsors
Full Time Equivalent Jobs: 89.1
Local Government Revenue: $131,879
State Government Revenue: $154,378
Marketing Impressions: 2,665,345 (Not including TV)
Events Goals/ Results
1.Generate 25% profit for each event-YTD
$261,647 In Kind; $118,090 Cash;
% profit will be reported at year end
2.Increase attendance in “On The Ave”-
Attendance has been increased slightly
Generate 12,000,000 impressions in event marketing
692,570,671 impressions to date*
1.Rebranding Art & Jazz on the Avenue-
Art & Jazz has made a successful transition to more creative
themes withAtheArebrandingAtoA“OnATheA ve”
*Does not include television exposure
18
Improvements
Improve the marketing of each event
Change of Art & Jazz on the Avenue to On The Ave
Raise the level of presentation
Engaging themes
Juried Art Show component
Engage merchants not directly on the avenue with featured
booths
Change of Dates
3 OTA in Central Business District
1 OTA in West Atlantic area
1 OTA beachside in conjunction with July 4 th
*See attached event Summary
19
20
Marketing Programs Goals/Results
1.Create a baseline of usage for Wi -Fi Project-
Do not have a complete report at this time
2.Create 2 registry consumer promotions throughout
the year
This concept was decided after the goals meeting
that is fit better under the Delray Beach
Downtown Development Authority
21
Marketing Programs Goals/Results
1.Improvement of Monthly Calendar piece
1.Flavor Palm Beach-Restaurant Promotion in
September 2012
2.Increased focus on Facebook marketing
3.Excursion Packages for tourists and locals
22
Facebook Analytics
0
50
100
150
200
250
300
350
Dec Jan Feb Mar Apr May June Jul
Sum of all likes per month
Reflects an overall increase of 911 Likes from January 2012-1 st week in July 2012
23
Facebook Analytics
0
200
400
600
800
1000
1200
1400
1600
1800
Jan Feb Mar Apr May Jun Jul
Sum of People talking about this per month
Sum of People talking
about this per month
Total amount of people talking about us 6564 from January to the 1 st week in July
24
Facebook Analytics
0
10000
20000
30000
40000
50000
60000
70000
80000
90000
100000
Jan Feb Mar Apr May Jun Jul
Sum of daily total reach per month
Sum of daily total reach
per month
Total Reach (impressions) is 351,302 from January to 1 st week in July 2012 25
Facebook Analytics
0
500
1000
1500
2000
2500
Jan Feb Mar Apr May Jun Jul
Daily Page views sum per month
Daily Page views sum
per month
9341 total page views from January to 1 st week in July 2012 26
27
Community Affiliations and
Collaboration
West Atlantic Redevelopment Coalition
Spady Cultural Heritage Museum
Achievement Centers for Children & Families
Delray 21
Board Member
Milagro Center
Advisory Board
Old School Square
Branding Committee
Roots Cultural Festival, Inc.
Forgotten Soldiers
Rotary Noontime
Rotary Sunrise
Knights of Pythagoras Mentoring Network
Arts Garage/CCC
The Pineapple
Destination Section (2 pages a month)
Community Columnist
Atlantic Ave Magazine
Contributing Writers (2 articles/month)
Pineapple Grove Arts District/Artists Alley
Board Member
Animal Rescue Forces
The Avenue Church
Redemption Church
Education Foundation
Youth Council
6 th through 8 th graders of public and private schools at
Tree
Drew Tucker Music Academy
Delray Beach Playhouse
Rainbow Circus
Trapeze Experience
CBS 12
NewsChannel 5
Sun-Sentinel
*Survey will be conducted at end of Fiscal Year 2011-2012
28
29
Financial Stability Goals/Results
Generate New and Consistent Revenue Streams Outside of
Sponsorship Dollars-Creating 2 new Revenue Streams
Revenue Streams were limited. Investigated
Alcohol Sales.
Establish and Grow a $15,000 Cash Reserve
DBMC is not forecasted to meet this goal by
end of 4 th Qtr.
30
31
Support of DBMC Partners
Creating Positive Economic Development
Providing Services or Promotion of Services for Each
Partner
32
Community
Redevelopment Agency
Assisted in the planning and production of the CRA
Block Party
Brainstorming marketing components of the
Innovation Corridor on Congress and Linton
Collaboration on use of the CRA Land for On The
Ave/Roots Cultural Festival Family Reunion
Researching and initiating a concept for WA foot
traffic using CRA land
33
Downtown Development Authority
Collaboration on the Centennial “On The Ave” event
Promotion of Savor the Avenue and Tastemakers
through social media outlets
Distribute Guidebooks at various events & Destination
Marketing projects
Promotion of DDA initiatives at the July 4 th event
34
Chamber of Commerce
Regular promotion of the benefits of becoming a Chamber
Member
Creation of Chamber Gallery during On The Ave events as a
revenue sharing project
Promotion of Delray Affair through social media outlets
Creating a partnership with the COC for an updated website(s)
Collaborating with the Chamber on Presidential Debate updates
to synergize our efforts
Provided a tent for the chamber of Commerce on July 3 rd
Fundraising Campaign with the Education Foundation (Fiat car
giveaway)
Selling of Pop-up books at the 100 Ft. Tree
35
City of Delray Beach
Fundraised for the city offsetting $85,043.95 in Qtr. 1-3
Cost of Admin support for City events: $103,390.74
Assisted the City in the Davis Cup Bid
100 Ft. Tree-production, programming, coordination of
volunteers, fundraising, marketing/PR and coordination of City
staff
First Night 2012-production, programming, coordination of
volunteers, fundraising, marketing/PR and coordination of City
staff
July 4 th , 2012-production, programming, coordination of
volunteers, fundraising, marketing/PR and coordination of City
staff
Collaboration on the Centennial “On The Ave” event
36
37
Affiliations
Sports Commission Partner
Tourist Development Council
Cultural Council Member
Gold Coast PR Council
Florida Atlantic University
School of Arts & Letters
Lynn University Community Partner
PR Subcommittee
Florida Festivals & Events Member
Board Member
Visit Florida
Cultural Heritage Rural and Nature Committee
Sales Committee
Palm Beach County Convention & Visitors Bureau
Marine Task Force
38
AWARDS
Bizbash Event Producer of the year 2012
USA TODAY/ RAND McNally Best of the Road 2012:
Most Fun Small Town in the USA(Number 1 in Florida)
Southeast Tourism Society: Top 20 events in the
Southeast 2012
2012 FFEA SunSational Award Winner
Nominated for Non-Profit of the Year by the Greater
Delray Beach Chamber of Commerce
39
•Total Partner Fees: $284,000
•Total Partner Grants & Sponsorships: $143,000
•Total Sponsorships (cash & in-kind): $1,566,995
•Total Marketing Impressions: 1,719,424,671
•Total Economic Impact: $11,840,617
•(increase over fy 10-11 by $1,873,967)
•Total Return on Partner Investment: $25.46
40
Congratulations! Great work!
-David Harden, Delray Beach City Manager re: Best of
the Road Most Fun Small Town Designation
Hi there Sarah! Bravo to you for a great job July 4 th . The music was fun and so
many people were out enjoying themselves on Tuesday and Wednesday. The
beach was packed and the fireworks show was also really good. Congratulations
and I salute your hard work!!!
-Margie Walden, WARC & Spady, Alliance of Delray
41
Congratulations to a fabulous team!! What an
amazing year you’ve had. Thanks so much for all you
do for Delray, we are so lucky to have you.
-Diane Colonna, Exec. Director of the CRA
You guys Rock!
-Rick Konsavage, GM of the Delray Beach Marriott
I thought our meeting was EASILY the most entertaining and productive part of
my day. Really enjoyed being with your team and going through the robust
agenda of debate related events and offerings Delray Beach is planning. Please
let us know how our team can be helpful moving forward. Excited to be working
with you all!
-Joshua Walton, Lynn University
42
You did a great job once again, hope the 1st night was a success !
Thanks for the photos and let me know about the next event to be
involved in-we love the exposure you have created, thanks.
-Tom Laudani, Seaside Builders
You are doing such a good job developing Delray Beach as an ultimate
tourist destination.
-George Linley, Director of the Palm Beach County Sports Commission
re: sporting events in Delray Beach
I wanted to say thank you again for everything yesterday, I hope the event turned out
well for you guys. I have to say, I loved Delray Beach: I’m even looking at places
there already to not only move but also to possible open a store: The atmosphere is
really great to be honest.
-Mark A. Kuehl, Owner of Old Heidelberg Deli & Kuehl International LLC,
Participant in On the Ave
43
44
45
Destination Marketing: Year 2*
Marketing Supplies Conferences
Folders for press kits
Tote Bags for Journalists/
writers
Signage for trade shows and
exhibitions
Branded tent for use at
exhibitions, tradeshows and
events
Hats & T-shirts for giveaways
Tourism Brochure featuring
hotels and attractions only
International POW WOW
TEAMS conference-sports
marketing
Governor’s Conference on
Tourism
FAM Tours
Florida Festivals and Events
46
Destination Marketing: Year 2*
Advertising, Marketing &
Signage
Visit Florida/CVB campaign to 1
million FL homes via newspaper
insert, online banner ads in all
major Florida markets
AAA Going Places South
Canoe & Kayak
Florida Sportsman
Southern Living
Coastal Living
Worth the Drive
VF International Travel Guide-
Europe
National Geographic-
Undiscovered Florida
Explore magazine
Allways Travel newsletter
Chicago Sun Times-
Destinations package
47
Destination Marketing: Year 2*
Advertising, Marketing &
Signage
Tourism Expense
Online Advertising-
OAG/Pyramid Group-
Airguide Online
Expedia Campaign
Travelzoo campaign
Hosting receptions/dinners
for meeting planners, travel
agents, travel writers
48
Destination Marketing: Year 2*
Advertising, Marketing &
Signage
Co -op Marketing/Ad
Campaign with the CRA
(Economic Development)
and the Business
Development Board
49
50
Delray Beach Signature Events*
On The Ave event series Dates
3 OTA in the Central Business
District-between Swinton Ave
and NE/SE 5 th Ave
1 OTA beachside in
conjunction with July 4 th
1 OTA in West Atlantic with
Roots, Spady, WARC, etc.
Aug 11-WA, Roots Cultural
Festival Family Reunion/On
The Ave
Oct 18-CBD, “Spin The Vote”
with Presidential Debate
Nov 29-CBD, Winter
Wonderland
May 16-CBD, Theme TBD
July 3-Beachside, Red, White
& Blues Festival
51
Delray Beach Signature Events*
July 4 th , 2013 Christmas/First Night
Two-day event
Entertainment
Kids activities-on A1A
Possibly push back to 9:30 for
show
Continue with event as
produced last year.
Programming will be
adjusted due to feedback
from the attendees
20 year anniversary of the
100 ft. Christmas Tree-
Special programming
52
Delray Beach Signature Events*
Dinner in the Sky Bed Races
Create newsworthy occasions
Showcase Delray Beach as a
dining destination
Target the high-end market
Generate revenue for DBMC
marketing programs
Board decided not to
continue producing this
event
Not sufficient ROI
Low attendance
Loses money
With recent growth of PGAD,
marketing of the area would
be more effective
(Artists Alley feature at
On The Ave)
53
54
Marketing Programs &
Communications*
Finalize Wayfinder project an
mobile app
Monthly Calendar
Websites-
Events
Destination Marketing
DBMC industry page
Package dining events into an
annual promotion
Flavor of Palm Beach
Dinner in the Sky
Tastemakers
Savor the Avenue
Sports Marketing
Events
Destination Marketing
55
Thank you
from DBMC Staff
Sarah Martin,
Executive Director
Stephanie Immelman,
Destination Marketing Manager
Jamie Salen,
Special Events/PR Manager
Selma Kleinman,
Executive Assistant
56 *proposed with full funding of request from all partners
MEMORANDUM
TO:Mayor and City Commissioners
FROM:Douglas E. Smith, Acting City Manager
DATE:August 10, 2012
SUBJECT:AGENDA ITEM WS.3 - WORKSHOP MEETING OF AUGUST 14, 2012
PROPOSAL FROM ELEV|8 SPORTS INSTITUTE
ITEM BEFORE COMMISSION
This item is before Commission to discuss a proposa l from ELEV|8 Sports Institute for a Swimming
Academy at Aqua Crest Pool.
BACKGROUND
On June 28, 2012, a meeting was held between Delray Beach officials, members of ELEV|8 Sports
Institute (formerly known as Bucky Dent Baseball Sc hool) and Palm Beach County officials to discuss
the possibility for the City of Delray Beach to acq uire the Aqua Crest Pool facility along with its
operations and maintenance functions.
Through the discussions, the County gave an overvie w of its current financial situation regarding the
pool (they are receiving approximately 18% return o n their investment), there are capital items that n eed
to be address (including a new geothermal cooler an d heater, new filtration system, new bulkhead to
separate the dive well, and turning the wading pool into a zero depth entry pool to meet ADA
requirements) and the fact that this is one of thei r most underutilized pools that they operate. Aqua Crest
does however, have some very successful swim progra ms that they would like to see continue,
including Synchronized Swimming, Masters Swim Club, Diving Lessons and Adapted Aquatics.
Attached for your review, is a copy of the budget h istory, including revenues and expenses for Aqua
Crest pool from 2007 until the current year. Salari es and benefits run $400,000 - $500,000 and Other
Operating Expenses are approximately $200,000. Appr oximate revenues ranges between $130,000 and
$150,000.
ELEV|8 discussed their needs to further develop the ir program and how acquiring this pool could be
used as the home of a world class swimming training academy.
The City of Delray Beach would be responsible for m anaging, staffing, maintenance and all associated
operation costs of the pool for the opportunity to provide an additional swim facility to the resident s of
Delray Beach.
The options that were discussed to further this pro ject along would be for the City to enter into a le ase
agreement with the County, or a tri-lease agreement with the County, ELEV|8, and the Ci ty, whereby
the terms of the agreement would be negotiated. The County suggested that they would be amenable to
cover part of the costs of some of the capital impr ovements.
ELEV|8 will provide a presentation to the Commissio n at the workshop meeting.
RECOMMENDATION
Commission discretion.
Aqua Crest Pool Summary
The ELEV|8 Sports Institute is interested in enteri ng into an agreement with Palm Beach County and the
City of Delray Beach for usage of the Aqua Crest Po ol to be used as the home of a world-class swimming
training academy. ELEV|8 has been engaged in signi ficant discussions with a world-renowned swimmer
who is interested in basing his swim academy in Del ray Beach.
Preliminarily, we would like to have access to the facility for a specific number of hours each week f or
training of our Academy students. This is includin g, but not limited to, Monday through Friday
afternoon until approximately dinner time; Saturday and Sunday at various times and occasional
weeknight training.
As part of the agreement, ELEV|8 would agree to par ticipate in capital improvements to the facility in
order to maintain superior standards. A list of ne eded improvements has been provided by Laurie
Schobelock, Aquatics Supervisor for PBC. A schedul e of repairs and improvements could be created to
ensure the facilities are in peak condition and the improvements will benefit all city residents using the
pool.
In a meeting with County Parks and Recreation staff , staff disclosed that Aqua Crest was placed on the
County’s list of potential facilities marked for cl osure due to the extremely low revenue generated at the
complex. For every $1.00 of expense incurred, the facility returns $0.18 in revenue, running at a los s of
$0.82 per dollar spent. This alliance would allow for a substantial increase in utilization of the fa cility,
bring significant recognition to the City of Delray Beach, increase the visibility of programs current ly
running at the Aqua Crest pool, scholarships for lo cal swimmers, and bring complimentary swimming
and drowning prevention classes to the resident of Delray Beach.
Our goal is to provide significant usage without di splacing any current programs that run at the facil ity at
this time. Understanding that city and county-owne d facilities have a primary function to serve its
residents, we look to replicate the exceptional pub lic/private partnership we have created with the us e
of the fields at Miller Park for the last 30 years.
ELEV|8 Sports Institute is poised to be the largest , most recognized multi-sport and performance
training facility in the country. With Delray Beac h as our global headquarters, we anticipate a great deal
of publicity and attention on Delray Beach and all its amenities.
Palm Beach County Parks and Recreation Department
Aquatics Division
Aqua Crest Pool Capital Improvement Needs
Project Estimated Cost Urgency
Replace DE filtration system w/High Rate Sand $300,000 2-3 years
Install Bulkhead $80,000 immediately*
Installing a bulkhead will increase usable short co urse lane space.
Replace expansion joints on deck $60,000 immediatel y
Refurbish deck $200,000 + 5 years*
The deck is original to the facility and is in good shape overall. Replacing with pavers,
etc. would up-date the look of the facility.
Replace diving boards $11,400 3 to 5 years*
Price is for 3 Duraflex competition boards. The cur rent boards have been resurfaced over
the past two years. When this surface wears out the y will need to be replaced. A
discussion on safety for 3 meter boards is circulat ing in the Aquatic Community and may
result in new standards for steps (I don’t have any costs related to this item.)
Separate wading pool from 50 meter pool $48,000 imm ediately*
The engineering has been completed. The initial es timate is above. Another solution
would be to demolish the wading pool and existing p layground and replace them with a 0
to 18” depth play pool with water features.
Replace playground $30,000 immediately*
The Department’s Playground Inspectors have maintai ned this playground so that it is
safe to use but it really needs replacing. The est imate above is for a small structure and
new surfacing. See notes above on the wading pool.
Aquatics Operations
General Fund
Revenues
2007
2008
2009
2010
2011
Budgeted
2012
YTD
2012
Recreational Swimming
$5,477
$2,483
$2,429
$3,589
$7,200
$8,500
$5,940
Swim Lessons
$2,310
$5,790
$3,290
$3,335
$6,400
$2,000
$3,825
Passes
$680
$670
$580
$860
$1,050
$1,400
$70
Total Revenues
$8,467
$8,943
$6,299
$7,784
$14,650
$11,900
$9,835
Expenditures by Type
2007
2008
2009
2010
2011
Budgeted
2012
YTD
2012
Personal Services
$260,954
$248,481
$269,469
$260,270
$262,425
$258,310
$203,408
Operating Expenses
$107,399
$127,680
$111,959
$113,221
$103,221
$93,370
$54,238
Capital Outlay
$1,192
$2,087
$6,775
$3,452
$0
$0
$0
Total Expenditures
$369,545
$378,248
$388,203
$376,943
$365,646
$351,680
$257,646
MEMORANDUM
TO:Mayor and City Commissioners
FROM:Robert A. Barcinski, Assistant City Manager
THROUGH:Douglas E. Smith, Acting City Manager
DATE:August 1, 2012
SUBJECT:AGENDA ITEM WS.4 - WORKSHOP MEETING OF AUGUST 14, 2012
DISCUSSION AND DIRECTION/KAPTA YOUTH TENNIS PROGRAM
ITEM BEFORE COMMISSION
Commission is requested to review and provide staff direction on implementing a KAPTA (Kids and
Police Tennis Association) received from Deputy Ira Peskowitzi with the Palm Beach County Sheriff
Office and Mr. Henry Guinet.
BACKGROUND
Attached is the proposal received to initiate a KAP TA (Kids and Police Tennis Association) program at
our tennis facilities. This program is designed to develop positive and long-lasting relationship with
particularly at-risk young people, their families, and law enforcem ent to inspire and empower them to
become honorable leaders in their community provide d through a tennis component.
Highlights of the proposal are as follows:
· Serve approximately 72 at-risk youth
· Utilize approximately 4 courts twice a week for 2 h ours for 12 months of the year from about
3:30 p.m. to 5:30 p.m.
· Provide on-court tennis instruction, mentoring, match play, an d participation in team play and
tournaments.
· Anticipated expense $12,108.
Staff Comments:
· Need guarantees that program costs will be paid for through sponsorships, fundraisers, private
donors, and grants.
· Evaluate program before agreeing to any expansion o f the 72 initial participants.
· Provide courts as verbally discussed after 3:30 p.m .
· Have a clear understanding that courts may not be a vailable during times courts are committed
to USTA sanctioned youth tournaments produced by Iv an Baron or the ITC tournament and
Chris Evert tournament.
· Court use times not to interfere with league and da ily play of our regular customers and/or other
events.
· Ensure no reduction in lesson revenue for our own t ennis pros.
This is a type program that the Financial Review Bo ard has recommended that we initiate to take the
place of the First Serve Program that our staff ove rsaw when funds were available.
If Commission is in agreement with initiating this program, details of a final agreement will be worke d
out at a staff level. We ask that staff comments an d concerns are incorporated into any agreement and
that insurance requirements are met.
MEMORANDUM
TO:Mayor and City Commissioners
FROM:Bruce Koeser, Director of Human Resources
THROUGH:Douglas E. Smith, Acting City Manager
DATE:August 9, 2012
SUBJECT:AGENDA ITEM WS.5 - WORKSHOP MEETING OF AUGUST 14, 2012
NEW PERFORMANCE EVALUATION SYSTEM & PROPOSAL FOR A SICK LEAVE
INCENTIVE PROGRAM
ITEM BEFORE COMMISSION
The item before Commission is a review of a new pro posed Performance Evaluation System and Sick
Leave Incentive Program.
BACKGROUND
In April, 2012, we received direction from the City Manager to put together a team to consider
revising/eliminating the existing documents used in performance evaluations here at the City. A
volunteer team was assembled to look at options in this area. The book “Abolishing Performance
Appraisals” by T. Coens and M. Jenkins was read by all of us, a nd much discussion and research
ensued. We reviewed appraisal forms utilized by oth er governmental agencies, both in-state and out;
municipalities and county governments as well. We t alked to peers throughout the U.S. to research and
consider successful strategies in this regard, to d etermine if abolishing or amending the current
document would be the best course of action for the City of Delray Beach. After much deliberation, we
concluded that the current document was unwieldy an d ineffective, and that simplifying (not
eliminating) the current document would be the best course of action for the City. We re-designed and
streamlined the existing document, and also found t hat we need to provide training to the entire
workforce on the art of giving and receiving constr uctive feedback – this is a key part of our
recommendation. Supervisory/Management employees re ceive a “Does Not Meet Expectations” Rating
if they receive one or more negative ratings in the evaluation. Non-Supervisory employees receiving
two or more negative ratings in the new evaluation form would receive a “Does Not Meet Expectations ”
overall rating. Any employee receiving a “Does Not Meet” overall evaluation would not be eligible for
any pay increase and would not be able to participa te in the Sick Leave Incentive Award Program
described below, and they would be placed on a Perf ormance Improvement Plan (see attached
document); their performance would be monitored reg ularly and closely to ensure improvement in the
specific areas noted.
The team recommends that a merit increase be given to SEIU/Civil Service/Department Head
employees when possible, if eligible. For those emp loyees covered by Police/Fire collective bargaining
agreements, those receiving a “Meets Expectations” or better performance evaluation would enable the
employee to move up a Step in the Step Plan, if eli gible. Increases for bargaining unit employees woul d
depend upon the terms and conditions set forth in t he respective collective bargaining agreements.
Guidelines – New Performance Evaluation Form
· A “Meets Expectations” evaluation makes the employee eligible to receive a base pay
increase (if in effect). Those employees at the max imum of their pay range will not
receive an increase.
· A “Does Not Meet Expectations” evaluation is received when one or more areas of th e
evaluation are in need of improvement (for Supervis ors and above) and two or more
areas are in need of improvement for Non-Supervisor y employees.
· If an employee receives a “Does Not Meet Expectatio ns” evaluation, he/she will not be
eligible to receive a pay increase and cannot parti cipate in the Sick Leave Incentive
Award Program described below.
Additional Background
As an outgrowth of looking at the minimal pay incre ases our employees have had over the past years,
this team also recommends an incentive plan for tho se who have taken little or no sick time in the
previous fiscal year (See recommended guidelines be low). Currently, both Police and Fire Departments
budget close to $1,000,000 each for overtime pay, a portion of which is due to absenteeism.
Absenteeism is high in both Departments (as it is i n most others), and we recommend a program to
reward those who show up to work regularly, and use a minimum of non-FMLA sick leave time. For
those employees with more than a year of service, w e would propose a payout in the first payroll in
December for sick leave not used of up to 40 hours each. We believe this Program could save upwards
of $250,000 for the City, while costing around $150 ,000.
Guidelines – Sick Leave Incentive Award Program
Satisfactory Performance Evaluation and use of less than 40 hours of (Non-FMLA/Work
Comp /Donated Sick Time) sick leave in the 12 month perio d beginning October 1 of the previous
year.
Employees will be rewarded for attendance based on the following:
Non-FMLA/W/C/Donated Sick Time Hours Taken: 40 - Sick Time Paid & Deducted From Bank: 0
Non-FMLA/W/C Donated Sick Time Hours Taken: 32 - Sick Time Paid & Deducted From Bank: 8
Non-FMLA/W/C Donated Sick Time Hours Taken: 24 - Sick Time Paid & Deducted From Bank: 16
Non-FMLA/W/C Donated Sick Time Hours Taken: 16 - Sick Time Paid & Deducted From Bank: 24
Non-FMLA/W/C Donated Sick Time Hours Taken: 8 - Sick Time Paid & Deducted From Bank: 32
Non-FMLA/W/C Donated Sick Time Hours Taken: 0 - Sick Time Paid & Deducted From Bank: 40
As an example, if an eligible employee takes 28.25 hours of Sick Leave in the previous fiscal year, th ey
would receive payment for 11.75 hours in December.
· No more than 40 hours of Sick Leave will be paid ou t as part of this Attendance Incentive Program
in one year. Time paid will be in quarter hours.
· It is solely the discretion of the employee as to t heir participation in this Award Program (except fo r
the non-performance caveats above listed).
· Employees must have at least 40 hours in their Sick Leave bank after deduction of the paid sick
leave hours for the year. If they do not, their awa rd will be reduced to bring their Sick Leave balanc e to
this 40 hour mark. If the employee has the maximum amount of sick leave in his bank and meets the
criteria stated above, he will receive the appropri ate Award, and these hours will be deducted from hi s
maximum balance.
· To be eligible for this Award, the employee must no t have any chargeable accidents for this same
12 month period. (Applicable only to employees who drive City vehicles).
· The employee must have at least one (1) year of ser vice and completed their Probationary Status as
of October 1 of each year that this Award is given. If an employee with less than five (5) years wants to
be eligible to receive this Award, he/she must sign an Agreement that states he/she will return this
Award amount if he/she leaves the employment of the City before reaching their five year anniversary.
· If an employee receives pay for more sick hours as an Award than what he/she would be paid out
according to Policy (or collective bargaining agree ment if applicable) if they were terminated as of t hat
October 1 date each year that this Award is given, they must sign an Agreement to pay back the City in
the event of termination.
· 40 hours is the maximum amount of hours to be paid (or less, depending on the amount left in the
bank), at the basic wage rate (no add-ons or incentives) in effect as of September 30 of each year that
this Award is given. The City Manager and Human Res ources Director are the sole arbiters of this
Program.
· This Sick Leave Incentive Award is to be paid out o n the next payroll date after Dec 1 of each year.
This is a year to year Program; it is revocable by City Manager with 30 days advance notice, solely at
his/her discretion.
RECOMMENDATION
Staff requests Commission direction regarding the n ew Performance Evaluation Forms and the Sick
Leave Incentive Award Program.
CITY OF DELRAY BEACH
EMPLOYEE PERFORMANCE EVALUATION
(Management and Supervisory Positions)
EMPLOYEE NAME: EMPLOYEE #
POSITION: GRADE:
DEPARTMENT : SICK HOURS USED:
REVIEW PERIOD: TYPE: ANNUAL PROBATIONARY DAYS
NOTE: Pursuant to federal regulation, absences designated as FMLA leave are not to be relied upon in
assessing an employee’s attendance/reliability, or in otherwise disciplining or counseling the employee.
PERFORMANCE FACTORS CHECK ONE: Please provide supporting comments for any
category rated “Does Not Meet Expectations.”
1. LEADERSHIP AND INTERPERSONAL
SKILLS : Influences and interacts with peers, staff,
general public, County and other officials, in ways
in which gain respect, trust and support. Deter mines
courses of action and implements in a timely manner
to create better results and resolve difficulties.
Meets Expectations Does Not Meet Expectations
Comments:
2. JUDGMENT; COMPLIANCE WITH
POLICIES : Decision -making and problem -solving
abilities. Identifies and evaluates issues, reaching
sound conclusions. Complies with City policies and
procedures. Conveys a positive and supportive
attitude toward the City of Delray Beach .
Meets Expectations Does Not Meet Expectations
Comments:
3. JOB KNOWLEDGE/QUALITY : Understands job
requirements, demonstrates required job
skills/technical knowledge and related s upervisory
and managerial responsibilities. Work produ ct is
timely and accurate.
Meets Expectations Does Not Meet Expectations
Comments:
4. INITIATIVE AND FLEXIBILITY : Self -starting
ability, resourcefulness, and creativity as applied to
the duties of the position. Open to change, new
ideas and responsibilities. Handles pressure and
adjust plans to meet changing needs.
Meets Expectations Does Not Meet Expectations
Comments:
5. DEVELOPMENT OF ASSIGNED STAFF : Sets
and communicates realistic goals; encourages
efficient, productive performance by giving clear
task instructions and offering guidance. Provides
resources for training and professional development.
Meets Expectations Does Not Meet Expectations
Comments:
6. PLANNING AND BUDGETING : Develops ways,
means resources and time frames to achieve goals
and objectives. Prepares and maintains department
budget within established guidelines.
Meets Expectations Does Not Meet Expectations
Comments:
DOES THE EMPLOYEES OVERALL
PERFORMANCE MEET EXPECTATIONS?
YES NO
(Overall rating is “NO” if employee received a total of 1 or
more “ Does Not Meet Expectations” rating in any
category).
Note: An employee whose overall performance “Does Not Meet Expectations” is not eligible for a merit increase and employee will be
placed on a Performance Improvement Plan follow -up evaluations conducted every (30) days.
CITY OF DELRAY BEACH - EMPLOYEE PERFORMANCE EVALUATION
(Chief Officer, Director, Management, Supervisory Employee )
EMPLOYEE: I have reviewed the evaluation and it has been discussed with me. I have been encouraged to make
comments. I understand that my signature does not imply agreement with the evaluation.
Employee Name (please print): ______________________________________________________________
Employee’s Signature ______________________________________________ Date: __________________
EMPLOYEE COMMENTS:
DISCUSSION ON FUTURE PERFORMANCE GOALS:
EVALUATOR: I have discussed the performance measure with the employee.
Name (Printed) ______________________________________ Title: ________________________________
Signature: _________________________________________ Date: ________________________________
SUPERVISOR:
Name (Printed) _____________________________________
Signature: _________________________________________ Date: ________________________________
DEPARTMENT HEAD : (if applicable )
Name (Printed) _____________________________________
Signature: _________________________________________ Date: ________________________________
CITY OF DELRAY BEACH
EMPLOYEE PERFORMANCE EVALUATION
(NON -SUPERVISORY EMPLOYEE)
EMPLOYEE NAME:
EMPLOYEE #
POSITION:
GRADE:
DEPARTMENT: SICK HOURS USED: TARDIES:
REVIEW PERIOD:
TYPE: ANNUAL PROBATIONARY DAYS
NOTE: Pursuant to federal regulation, absences designated as FMLA leave are not to be relied upon in
assessing an employee’s attendance/reliability, or in otherwise disciplining or counseling the employee.
PERFORMANCE FACTORS CHECK ONE: Please provide supporting comments for any
category rated “Does Not Meet Expectations.”
1. PRODUCTIVITY AND R ELIABILITY:
Produces acceptable volume of work and meets
commitments. Does not use excessive sick time
(excludes FMLA covered time).
Meets Expectations Does Not Meet Expectations
Comments:
2. QUALITY/JOB KNOWLEDGE: Understands
job requirements, demonstrates required job
skills and technical knowledge as it relates to
position. Work product is timely and accurate.
Meets Expectations Does Not Meet Expectations
Comments:
3. SAFETY: Committed to working safely; uses
personal safety equipment appropriately;
follows safety rules and regulations.
Meets Expectations Does Not Meet Expectations
Comments:
4. CUSTOMER SERVICE : Ability to get along
with others both internally and externally.
Meets Expectations Does Not Meet Expectations
Comments:
5. JUDGMENT AND COMPLIANCE WITH
POLICIES: Decision -making and problem -
solving abilities. Complies with rules, policies
and procedures as described in the department
and City’s policies.
Meets Expectations Does Not Meet Expectations
Comments:
6. INITIATIVE AND FLEXIBILITY: Self -
starting ability, resourcefulness, and creativity
as applied to the duties and position. Open to
change, new ideas and responsibilities; ability to
handle pressure and adjust plans t o meet
changing needs.
Meets Expectations Does Not Meet Expectations
Comments:
DOES THE EMPLOYEES OVERALL
PERFORMANCE MEET EXPECTATIONS?
YES NO
(Overall rating is “NO” if employee received a total of 2 or more
“ Does Not Meet Expectations” rating in any category).
Note: An employee whose overall performance “Does Not Meet Expectations” is not eligible for a merit increase and employee will be
p laced on a Performance Improvement Plan follow -up evaluations conducted every (30) days.
CITY OF DELRAY BEACH - EMPLOYEE PERFORMANCE EVALUATION
(Non -Supervisory Employee)
EMPLOYEE: I have reviewed the evaluation and it has been discussed with me. I have been encouraged to make
comments. I understand that my signature does not imply agreement with the evaluation.
Employee Name (please print): ______________________________________________________________
Employee’s Signature ______________________________________________ Date: __________________
EMPLOYEE COMMENTS:
DISCUSSION ON FUTURE PERFORMANCE GOALS :
EVALUATOR: I have d iscussed this performance evaluation with the employee .
Name (Printed) ______________________________________ Title: ________________________________
Signature: _________________________________________ Date: ________________________________
SUPERVISOR:
Name (Printed) _____________________________________
Signature: _________________________________________ Date: ________________________________
DEPARTMENT HEAD :
Name (Printed) _____________________________________
Signature: _________________________________________ Date: ________________________________
City of Delray Beach
Employee Performance Improvement Plan
Employee _John Doe ________________ Position _________________________
Supervisor ________________________ D epartment ______________________
Date _____________________________ Next Fo llow up Date _______________
Performance Goals and Measures
Met Not Met
1. Direct the staff and communicate with management in a clear and concise
manner . C ease rambl ing explanations and long justifications for actions.
Manager will monitor and give feedback at biweekly meetings
Supervisor will mentor and monitor
Manager will attend staff meeting s monthly to moni tor interaction
2. Complete and approve timesheets/timecards for payroll in an organized
and efficient manner. Staff will use time clock correctly.
Time cards are organized with clear time entries and totals
No staff complaints about incorrect paychecks
Time cards contain four punches: in, out for lunch, in from lunch, out. John
will provide wri tten documentation of disciplinary actions for violations of this
policy.
HR will conduct training on applicable policies for hourly staff.
3. Schedule staff in efficient and equitable way and post monthly by deadline.
Mentor to monitor and assist with scheduling standards.
Schedule is copied to Manager when p osted
4. Ho ld staff accountable for their actions: unif orm s , speaking professionally ,
completing assigned duties
Submit rotation schedule and list of duties to manager for approval.
Ensure that rotation schedule and duty list are being followed daily.
Manager to monitor John’s interaction with staff at monthly meeting
Staff will be in uniform while on duty
John will enact consistent enforcement and consequences according to department
policies.
Met Not Met
5. Maintain work environment free from harassment. Deal quickly and
effectively with any negative staff behaviors .
Manager will attend staff meetings monthly to discuss iss ues
John will provide written documentation to Supervisor of any employee problems and
discussion on this topic.
HR will conduct policy refresher class with all staff. All new hires must attend
general orientation before they begin working .
6. Maintain exce llence in monthly reports.
Develop and follow weekly checklist .
7. Improve communication and coo peration with other supervisors
Select consistent day and time to s chedule weekly meetings . Supervisor will assist
with format.
Submit agenda to Supervisor the day before scheduled meeting.
8. Repeat Modules 1 -4 Sup ervisory Training by (date)
Certificate
I acknowledge that this improvement plan has been reviewed with me an d I understand the
requirements stated in this plan. I understand that failure to achieve a satisfactory rating in each
area by the end of my probation period could result in termination.
__________________________________ __________________________________
John Doe Date Manager Date
__________________________________
Human Resources Date
City of Delray Beach
Employee Performance Improvement Plan
Employee _John Doe ________________ Position _________________________
Supervisor ________________________ D epartment ______________________
Date _____________________________ Next Fo llow up Date _______________
Performance Goals and Measures
Met Not Met
1. Follow all requirements of the attendance policy.
Punch in on time. Notify supervisor if you will be late.
Reduce absences to ________ per month
2. Follow uniform policy
Uniform will be clean and in good condition
Correct safety footwear will be worn
3. Respond to crew leader in a respectf ul manner
Crew leader will give feedback daily .
Schedule is copied to Manager when p osted
4. Complete assignments on time and in a way that meets our quality
standards .
Xxxxx xxxxxxx
Xxxxxxxxxxxxxx
Xxxxxxxxxxxxxxxx
5.
I acknowledge that this improvement plan has been reviewed with me an d I understand the
requirements stated in this plan. I understand that failure to achieve a satisfactory rating in each
area by the end of my probation period could result in termination.
__________________________________ __________________________________
John Doe Date Manager Date
__________________________________
Human Resources Date
MEMORANDUM
TO:Mayor and City Commissioners
FROM:Randal Krejcarek, P.E., LEED AP, GISP, City En gineer
Richard C. Hasko, P.E., Environmental Services Dire ctor
THROUGH:Douglas E. Smith, Acting City Manager
DATE:August 9, 2012
SUBJECT:AGENDA ITEM WS.6 - WORKSHOP MEETING OF AUGUST 14, 2012
FY 12/13 CAPITAL IMPROVEMENT PLAN PRESENTATION
ITEM BEFORE COMMISSION
Presentation of the proposed Capital Improvement Pl an (CIP) for 2012/2013.
BACKGROUND
Staff will present the proposed 2012/2013 Capital I mprovement Plan for Commission consideration.
Further information will be provided early next wee k.
Start with 2011 -2012 approved CIP
Receive requests from Departments
Review public comments submitted to P&Z Board
Review Commission approved Master Plans
Coordinate proposed projects with CRA
Balance funding requests with available funding
Review public comments submitted to P&Z Board
Pedestrian controls along Atlantic Ave
Construct barrier in front of Luna Rosa
Inaccessible pedestrian signal controls (E Atl @ 2&3 Av)
Extend existing SR A1A sidewalk north of Beach Rd
Widen existing sidewalk on east side of SR A1A
Address intersection safety – Military Tr @ Boys Market
Traffic control needed at Carver Middle
Chatelaine Subd in need of traffic calming
Convert SE 1 st St to two -way
Pave unpaved alleys in SW neighborhood
Review public comments submitted to P&Z Board
Traffic calming along SR A1A
Repair bricks/ribbon curbing – Atlantic Av @ SR A1A
Repave Atlantic Ave between NB & SB US 1
Install traffic signal @ Geo Busch Blvd & Swinton inter
Request for more & interconnect bicycle lanes
Lighting upgrades on various streets
Landscaping along SR A1A
•NW 12 th Ave
•Osceola Park
•Pineapple Grove
•SW 2 nd St
•NW 12 th Ave
•SE 2 nd St
•NE 1 st St
•NE 3 rd Ave
•US 1
•NW 1 st St
•Delray Shores
•US 1
MEMORANDUM
TO:Mayor and City Commissioners
FROM:Douglas E. Smith, Acting City Manager
DATE:August 9, 2012
SUBJECT:AGENDA ITEM WS.7 - WORKSHOP MEETING OF AUGUST 14, 2012
FY 12/13 BUDGET
ITEM BEFORE COMMISSION
The item before Commission is a discussion regardin g the FY 12/13 Budget.
BACKGROUND
Staff will provide the Commission with a presentati on regarding the City's General Fund Reserves.
Attached for your review are several graphs related to the City’s General Fund Unreserved Fund
Balance, the Government Finance Officers Associatio n (GFOA) Best Practice document on Appropriate
Level of Unrestricted Fund Balance, and a research report from the University of South Carolina (with
staff notes included).
The City’s General Fund Unreserved Fund Balance was $18.7 mi llion or 19.7% as of the end of FY
2011. A goal for the level of the City’s General Fund Reserves has been 25%. The GFOA
recommended minimum level of reserve funding is two months, or 16.67% of revenues/expenses,
although the best practice document from GFOA indic ates that a government’s situation could require a
significantly higher level of reserves. For Delray Beach, some factors to consider are cash flow at t he
beginning of the fiscal year, the potential impact from a hurricane or other emergency, and the potent ial
impact on bond ratings.
As part of this agenda item, Commission may also wi sh to discuss other items related to the FY12/13
Budget.
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BEST PRACTICE
Appropriate Level of Unrestricted Fund Bala nce in the General Fund (2002 and 2009) (BUDGET
and CAAFR)
Background. Accountants employ the term fund balance to describe the net assets of governmental funds
calculated in accordance with genera lly accepted accounting principles (GAAP). Budget professionals commonly
use this same term to describe the net assets of gove rnmental funds calculated on a government’s budgetary
basis.1 In both cases, fund balance is intended to serve as a measure of the financial resources available
in a governmental fund.
Accountants distinguish up to five separate categori es of fund balance, based on the extent to which the
government is bound to honor constraints on the specific purposes for which amounts can be spent: nonspendable
fund balance , restricted fund balance , committed fund balance , assigned fund balance , and unassigned fund
balance .2 The total of the last three categories, which incl ude only resources without a c onstraint on spending or
for which the constraint on spending is impos ed by the government itself, is termed unrestricted fund balance .
It is essential that governments maintain adequate levels of fund balance to mitigate current and future risks (e.g.,
revenue shortfalls and una nticipated expenditures) and to ensure stable tax rates. Fund balance levels are a crucial
consideration, too, in long-term financial planning.
In most cases, discussions of fund balance will prope rly focus on a government’s general fund. Nonetheless,
financial resources available in other funds should also be considered in assessing the adequacy of unrestricted
fund balance (i.e., the total of the amounts reported as co mmitted, assigned, and unassigned fund balance) in the
general fund.
Credit rating agencies monitor levels of fund balance a nd unrestricted fund balance in a government’s general
fund to evaluate a government’s continued creditworth iness. Likewise, laws and regulations often govern
appropriate levels of fund balance and unrestricted fund balance for state and local governments.
Those interested primarily in a government’s creditwor thiness or economic condition (e.g., rating agencies) are
likely to favor increased levels of fund balance. O pposing pressures often come from unions, taxpayers and
citizens’ groups, which may view high levels of fund balance as "excessive."
Recommendation . The Government Finance Officers Associ ation (GFOA) recommends that governments
establish a formal policy on the level of unrestricted fund balance that should be maintained in the general fund.3
Such a guideline should be set by the appropriate polic y body and should provide both a temporal framework and
1 For the sake of clarity, this recommended practice uses the terms GAAP fund balance and budgetary fund balance to
distinguish these two different uses of the same term.
2 These categories are set forth in Governmental A ccounting Standards Board (G ASB) Statement No. 54, Fund Balance
Reporting and Governmental Fund Type Definitions, which must be implemented for financial statements for periods ended
June 30, 2011 and later.
3 Sometimes restricted fund ba lance includes resources availa ble to finance items that typically would require the use of
unrestricted fund balance (e.g., a contingency reserve). In that case, such amounts should be included as part of unrestricted
fund balance for purp oses of analysis.
2
specific plans for increasing or decreasing the level of unrestri cted fund balance, if it is inconsistent with that
policy. 4
The adequacy of unrestricted fund balance in the ge neral fund should be assessed based upon a government’s own
specific circumstances. Neverthel ess, GFOA recommends, at a minimum, that general-purpose governments,
regardless of size, maintain unrestricted fund balance in th eir general fund of no less than two months of regular
general fund operating revenues or regular general fund operating expenditures.5 The choice of revenues or
expenditures as a basis of comparison may be dictated by what is more predictable in a government’s particular
circumstances.6 Furthermore, a government’s particular situati on often may require a level of unrestricted fund
balance in the general fund significantly in excess of this recommended minimum level. In any case, such
measures should be applied within the context of long-ter m forecasting, thereby avoiding the risk of placing too
much emphasis upon the level of unrestricted fund ba lance in the general fund at any one time.
In establishing a policy governing the level of unrestricted fund balance in the general fund, a government should
consider a variety of factors, including:
• The predictability of its revenues and the volatility of its expenditures (i.e., higher levels of unrestricted
fund balance may be needed if significant revenue sour ces are subject to unpredictable fluctuations or if
operating expenditures are highly volatile);
• Its perceived exposure to significant one-time outlays (e.g., disasters, immediate capital needs, state
budget cuts);
• The potential drain upon general fund resources from ot her funds as well as the availability of resources
in other funds (i.e., deficits in other funds may requi re that a higher level of unrestricted fund balance be
maintained in the general fund, just as, the availa bility of resources in other funds may reduce the amount
of unrestricted fund balance needed in the general fund);7
• Liquidity (i.e., a disparity between when financial resources actually become available to make payments
and the average maturity of related liabilities may require that a higher level of resources be maintained);
and
• Commitments and assignments (i.e., governments may wish to maintain higher levels of unrestricted fund
balance to compensate for any portion of unrestricted fund balance already committed or assigned by the
government for a specific purpose).
Furthermore, governments may deem it appropriate to exclude from consideration resources that have been
committed or assigned to some other purpose and focus on unassigned fund balance rather than on unrestricted
fund balance.
Naturally, any policy addressing desirable levels of unrestri cted fund balance in the general fund should be in
conformity with all applicable lega l and regulatory constraints. In this case in particular, it is essential that
differences between GAAP fund balance and budgetary fund balance be fully appreci ated by all interested parties.
Approved by the GFOA’s Executive Board, October, 2009.
4 See Recommended Practice 4.1 of the National Advisory Council on State and Local Budgeting governments on the need to
"maintain a prudent level of fina ncial resources to protect against reducing serv ice levels or raising taxes and fees because o f
temporary revenue shortfalls or unpredicted one-time expenditures" (Recommended Practice 4.1).
5 In practice, a level of unrestricted fund balance significantly lower than the recommended minimum may be appropriate for
states and America’s largest governments (e.g., cities, countie s, and school districts) beca use they often are in a better
position to predict contingencies (for the same reason that an insurance company can more readily predict the number of
accidents for a pool of 500,000 drivers than for a pool of fifty), and because their revenues and expenditures often are more
diversified and thus potentially less subject to volatility.
6 In either case, unusual items that would distort trends (e.g., one-time revenues and expenditures) should be excluded,
whereas recurring transfers should be included. Once the decision has been made to compare unrestricted fund balance to
either revenues or expenditures, that decision should be followed consistently from period to period.
7 However, except as discussed in footnote 4, not to a level below the recommended minimum.
University of South Carolina
Institute for Public Service and Policy Research Page | 1
R ESEARCH R EPORT
AUGUST 2011
By William Tomes and Megan Bassett i
Using Unassigned Funds to Balance the Budget
I NTRODUCTION
During the recession and its aftermath, families str uggling to make ends meet have had to use
their savings to pay bills or buy groceries. Many local governments in South Carolina have had
to do likewise during the past few years, using a part of their unrestricted fund balances due to
declining revenues and increased costs. In its2010-2011 State of Local Government Fiscal
Conditions research study, the Institute for Public Service and Policy Researchat the University
of South Carolina expanded the section on use of fund balances in addressing budget issues. The
results from the fund balance survey questions are presented below.
The2009-2010survey used the term “undesignate d, unreserved” fund balance in reference to
funds that were available in the general fund for any purpose. Governmental Accounting
Standards Board (GASB, n.d.)found that govern ments interpreted fund balance categories
differently and fund balance re porting was inconsistent. This led to the issuance of GASB
Statement No. 54, FundBalance Reporting and Governmental Fund Type Definitions , to address
these inconsistencies. Government s were required to implement th e new standards for the fiscal
year beginning after June 15, 2010. Because some of the local governments participating in the
Institute’ssurvey may not have implemented GASB 54 at the time of completing the survey, the
authorsused the same “undesignated, unreser ved” terminology in the 2010-2011 survey. The
intention was to have pa rticipants report the “unassigned fund balance” (funds that are available
for any purpose and reported only in the general fund) as currently defined by GASB 54.
A total of 70 South Carolina local governments (47 municipalities and 23 counties) responded to
the fund balance questions in either the 2009-2010 or the 2010-2011surveys. Seventy percent
(61.7% of the municipalities a nd 87% of the counties)reporte d using their unassigned fund
balances at least once between FY2008 and FY 20 11. Thirty-three of the respondents used their
unassigned fund balances at least twice dur ing the four-year period between FY2008 and
FY2011.
Respondents were asked why they elected to us e the fund balance. Figure 1 summarizes their
responses. Some respondents liste d multiple reasons. “Other” responses included loss in the local
government fund, refund of fire service fee, a nd using the fund balance instead of issuing bonds
or tax anticipation notes.The average amount of the unassigned fund balance used is 11.58%,
but the amount used ranges from .95% to 45.88%.
q
(61.7% of the m unicipalities
yyp
r e p orted usin g their unassi g ned fun d (
balances at least once between FY2008 and FY 2011.
(p
T hi rt y -three of the respondents used their
pgg
y p
unassigned fund bal ances at l east tw i ce d ur i ng t h e fou r -y e ar per i o d b etween FY2008 an d g
F Y 2011.
University of South Carolina
Institute for Public Service and Policy Research Page | 2
Figure 1
F UND B ALANCE P OLICIES
While some may view the fund balance as unnece ssary and something that should be used to
reduce taxes, financial management experts agree that some level of fund balance is needed. The
Government Finance Officers Association (GFOA, 2009) recommends that governments
establish a fund balance policy and maintain a fu nd balance of no less than two months (16.67%)
of general fund operating expend itures. The International City /County Management Association
(ICMA) uses bond-rating firms’ rule-of-thumb figur e of maintaining at least five percent of
annual operating expenditures as an accept able fund balance(Fabian & Johnson, 2009).
Forty-nine local governments responded to the question about whether their jurisdiction had a
fund balance policy. Twenty-nine (59%) indicated they did have a policy. Of those 29, sixteen
jurisdictions had policies that re quired replenishment of the funds if the balance dropped below
the amount required by the policy. Seven jurisdic tions reported their fund balances were below
the amount required by their policy. A summary of responses regarding fund balance policies is
presented below:
Figure 2
Actual Fund BalancePolicy Requirement
MunicipalitiesCountiesMunicipalitiesCounties
Average 33.82%30.55%21.22%23.41%
Range 2% -100%5%-58%10%-35%10% -47%
2
3
3
14
30
05101520253035
COLA/Bonuses
Grant Matches
Other
Capital Projects
Cover Budget Shortfalls
Reasons for Using Unassigned Fund
Note -38 jurisdictions responded. Each jurisdiction could list multiple reasons.
G overnment F i nance Off i cers Assoc i at i on (GFO A , 200 9 ) recommen d s t h at g overnments
esta bli s h a fun d b a l ance po li c y an d ma i nta i n a fun d b a l ance of no l ess t h an two mont h s (16.6 7 %)
o f g enera l fun d operat i n g expen di tures. T h e Internat i ona l C i t y/Count y Mana g ement Assoc i at i on
(ICMA ) uses b on d -rat i n g f i rms’ ru le -of -f f thumb figure of maintaining at least five percent of
a nnua l operat i n g expen di tures as an accepta bl e fun d b a l anc e (Fa bi an & Jo h nson, 2009 ).
W hile some ma y view the fund balance as unnecessar y and somethin g that should be used to
reduce taxes ,financial mana g ement experts a g ree that some level of fund balance is needed. Th e
Note: In FY
2011 Delray
Beach ended
the year with
19.7%
unassigned
fund balance.
University of South Carolina
Institute for Public Service and Policy Research Page | 3
A NALYSIS
Does using part of its fund balance indicate that a city or county is struggling financially? Not
necessarily; some local government s use the unassigned fund bala nce for one-time expenses or
to routinely handle uneven revenueflows and a void using tax anticipati on notesor other short-
term debt instruments.Using the fund balance to address budget shortfa lls may indicate more
serious issues caused by declining revenues or increasing expenses. The following analysiswill
compare the 30 jurisdictions that used their unassi gned fund balances to cover budget shortfalls
to those local governments that did not use th eir fund balances at all to see if there are
differences in the responses to the survey questions. The following section illustrates some of
these differences.
Figure 3illustrates the local governments that di d not use their fund balance during the four year
survey period had larger increases in both the size of their budgets and the number of full-time
employees.
Figure 3
Figures 4and 5show that municipalitiesthat did us e their unassigned fund balances were more
dependent on property tax revenues than those jurisdictions th at did not use their fund balances.
Because of varying revenue sources and a small sa mple size, counties were not included in this
analysis. Although property tax revenues have been the most stable revenue source during the
recession, jurisdictions that used their fund ba lances saw a smaller growth in property tax
revenue even though they were more likely to increase property taxes over the four-year survey
period(see Figures6and 7).
0.19%0.44%
4.55%
2.28%
Change in Budget, 08-11Change in FTEs, 08-11
Median Budget and FTE Change
Used fund at least once to balance budget Did not use fund
D oes usin g p art of its fund balance indicate that a cit y or count y is stru gg lin g financiall y ?N o t gpyygggy
necessar ily; s ome l oca l g overnments us e t h e unass ig ne d f un d b a l ance fo r one -time expenses or y;g g p
to r out i ne ly h an dl e uneven re v en u e fl ows an d avo id us i n g tax ant i cip at i on note s or ot h er s h ort -y g p
t e rm deb t in s tr u m e nt s .Usin g the fund balance to address budget shortfalls may indicate more g g
ser i ous i ssues cause d by d ec li n i n g revenues or i ncreas i n g expenses.
F ig ures 4 a n d 5 sh ow t h at mun i c i pa li t i es th at did use t h e i r unass ig ne d fun d b a l ances were more
d epen d ent on propert y tax revenues t h an t h ose j ur i s di ct i ons t h at did not use t h e i r fun d b a l ances.
University of South Carolina
Institute for Public Service and Policy Research Page | 4
Figure 4
Figure 5
42%
8%
2%
8%
1%
19%
3%
1%7%
7%
2%
Cities that Used Unassigned Fund to Balance Budget:
2011 Sources of Revenue
Property Tax
Hospitality Tax
Accommodations Tax
Local Option Sales Tax
Permit Fees
Business License Fees/ Taxes
Other License fees/ Taxes
Fines/ Forfeitures
User Fees/ Charges for Service
30%
7%
1%
6%
1%
22%
1%
3%
18%
8%
3%
Cities that Did Not Use Unassigned Fund Balance:
2011 Sources of Revenue
Property Tax
Hospitality Tax
Accommodations Tax
Local Option Sales Tax
Permit Fees
Business License Fees/ Taxes
Other License fees/ Taxes
Fines/ Forfeitures
User Fees/ Charges for Service
Franchise Fees
Aide to Local Subdivisions
Note: In FY 2011
47.5% of Delray
Beach's revenues
were from
property taxes.
University of South Carolina
Institute for Public Service and Policy Research Page | 5
Figure 6
Local governments that did not use their fund bala nce fared better in all revenue sources with the
exception of other license fees (Figures 7and 8). Jurisdictions that usedtheir fund balance were
much more likely to increase fees or initia te new ones during the recession (Figure 9).
Figure 7
0.00%
15.00%
30.00%
45.00%
2008200920102011
Increase in Property Tax
Used Fund at Least Once to Balance Budget Did Not Use Fund
Property
Tax
Revenue
Hospitality
Tax
Revenue
Accomm.
Tax
Revenue
Local
Option
Sales Tax
Permit
Fees
Used fund at least once to balance
budget 8.19%-3.81%-16.22%-3.94%-39.40%
Did not use fund 14.55%0.54%-9.95%0.57%-15.16%
-50%
-40%
-30%
-20%
-10%
0%
10%
20%
Changes in Revenue, FY2008 -FY2011
University of South Carolina
Institute for Public Service and Policy Research Page | 6
Figure 8
Figure 9
While jurisdictions that used their unassigned fund balance to cover budget shortfalls were more
likely to take steps to increase their revenue by raising taxes and fees, they alsotook several
other actions ata greater rate th an jurisdictions that did not us e their fund balances. The survey
asked about targeted cuts and reductions in 25 ar eas. Figure 10shows the survey results in the
five areas in which there were significant diffe rences in response rates.Significant differences
were determined by chi square analysis. Differenc es noted were at the .05 level of significance or
greater.
Business
License
Fees
Other
License
Fees
Fines/
Forfeiture
User Fees/
Charges for
Services
Franchise
Fees
Used fund at least once to balance
budget -16.02%-11.03%-10.96%-1.25%6.87%
Did not use fund -4.97%-31.55%3.24%6.06%7.83%
-35%
-30%
-25%
-20%
-15%
-10%
-5%
0%
5%
10%
Changes in Revenue, FY2008 -FY2011
Increased User FeesAdded New Fees
Used Fund at Least Once to Balance
Budget 56.67%33.33%
Did Not Use Fund 42.86%4.76%
0%
10%
20%
30%
40%
50%
60%
Increases in or Additions to User Fees
University of South Carolina
Institute for Public Service and Policy Research Page | 7
Figure 10
C ONCLUSION
Using a portion of the unassigned fund balance is one tool available to address tight budget
times, and may be a necessity for local governments struggling with declining revenues and
increasing costs. It appears from our survey results that jurisdictions making the decision to use a
portion of the unassigned fund balance did so in conjunction with other actionsto reduce costs or
increase revenues. However, continued depe ndence on the unassigned fund balance will
eventually weaken the financial stability of the jurisdiction. The challenge for these local
governments will be to replenish their fund bala nces if revenues con tinue to decline and
expenses increase.
66.67%
56.67%
60.00%
80.00%
40.00%
28.57%
19.05%
19.05%
52.38%
14.29%
Reduced Funding to Outside Agencies
Adopted a New Budgetary System
Not Filling Positions Due To Retirement
Not Filling Positions Due To Reasons Other Than
Retirement
Eliminated Budgeted Positions -2010
Significant Differences in Cuts and Reductions
Did Not Use Fund Used Fund to Balance Budget
Us i n g a port i on of t h e unass ig ne d fun d b a l ance i s one too l ava il a bl e to a dd ress t igh t b u dg e t
t i mes, an d may b e a necess i ty for l oca l g overnments strugg li ng w i t h d ec li n i ng revenues an d
i ncreas i ng costs. It appears from our survey resu l ts t h at j ur i s di ct i ons ma ki ng t h e d ec i s i on to use a
p ort i on of t h e unass i gne d fun d b a l ance did so i n con j unct i on w i t h ot h er act i on s t o re d uce costs o r
incre a se revenues.H owever, continued dependence on th e unassigned fund balance wil l
eventually weaken the financial stability of the jurisdiction.T he challenge for these local
governments will be to re p lenish their fund balances if re venues continue to decline an d
ex p enses increase.
University of South Carolina
Institute for Public Service and Policy Research Page | 8
References
Governmental Accounting Sta ndards Board (GASB). (n.d.) F und balance reporting and
governmentalfundtype definitions [Fact Sheet]. Retrieved from:
http://www.gasb.org/cs/ContentServer?c=D ocument_C&pagename=GASB%2FDocume
nt_C%2GASBDocumentPage&cid=1176156714843 .
Government Finance Officers Association (GFOA). (2009). Appropriate level of unrestricted
fund balance in the general fund. Retrieved from:
http://www.gfoa.org/downloads/AppropriateLe velUnrestrictedFundBalanceGeneralFnd_
BestPractice.pdf
Johnson, J. & Fabian, C. (2009). It’s All in the Qu estions:The manager’s role in achieving fiscal
health. Public Management,11-15, 33.
End Notes
i William Tomes is the Director of the Governmental Research and Services unit at the Institute
for Public Service and Policy Research at the Un iversity of South Caro lina. Megan Bassett is a
Research Assistant with the Institute for Public Service and Policy Research at the University of
South Carolina.
MEMORANDUM
TO:Mayor and City Commissioners
FROM:Douglas E. Smith, Acting City Manager
DATE:August 8, 2012
SUBJECT:AGENDA ITEM WS.8 - WORKSHOP MEETING OF AUGUST 14, 2012
SPECIAL EVENT AND MISCELLANEOUS GRANT REQUESTS
ITEM BEFORE COMMISSION
Special Event and Miscellaneous Grant Requests.
BACKGROUND
A review committee comprised of staff members and t he chair of the Financial Review Board has
reviewed requests for support of Special Events and for Miscellaneous Grants. Their recommendations
are attached for Commission discussion and possible changes. After any adjustment the Commission
may wish to make are incorporated, the finalized li st will be placed on a future regular agenda for
Commission approval.
C:\Program Files\neevia.com\docConverterPro\temp\NV DC\F064E699-97C0-4542-B330-
57511513153F\PDFConvert.15255.1.Memo_to_RAB_re_Spec ial_Event_and_Misc_Grant_FY12-
13_Budget_Req_Recommendations.doc
ADMINISTRATIVE SERVICES
MEMORANDUM
TO: Robert A. Barcinski, Assistant City Manager
FROM: Lula Butler, Director of Community Improvement
DATE: August 8, 2012
SUBJECT: Special Event and Miscellaneous Grant Requests
FY12-13 / Committee Recommendations
The review committee consisting of Lula Butler, David Boyd, Rich Re ade and Ms.
Christina Morrison met on Tuesday, August 7, 2012 and have completed their
recommendations for FY12-13 funding. A copy of the recommendations and other
information is attached.
All applicants made a presentation at this meeting and then the committee reviewed each
request and agreed to final recommendations. The overall recommended t otal for both
Special Events requests and Miscellaneous Grants is approximate ly 15.6% higher than
last year.
The committee recommended a slight increase in funding for Special Events from FY11-
12.
The committee also recommended the same level of funding approved for Miscellaneous
Grants as FY11-12, plus the addition of funding for Delray Beach Market ing Cooperative
Destination Marketing and Admin Support for Events.
If you have any questions, please let me know.
Attachments
cc: David Boyd
David Harden
Lisa Herrmann
Christina Morrison
Rich Reade
Doug Smith