08-12-97 Special/Workshop CITY OF DELRAY BEACH, FLORIDA - CITY COMMISSION
SPECIAL/WORKSHOP MEETING - AUGUST 12, 1997 - 6:00 P.M.
FIRST FLOOR CONFERENCE ROOM
The City will furnish auxiliary aids and services to afford an
individual with a disability an opportunity to participate in and
enjoy the benefits of a service, program or activity conducted by
the City. Contact Doug Randolph at 243-7127 (voice) or 243-7199
(TDD), 24 hours prior to the event in order for the City to accom-
modate your request. Adaptive listening devices are available.
SPECIAL MEETING AGENDA
(1) SERVICE AUTHORIZATION ~i~GBY BRIDGES, MARSH & ASSOC.:
Approve Service Authorization #1 to Digby Bridges, Marsh and
Associates for preliminary design of various additional
facilities at the Pennis Center; with Phase I in an amount
not to exceed $9,750 proceeding immediately upon approval.
(2) ~ENNIS CENTER MEMBERSHIP RATES FY 97/98: Approve a proposed
average 4.6% increase in the Tennis Center membership rates
for FY 97/98.
Alison MacGregor Harry
City Clerk
WORKSHOP AGENDA
(1) Conceptual review of the Redevelopment Plan for~neapple
Grove. Tom Fleming.
(2) Presentation by Peter Daniels, ~brary Director, on "The
Book Caravan" summer outreach program.
(3) ~omprehensive Plan Amendments based on the ~valuation and
Appraisal Report.
(4) FY 1998~dget.
(5) Commission Comments.
Please be advised that if a person decides to appeal any decision
made by the City Commission with respect to any matter considered
at this meeting, such person will need to ensure that a verbatim
record includes the testimony and evidence upon which the appeal
is based. The City neither provides nor prepares such record.
MEMORANDUM
TO: MAYOR AND CITY COMMISSIONERS
FROM: CITY MANAGER ~
SUBJECT: AGENDA ITEM #~PI- SPECIAL MEETING OF AUGUST 12, 1997
SERVICE AUTHORIZATION #i/DIGBY BRIDGES MARSH &
ASSOCIATES (PHASE I PRELIMINARY DESIGN FOR ADDITIONAL
FACILITIES AT THE TENNIS CENTER)
DATE: AUGUST 7, 1997
This is before the Commission to consider approval of Service
Authorization #1 in an amount not to exceed $9,750.00 to Digby
Bridges Marsh & Associates for preliminary design of various
additional facilities at the Tennis Center.
Facilities proposed for the preliminary design are intended to
correct most of the shortcomings identified in Joe Ferrer's
report concerning the Spring concert series which was previously
presented to the Commission. A copy of this report is being
included again for your information.
We expect the Phase II services referred to in Mr. Aguila's
memorandum to be brought back to the Commission at a later date
when more information is available.
Funding for Phase I is available from Engineering/Architect
(Account #001-4124-572-31.30) through budget transfer from
contingency.
I recommend Service Authorization #1 be approved.
ref:agmemo6
Agenda Item No.~
AGENDA REQUEST
Date: August 1. 1997
Request to be placed on:
~ Regular Agenda
Special Agenda
X Workshop Agenda When: August 12. 1997
Description of item (who, what, where, how much): Staff request City Commission approve
Service Authorization NO. 1 with Digby Bridges. Marsh and Associates for professional services
related to additions and modifications to the Delray Beach Tennis Center. Phase I work
(preliminary_ design and cost estimate) fee to be not-to-exceed $9.750.00. Phase II work
(.construction documents and administration) fee to be not-to-exceed $35.350.00.
ORDINANCE/RESOLUTION REQUIRED: Not required.
Recommendation: Staff recommends City Commission approve Service Authorization No. 1 with
Digby Bridges, Marsh and Associates for professional services related to additions and
modifications to the Delray Beach Tennis Center. Phase I to proceed immediately, phase II at a
fut u re d ate' when a uth°rized' .~:~._~..~/,_,~/~..,~.~,c~__~
Department head signature: _
Determination of Consistency with Comprehensive Plan:
City Attorney Review/Recommendation if applicable):
Budget Director Review (re,.g.~ed on all items involving expenditure of funds):
~ Funding available~_______~NO .......
A'/J,.~ Funding alternative~-(if applicable): ,___
~ Account No. & Description ¢'~!-0~! Z'~. ~"-'~.q"Z.
Account Balance ~ 01; _"~k~
City Manager Review:
Approved for agenda: ~/NO
Hold Until:
Agenda Coordinator Review:
Received:
Placed on Agenda:
Action:
Approved/Disapproved
s:\...\9752~agreq812
ENVIRONMENTAL SERVICES DEPARTMENT
MEMORANDUM
To: David T. Harden
City Manager
From:
Jos~
AIA
Aguila, · ·
Construction Manager
Date: August 1, 1997
Subject: AGENDA REQUEST 08/12197
Tennis Center Concession Buildings
Project No. 97-052
Attached is an Agenda Request for City Commission approval of Service Authorization
No. 1, to Digby Bridges, Marsh and Associates for professional services associated with
the City Tennis Center.
The City has requested assistance from the consultant in order to design several
buildings and make recommendations for modification of the rear stadium access for
large truck delivery. Specifically the scope of work will include the following:
Building area for tournament promoters
Tennis Center administration offices
Ticket offices
Locker rooms with lounge
Three concession booths
Location of event marquee
The work will be, if approved, prepared in two phases. Phase I will include schematic
design services and cost estimates, for a fee of not-to-exceed $9,750.00. Phase II will
include preparation of construction documents, bidding, permitting assistance and
construction administration, for a fee of not-to-exceed $35,350.00. Reimbursable
expenses are included in those amounts. Phase I shall proceed immediately upon
approval, and phase II will proceed at a later date when authorized by the City.
I have attached a memorandum from Paul Felsberg which further describes the need for
the work. A funding source has not been identified at the time of this writing.
cc: Randall Krejcarek
Dick Hasko
Bob Barcinski
Brahm Dubin
Agenda file 8/12/97
File 97-052 (A)
s\...\9752~agmem812
TO: BRAHM DUBIN; PRESIDENT, DUBIN & ASSOCIATES
FROM: PAUL FELSBERG, GENERAL MANAGER, DELRAY BEACH TENNIS CENTER~
SUBJECT: STADIUM IMPROVEMENTS
DATE: AUGUST 4, 1997
The Delray Tennis Stadium is one of the largest stadiums in the southeastern part of the United
States. It has a unique and intimate atmosphere for both sporting and non-sporting events in an
arena having ov, er 8,200 permanent seats. The Stadium is located in a lush tropical setting that is not
only pleasing to the eye but helps to screen the massiveness of the structure to those on the outside
as well as screening the surrounding urban/business neighborhood in which it is located to those who
are participating in an event on the inside.
After spending over a year at the Tennis Center as its General Manager, I would like to elaborate on
what I believe are several shortcomings of the facility and the corrections that I feel need to be made
to make it a more user friendly environment for both sporting and non-sporting events. The major
additions that I believe should be researched as to cost and feasibility are as follows:
SIGNAGE - The current sign cannot be seen due to growth of foliage and trees in the median
in the center of Atlantic Avenue as well as hedges and trees in front of the Tennis Center. This sign is
a location sign only and does not have either an electronic or analog means of displaying current and
future events. The lack of visibility of present signage is one of the major complaints that the Staff of
the Tennis Center receives on a consistent basis. Due to the location of the Stadium on the property,
the wind screens surrounding the courts, and the lush foliage and trees, the 8,200 seat stadium is not
seen by the public who are not familiar with Delray Beach.
TICKET BOOTH/ADMINISTRATIVE OFFICES - At present the Stadium does not have either
offices for facility management or for event promoters. Both of these are very important for a facility
that has the potential of being a major player in public gatherings in South Florida. But the most
glaring shortcoming of all is the lack of a permanent place to sell tickets. An 8,200 seat stadium with
no permanent ticket selling facility is a major problem that needs to be addressed as soon as pos-
sible. The ticket office (with ticket windows), event promoters office for event management, and a
facility administrative management office would greatly improve the usability of the Stadium.
LOCKER/DRESSING ROOMS - The Stadium has more than adequate restrooms for the
public, but sadly fails in providing adequate locker rooms for both sporting and non-sporting events.
Since the locker/dressing rooms are located in the clubhouse at present, not only are there problems
getting the "stars" to and from the Stadium during all types of events, but it also becomes a problem
for the day to day operation of the municipal tennis facility. Daily players are often asked to use the
restrooms a considerable distance from the clubhouse and often find it next to, if not impossible, to
use the clubhouse area. This can cause embarrassing situations when male club member find that
the mens room is now a ladies locker room with the urinal hidden behind a palm tree.
CONCESSION STANDS - Simply put, concession stands are needed on both the east and
west sides of the Stadium. This reduces the cost to the food vendodcaterer, therefore making it more
affordable to do business at the facility. It also gives stadium management better control over cleanli-
ness, (~ualitv of food products, and consistency of food service.
Page 2
ACCESSIBILITY ':- When the permanent grandstands were added to the original facility, a tight
well configured area became a lot tighter. It is extremely difficult for even small box trucks to get close
to either the north (where load ins usually occur for non sporting events) or the south center court
entrances. Serious considerations need to be. given to removing the ficus retusa "Nitida" (a nonnative
invasive tree usually used as a hedge plant or shrub) at the rear of the Recreation Center so that an
access/turning area is aVailable for trucks and other large vehicles not only during events but for
stadium repair and maintenance. Both the gates at 1st Avenue and Atlantic Avenue need to be
evaluated for usefulness during events as well as safety and security.
SAFETY - A major concern due to the heavy use of the year-round recreational tennis part of
the facility and the unauthorized "night time" visitation of the facility, is the openness of the underside
of the facility as well as unencumbered access to the stadium seating areas. A serious look at ways
to limit access to both of these areas should be undertaken.
The Tennis Center is a good facility. The shortcomings I have outlined when corrected will only make
it better. Some of the problems have been caused by the greatly increase usage of the Tennis Center
itself as well as the increased usage of the Recreation Center since the Stadium was built just a few
short years ago. The Rec Center has always been a willing but hesitant partner to the Tennis Center
in providing space for promoters and the press as well as gymnasium type dressing rooms when
needed. Their hesitation is caused by the simple fact that they must temporarily halt their programs,
move programs to other City facilities, or rent space in other facilities for their programs to continue.
This is neither fair to the Parks and Recreation Staff or most importantly to their citizen clients.
I hope that you will give serious consideration to finding ways to eliminate the problems I have out-
lined, so that the Tennis Center can better serve the citizens of Delray Beach as well as Palm Beach
County.
DIGBY BRIDGES, MARSH & ASSOCIATES, P.A.
CONSULTING SERVICE AUTHORIZATION
DATE:
SERVICE AUTHORIZATION NO. 1 FOR CONSULTING SERVICES
CITY P.O. NO. CITY EXPENSE CODE
PROJECT NO. 97-052 (CITY) 9297 Digby Bridges, Marsh
& Associates, P.A.
TITLE: CITY OF DELRAY BEACH TENNIS CENTER CONCESSION BUILDINGS
This Service Authorization, when executed, shall be incorporated in
and shall become an integral part of the Agreements dated March 29,
1996, between the city of Delray Beach and Digby Bridges, Marsh &
Associates, P.A.
I. PROJECT DESCRIPTION
Design and construction of Tennis Tournament Promoters
Offices, Tennis Centre Administration Offices, Ticket Office,
Locker Rooms, Two Concession Booths under east stand, One
Concession Booth under west stand, and marque sign.
II. SCOPE OF SERVICES
PHASE I
A. Architect to research positions for Marque signs to
indicate events at Center and place on site plan. Design
to be provided by selected Sign Company. Must have
changeable letters or be electronic.
B. Architect to research positions on site for the following
new facilities at the Tennis Center:
- Tennis Tournament Promoters (~ 800 sq.ft.)
- Tennis Centre Administration (~ 750 sq.ft.)
- Ticket Office (~ 700 sq.ft.)
C. Architect to research positions for:
- Locker rooms incorporating showers and toilets for
tennis stars and visiting entertainers, with
attached lounge. - To be sited in best position
under east stand.
- Two concession booths under east stand
- One concession booth under west stand in appropriate
position
D. Architect to review existing site plan and prepare site
plan schematics of buildings including the following
items.
- Deliveries made to existing store room under
southern stands. (i.e. truck access) possibly
adjusting gates at Atlantic entrance for truck
access to store.
- More emphasis placed on entrance from 1st Street,
and possible adjustment with new ticket office and
administration offices.
- Position on site of signs (A) above
- Extend foot path south of east courts to 1st Street
- Position fencing with gates to stop access to
underside of stands
- Possibility of adjusting stands or remove large
ficus for better access to north entrance of stands
- Replacement of dead palms at palm court.
E. Architect to prepare budget costing for all the above.
PHASE II.
In addition to the work outlined in Phase I the following
shall also apply:
A. In addition to the components listed the Architect
shall be responsible for preparation of plumbing,
mechanical, electrical and structural engineering
plans.
B. Final construction documents shall be completed on
Auto Cadd Version 12.
C. The consultant (and contractor when construction
begins) shall attend progress meetings at the City
to monitor the status of design and/or construction
and coordinate activities.
D. Consultant shall provide all services necessary to
obtain approvals required, which may include, but
not necessarily be limited to the following:
Florida Department of Health and Rehabilitative
Services
South Florida Water Management District
Palm Beach County Department of Environmental
Resource Management
Lake Worth Drainage District
City of Delray Beach Site Plan Review and Appearance
Board
city of Delray Beach Department of Environmental
Services
city of Delray Beach Building Department
City of Delray Beach City Commission
The consultant shall furnish all materials and make
presentations to these governing bodies as
required to obtain all necessary approvals.
E. Consultant shall coordinate and provide for all
utility services and relocations as required.
Utility coordination and services may include:
Electric power
Telephone
Cable TV/multi media
Water (including raw water mains & wells)
Sewer
City shall pay costs to relocated utilities.
F. Soil testing shall be provided by the City of Delray
Beach (up to four standard penetration tests.) In
the event of poor soil conditions the City will pay
for additional soil testing, reports and
recommendations when authorized by the City.
III. BUDGET
Compensation for the above outlined services shall be on a not
to exceed budget as follows:
A. Phase I $ 9,000.00
B. Phase II $34,000.00
Reimbursable expenses shall be billed as follows:
A. Phase I $ 750.00
B. Phase II $ 1,250.00
IV. COMPLETION DATE
A. Phase I as outlined above shall be completed within
45 days from Notice to Proceed by the city.
B. Phase II as outlined above shall be completed within
120 days from Notice to Proceed by the City.
This service authorization is approved contingent upon the City's
acceptance of and satisfaction with the completion of the services
rendered in the previous phase or as encompassed by the previous
service authorization. If the City in its sole discretion is
unsatisfied with the services provided in the previous phase or
service authorization, the City may terminate the contract without
incurring any further liability. The CONSULTANT may not commence
work on any service authorization approved by the city to be
included as part of the contract without a further notice to
proceed.
Approved by: DIGBY BRIDGES, MARSH & ASSOC.,
CITY OF DELRAY BEACH: P.A.
Date Date
Jay A 1 per in Title:
Mayor
~ (Seal)
BEFORE
Attest: ME, the fo,r~egoing
instrument, this
day of ~1~ ' ',
1~97 .was a~kndwledged by
Approved as to Legal on' b~half of the Corporatio~
Sufficiency and Form and said person executed the
same free and voluntarily for
the purpose there-in expressed.
,
Witness my hand and seal in the
County and State aforesaid this
, 1997 .
My Co~ission Expires:
~*:
EXECUTIVE SUMMARY TENNIS CENTER CONCERT SERIES 1997
May 16, 1997
To: David Harden, Delray Beach City Manager
From: Joseph Ferrer, Sunset Productions, Inc.
As per your request, i have compiled my notes and observations over the past
four months as they relate to Palm Acts, Inc. Concerts held during March and
April at the Tennis Center. As a point of reference, my relationship with Palm
Acts was as a consultant with the ability to authorize and commit to all
contractual services within the guidelines of the Palm Acts, inc. contract with the
City of Delray Beach.
My observations will focus primarily in four areas: * Technical
* Operational
* Patron Services
* Promoter Concerns
As a preface to these observations, I must mention that the leadership and
cooperation demonstrated through city department heads, spearheaded by Bob
Barcinski, ensured excellent communication, which laid the groundwork for a
cooperative endeavor.
TECHNICAL:
In any technical review, there always seems to be a comparison to, or a
standard by which the end user measures its productivity.
For purposes of comparison of the Delray Beach Tennis Center as a multiple-
use facility, my comments will reflect the following local and national venues:
Locally, Coral Sky, Pompano Beach Amphitheater, Mizner Park Amphitheater,
West Palm Beach Amphitheater, Kravis Center's outdoor facility and nationally,
Wolf Trap/ Washington DC; Ravinia/ Chicago; St. Louis Municipal Theater/
Forest Park; Hollywood Bowl/California and Miami Metrozoo/Miami.
With the exception of Coral Sky, I personally have had the opportunity to stage
equal or similar productions in all of the above facilities.
The Delray Beach Tennis Center is in a good physical condition, well lighted
( with the exception of the entrance on NE 1st Avenue), with excellent drainage,
and water runoff. Seating visual site lines are excellent and sound levels are
controllable with excellent acoustics, ample parking, with excellent access to 195
and the two nearby airports.
TECHNICAL SHORTCOMINGS:
* The inability to access the facility by either a bus or a 16 wheeler.
(Touring artists will use a private bus as green rooms, and 16 wheelers are used
for sound and backline equipment).
* Low structural overhangs at the tennis center prevent even smaller box
trucks from having access to the staging area to unload / load equipment which
needs to be hand carried, rolled and lifted to the stage.
* Absence of a permanent stage cover / sight and sound hanging truss.
* The rental of floor seating needed ( not as it relates to revenues), for the
artists making a connection with the audience during the performance.
* Listed for your review are actual technical costs that Palm Acts Inc., as
the promoter had to expend for each performance, not incurred in the key
venues referenced above. At an average price of $26.50, Palm Acts, Inc. or any
other promoter would have to sell 480 tickets lust to cover these "specially
incurred expenses", or an additional $1.82 per seat ( seating configuration at
7,000 seats.).
Risers / Sound Towers $1,500
Load Bearing Cover 3,750
Lighting Truss 1,800
Floor Seating / Tagging 1,500
Forklift Rental 410
Labor ( total $4,975) / adjusted
for comparison 3,500
Palm Acts Stage setup portion 250
Total Extra Costs $12,710
The numbers listed above do not include: the sound, light and backline package
that is required by the rider for artists' performances. These costs would be
incurred whether producing a show at the Hollywood Bowl in California or at the
West Palm Beach Amphitheater.
'One glaring shortcoming at this facility is the need for "green rooms", ( artist
dressing rooms that serve their needs i.e. meals, showering, gathering area for
fans.
It is impossible to turn a locker room with urinals into a female dressing
room. This relates not only to musical performers, but to a major tennis
tournament, whose stars will require and need the same facilities.
OPERATIONAL:
Operational is defined as the management and flow of the event. As stated
earlier, city departments understood their roles and functions prior to each
event, and the communication flow was implemented in a timely manner. Traffic
control was handled well, traffic signage / barricades were delivered / installed
on time and fire & rescue's handling of on-site incidents were expedited quickly
without great fanfare.
OPERATIONAL SHORTCOMINGS:
* The lack of an automated ticket selling outlet on site. The staff of the
Tennis Center was cooperative and aggressive in their sales, but found
themselves limited in their selection of seats for potential ticket buyers who on
occasion lost sales. Palm Acts, Inc. staff had to manually requisition tickets from
the ticket distributor, hand carry to the site at a time and financial expense to the
promoter.
As a point of reference, each ticket "pulled", costs the promoter $2.00 -
$2.50 whether it is sold or not.
* No defined point of sales facility for contracted vendors, ( food,
beverage or merchandise), costing the promoter any leverage they would have
had with a vendor in negotiating vending fees owed to the promoter. The fact
that vendors have to constantly rent equipment and have additional manpower
to setup and tear down before and after each event has not been cost effective
and is disruptive to the tennis patrons.
* The site needs to have its own vacuum / sweeping equipment for pre-
event cleanup. This was not a particular problem, but could be. This type of
equipment belongs to other city departments and might not be available during
weekend events.
PATRON SERVICES:
Patron services is defined as the sites' user-friendliness and access.
The site layout and design was to make this facility blend with the neighborhood
environment, and to not be viewed from a street site line as a visual community
impediment. To that end, individuals visiting the site for the first time enjoyed
the architecture of the clubhouse, the openness of the designs, brick pavers,
landscaping and seating in the palm plaza under umbrella tables. Restrooms
were clean and plentiful.
PATRON SERVICES SHORTCOMINGS:
* Vegetation must be re-addressed and replanted;
* Lack of adequate public telephone facilities;
* Confusion as to the official entrance to the Tennis Center. The address
listed in the phone book directs patrons prior to the event to 30 NW 1st Avenue.
Patrons requiring information about upcoming events, or the purchasing of
tickets (concerts or tennis tournaments) would be greeted by locked gates, no
ticket or information booth, or if adventurous, would walk into the community
center with hope of satisfying ones' ticket or information needs. At that point, the
patron 'would be redirected around the block to the tennis club house, whose
staff would relay the proper information or tickets sale.
The patron would then leave the club house with the impression that the club
house gates are surely the main entrance for admission to the event.
To add to the confusion, signage for the Tennis Center is not located on NW 1 st
Avenue but on W. Atlantic Avenue. In this country, we have been taught that a
lighted sign in front of a facility means that this is the main entrance. Any patron
who has played tennis at the center uses the W. Atlantic Avenue entrance
routinely so their friends and family members would also use this entrance.
Imagine a patrons' frustration by this time!
The club house is visually pleasing and patrons entering on W. Atlantic Avenue
find themselves in the midst of palm plaza and manicured tennis courts. The
entrance for NW 1st avenue is visually not pleasing with no architectural details
tying it to the club house. The walkways are dark and non-eventful ( no use of
welcome banners or streamers.., the first visual impression is the bottom of the
stadium seats..grey steel beams and pillars...not a positive welcome.
To save approximately $1,500 per show , Palm Acts Inc. had donated from
Coca-Cola a hot-dog / soda concession booth which served as the ticket sales
and will-call facility. The vendor received major visibility form this donation,
however the impression left with the patron is not one of permanence.
PROMOTER CONCERNS:
These concerns will include the marketing, promoting and establishment of the
tennis center as a venue for concerts / special events. The tennis center has
enough seats to peak the interest of any promoter, however, the shortcomings
previously mentioned would make any promoter reconsider the possibility of
creating a successful, financially viable event.
* There are no defined areas for signage on Atlantic Avenue that could
help promote the events. A marquis at street level announcing upcoming events
is a must for successful promotions. Vehicular traffic on Atlantic Avenue alone
must provide an adequate number of impressions. This is a marketing
opportunity that must not be missed. Signage on court fences is basically a
"band aid" and too far removed from the Atlantic Avenue traffic.
* At present, with seating configuration used for the concerts with prices
ranging from $50 to $ 20, the projected total seating revenue could have been
$185,000. Additional technical costs mentioned earlier in this summary
represent 8% of the projected revenue, or proportionally at a 50% sell through,
16% of potential revenue. The additional technical expenses reduce any
potential net profit drastically.
* Lack of the venue being a co-marketing partner creates a larger events
marketing budget because of the dual message being created: i.e. it becomes an
additional burden on the promoter to sell the site as well as the concert.
In summary, listed below are some recommendations:
* Site needs a permanent covered stage with sound and li.qht trusses.
* Development imperative for stage access for direct off loading and
loading of equipment.
* Create a permanent ticketing booth and/ or system ( but not with
Ticketmaster. Cost to patrons could be as much as additional 25% of the cost of
the ticket, and cost to promoter could be up to additional 8% taken off gross
revenue)
* Formal "Green Rooms"
* Permanent vendor facilities
* Readdressing Atlantic Avenue as the official entrance, complete with
signage and amenities.
* City's paid public relations staff and department publications must co-
promote the facility as a multi-use venue first, and the special events second.
An aggressive facility marketing package is to be distributed to key promoters
who are touring the Southeastern US. This information is available.
The tennis center finds itself in a unique position at this time. The West Palm
Beach Auditorium has been sold, and is no longer available to promoters. If
recommended improvements were considered, this facility would become the
second largest seating capacity in a three county area, second only to Coral
Sky.
Do not be misled by what front line promoters (Cellar Door and Fantasma) might
say about the facility, as they are only protecting their contracts and investments
currently owned, and see this venue as direct competition.
This venue also creates competition to those proponents of a new auditorium in
West Palm Beach. It will be at least 3-5 years before a convention center goes
on line and tax support in uncertain at this time for a new auditorium.
Please do not let this community allow to happen to this facility what has already
happened to the Orange Bowl and the Miami Arena.
My experiences with Palm Acts Inc. and the Tennis Center were positive and
exciting. I appreciate your request to forward these observations to your
attention, and would welcome the opportunity to discuss the implementation of
these recommendations as a consultant to your office or to an appropriate city
department.
On a separate note, I have taken the liberty to include a brochure of one of the
series that the F.A.U. Foundation and the University have contracted with me to
produce. This process has helped solve the University's site usage problem.
Please let me know if there are any questions I can answer concerning these
events.
Sincerely,
Joseph E. Ferrer
Sunset Productions, Inc.
cc: Harold Van Arnem
Betty Allen
Robert Barcinski
Brahm Dubin
Paul Felsberg
MEMORANDUM
TO: David T. Harden
City Manager
FROM: Robert A. Barcinski ~
Assistant City Manager
DATE: August 8, 1997
SUBJECT: AGENDA CITY COMMISSION MEETING AUGUST 12, 1997
APPROVAL TENNIS CENTER - MEMBERSHIP RATES FY 97-98
Action
City Commission is requested to approve proposed Tennis Center membership rates for
FY 97-98.
Background
Attached is a proposed rate increase for Tennis Center memberships for next year. The
average increase for each category is 4.6%. The last time fees were increased was
1996. All membership fees will be due in October this year, versus staggered date
memberships. Mr. Dubin needs to send renewal notices out this month. Commission
approval is needed for the rate increases.
Recommendation
Staff recommends approval of the proposed rates for Tennis Center memberships for
FY 97-98.
RAB:tas
File:u:sweeney/agenda
Doc:member,ten
08/08/1997 01:15 5612437386 DELRAY BEACH GOLF CL PAGE 02
MEMORANDUM
DATE: August 8,
¥O: Bob Barcinski
FROM: Brahm Dubin
Delray Beach Tennis Center
Membership proposed Rates 1997/98
As you are aware effective October 1, 1997 Delray Beach Tennis
Center has gone to a Membership fiscal year October 1 - September
30.
We ne~d to mail out our membership renewal letters August 15
in or,'~er to give our members sufficient time to mail their
applications and payments prior to October 1.
We are therefore requesting that this item be approved at a
speci~l meeting on Tuesday, August 12, 1997.
Membership Rates:
1996 1996
~P_C rMJ~p~ ~ ~ ~ ~[ Exi, s.t.i.ng Increase
Resident Family 85 $ 325 $ 340 4 60 $300 $325
Resident Single 180 $ 215 $ 225 4 60 $200 $215
Non-Resident Family 20 $ 495 $ 5~5 4 00 $450 $495
$325 $350
Non-Resident Single 140 $ 350 $ 365 4 30
Resident Junior 3 $ 50 $ 50 0 00 ......
Non-Resident Junior __L$ 100 $ 100 0 00
Total 430
Pineapple Grove Main Smeet, Inc.
The Florida Main Street Program for Delray Beach
187 Pineapple Grove Way * Delray Beach * Florida 33444
August 6, 1997
David Harden, City Manager
City of De[ray Beac~
100 NW 1~t Ave.
De[ray Beach, FL 33444 ,
Re: Progress update and proposal
Dear Mr. Harden:
This letter transmits (1) a report of accomplishments during our first three years of operation; (2) our
proposal for the continuation of the public/private partnership between the City of De[ray Beach and
Pineapple Grove Main Street, Inc., during fiscal 1997/98; and (3) our commitment to the City for the
coming year.
The following depicts the levels of investment and reinvestment in our focus District during the time
Pineapple Grove Main Street, Inc., has been in operation (October 1, 1994 through June 30, 1997).
TOTAL INVESTMENT/REINVESTMENT $2,821,227 100%
Property improvements (building permit values) $2,154,055 76%
Increase in assessed valuation (through 1996) $384,172 14%
Private sector contributions & cost savings $133,400 5%
TOTAL PRIVATE SECTOR $2,671,627 95%
City of De[ray Beach cash contributions $90,000 3%
CRA cash contributions $30,000 1%
· ' DDA cash cOntributions $15,000 1%.
Grant monies received $14,600 > 1%
STATE & LOCAL GOVT.' (CITY, CRA, [}DP/) $149,600 5%
YIELD ON TAXPAYER INVESTMENT 1,786%
In effect, Pineapple Grove Main Street, Inc., has leveraged the taxpayers' investment nearly 18 times.
We know of no other downtown renewal effort in De[ray Beach that has contributed so much to the
City with so little inveshuent of City and CRA staff time and tax dollars. This is what the Main Street
program is about.
Enclosed with this letter several attachments with detailed listings of support information, including
our 5-year capital and administrative budget that is undergoing formulation.
Request of the City for Fiscal 1997198.
We respectfully request the following support from the City in furtherance of our work through fiscal
year 1997/98.
Grants writing. Provide assistance to PGMS in the identification of available grants sources, writing
the grants applications, and tracking the applications through the processes.
Business Improvement District (BID) assistance Assist PGMS in its understanding of the process by
which a BID might be applicable to the District; provide information about how the BID can be
structured and steps necessary for implementation.
Fax (561) 279~108 Phone (561) 279-9952
David Harden
August 6, 1997
Page 2
Assist with events. Contribute, at no cost to PGMS, the support services applicable to events (traffic
management, securi~, stage, refuse collection, etc.) produced throughout thc year.
Funding. A contribution from the City of Delray Beach, during the month of October, 1997, in the
amount of $30,000.
PGMS Commitment to the City through Fiscal 1997198.
In exchange for the City's continued support as expressed above, Pineapple Grove Main Street, Inc.,
pledges its commitment to 0ccomplish, at minimum, the following:
CAPITAL PROJECTS
Redevelopment Plan---demonstrate community consensus; obtain the necessary
governmental approvals; produce a budget and implementation schedule; implement the
projects scheduled for 1997/98 to include, at minimum:
(1) hardscape improvements of the southernmost block of Pineapple Grove Way;
(2) installation of the arched entry feature near the south end of Pineapple Grove
Way;
(3) installation of obelisks.
PRIVATE PROPERTY UPGRADES
· Provide preliminary design services to District property owners.
Initiate the Facade Improvement Grants program whereby District property owners can
apply to PGMS for funding to supplement the cost of exterior property improvements
(owner must fund at least 50% of total cost).
otrrl~AcH; COMMt~ITV SERWCE
· Engage District property and business owners in the Main Street program.
· Compile and maintain the property and business data, showing business mix, occupancy,
available properties; distribute this information to City, CRA, DDA, others.
Institute a structured process for recruitment of new businesses into the District to include
recorded follow-up of all inquiries and contacts initiated by PGMS.
Design and display banners on Pineapple Grove Way light poles.
Distribute professional services and technical assistance information to District
businesses.
· Produce and distribute a Membership Directory.
· Publish the Grove Gazette quarterly.
· In partnership with the Chamber of Commerce and Joint Venture, implement and
contribute to the downtown "volunteer pool".
· Submit quarterly reports to local government and others in form similar to the attached.
FUNDING · Formulate and maintain a 5-year funding and projects implementation plan (updated
annually.
· Produce a preliminary budget and implementation schedule for Redevelopment Plan
projects and programs.
· Raise at least $45,000, in support of the PGMS operating budget, from private sector
sources.
· Produce the marketing materials for use in sponsorship and other funding solicitations.
David Harden
August 6, 1997
Page 3
Our efforts during the first three years have been directed toward education, organizational buildout,
and planning. We have built a volunteer labor force that is dedicated and enthusiastic. Our budget has
grown with no increase in public sector contributions and we are committing to engage in the process
of weaning ourselves considerably from the City's operating budget be~nning in fiscal 1998/99.
The City's continued invesLment is rewarding to the City and vitally important to the success of
Pineapple Grove Main Street. Your thoughtful consideration of this proposal is most appreciated.
Vexy truly yours,
President
Activities & Accomplishments as of June 30, 1997
New businesses and jobs growth.
· 34 net new businesses in Pineapple Grove Main Street Districtl
· 155 netnewjobs
Property investment, rehabilitations, inquiries. · $2,154,055 local reinvestment in the District2
· Most notable: Ocean City Lumber Co.; The Annex Restaurant
· At least 6 commercial properties have been purchased (all by local investors) on
Pineapple Grove Way and NE 3~d Avenue
· Numerous properties have been purchased on NE 1 ~t Avenue; all owner-occupied
· PGMS office receives, on average, a half-dozen or so unsolicited inquiries monthly
Volunteer contributions.
· 5,494 recorded volunteer hours (actual is considerably higher)
· $25,613 value of volunteer contributions (valued at the minimum wage)
Model Block demonstration projec& · Cost savings estimated at $10,000
· 73 volunteers painted 6 commercial buildings on Pineapple Grove Way in 1 day
Public Saf etymPolice Sub-station. · Facilitated the location of the Pineapple Grove Police Sub-Station
· Arranged for rent-free space
· PGMS volunteers participated in preparation of Sub-Station space
Property and business inventory. · Physical survey of all District real estate
· Status: 40% g0mplete
Merchant survey/merchant association.
· Interviews with h~dividual business owners to determine greatest needs for professional
advise and assistance
· Promoting merchants' participation in Downtown Joint Venture Marketing Program and
possible formation of a Pineapple Grove Merchants' Association
Consensus building.
Design Charret~e.
· Cost savings estimated at $25,000
· Organized the two-day Charrette involving 83 participants (local officials, Pineapple
Grove business and property owners, members of the general public)
· Charrette yielded a draft of Redevelopment Plan for Pineapple Grove acceptable to
virtually all who participated
· Professional planners, architects, and the State contributed resources
; Business and jobs are deducted from total when they close or locate out of the Disaict; new businesses and jobs are added when
they open in the District
2 Source: Deiray Beach Building Department; values reflected on building permits; reported only alter Cerlificate of Occupancy
~ued
Redevelopment plan.
Neighborhood design. Drawings reflect all aspects of neighborhood redevelopment,
including street configurations and traffic calming proposals; sidewalk upgrades to enhance
pedestrian strolling and shopping; lighting and landscaping; additional enhancements noted
below, including Arches and Obelisks to "define" the District
Entrance arches (2). Located on Pineapple Grove Way near Atlantic Avenue and NE 4t~
Street
Obelisks (9). Placed at all other entrances into Pineapple Grove Main Street District
Kiosks (3). On Pineapple Grove Way at NE Ia, 2aa, and 3~a Streets directing visitors to
businesses off of Pineapple Grove Way
Outdoor Art plan.
Defines locations for over 100 outdoor sculptures and several murals
· Sculptures will be available for purchase; PGMS will act as agent and commissions
paid by artists to PGMS will supplement budget
· Creates guidelines for review and proposes a selection committee, advisory to the
City, consisting of art professionals
Market analysis. · Cost savings estimated at $15,000.
· Produced a report reflecting a Cluster Analysis and Gap Analysis of downtown Delray
Beach ".
· Report shows the potential demand for goods and services through the year 2000 and is
being utilized to enhance physical planning, events planning, and remitment of new
businesses into Pineapple Grove
· Volunteers collected local data and conducted surveys
Public Awareness, Events.
Media coverage.
· Dozens of newspaper articles have been written .about various .activities of PGMS
· At least four TV neWs reports
· .,Ill media coveragehas been positi),e
Promotional events. Produced 10 events to date attracting.visitors to the neighborhood and
reversing negative public perceptions
Program flyer. Produced a flyer describing the work of PGMS and the community's vision
for the renewal of the Pineapple Grove Main Street District
Newsletter.
· Published 2 editions per year of the Grove Gazette
· Gazette is mailed to 1,700; includes 1,000 Chamber of Commerce members
Support for Other Organizations. · Presentations to community groups on the benefits of Downtown Redevelopment
· Construction of the Holiday Tree
· Light the Avenue
· Participation in the Holiday Parade; Easter Parade (Easter Bunny)
· Art & Jazz on the Avenue
· Delray Beach Art Festival
· Green Market public workshops
· Written support for CRA & HPBCPB grants applications
08/06/97 Draft
REDEVELOPMENT PLAN FOR MAIN STREET IN THE GROVE
Pineapple Grove Main STREET, Inc.
Executive Summary
Capital Projects
streets; sidewalks; utilities; cabl~ The proposed improvements are in keeping with
the character description noted in the Plan.
The first and third bl~ks of NE 1st Avenue have been improved in recent years. The
Plan proposes to emulate these recent improvements in the second and fourth blocks.
Transformation of Pineapple Grove Way from a vehicular- to a pedestrian-friendly
environment focuses much of the streetscape work along this corridor. The Plan pro-
.poses to widen sidewalks, narrow the traffic lanes, and meander the street block-by-
block from NE l~t Street to NE 4th Street.
Improvements to NE 3rd Avenue and NE 1st, 2~a, and 3rd Streets are more modest.
As optional considerations, the Plan considers the use of roUnd-abouts and traffic
· .... humps for traffic calming, and.references the.onerway bypass that the City is cur- .
rently studying.
Public parking. Several locations are identified that might be suitable for future pub-
lic parking lots. The sites are located behind and east of the Pineapple Grove Way
businesses; three are vacant properties in the second, third, and fourth blocks, and two
others are small privately owned parking lots not presently "attached" to a particular
building.
" Lighting. The design of proposed decorative street lightingis unique to Pineapple.
Grove, and serves to. further distinguish.it as a "special" downtown neighborhood
· 'center.
Gateways, Obelisks, and Fdosks are enhancements that attract people into:the neigh-
borhood. The arched gateways spanning the north and south ends of Pineapple Grove
Way, artistic obelisks at other neighborhood points of entry, and decorative informa-
tional kiosks within the neighborhood are designed to pique the interest of passers by
and create a "conversation piece" among residents and visitors.
Landscaping and Street Furniture provides shade, comfort, and resting places for
pedestrians. Strolling is encouraged and enhanced along Pineapple Grove Way.
Pineapple Grove Village Park. A neighborhood park, with suer features as pathways,
park benches, play equipment, water elements, and a band shell adds a reminiscent
charm and flavor of the traditional downtown. The Plan recognizes the scarcity of
land in Pineapple Grove, and suggests that the park might replace an existing, pri-
vately-owned parking lot on Pineapple Grove Way. The concept is demonstrated us-
lng the site of the "old Winn Dixie" parking lot, however, no specific site is proposed.
For the park to become a reality at any location, several factors must first be resolved.
" ' 08/06/97 Draft
Zoning & Policy Considerations
Zoning modifications are proposed to conform Pineapple Grove Way to the Atlantic
Avenue corridor, thereby enhancing the likelihood of infill construction.
Transportation plan. To facilitate access from east bound Atlantic Avenue, a left turn
arrow is proposed at Pineapple Grove Way with the east bound light emended ac-
cordingly.
The Plan proposes to prohibit all truck traffic along Pineapple Grove Way (alleys will
accommodate delive[ies) and prohibit through trucks along NE l't Avenue.
Public transportation with become increasingly important to the long-term, sustain-
able success of the downtown. The plan encourages two forms, one to transport visi-
tors to and from the downtown, and a second within the downtown.
Publicparldng. In-lieu parking fees paid for Pineapple Grove projects should be
earmarked for future public parking projects in the Grove.
Lighting. Guidelines are suggested for privately-owned properties that will comple-
ment and add to street light illumination.
Programs and Projects (Non-Capital).
Outdoor,4rt Plan. Many locations are identified for outdoor sculpture and mural art,
creating an outdoor art gallery throughout the program area that serves as a "magnet"
to residents and visitors. The art plan addresses the review and selection process, in-
surance, ma/ntenance, and other pertinent considerations.
Facade improvements are encouraged with the availability of small matching grants,
low interest loans, micro-loans, technical assistance, and professional services.
Landscaping and street furniture on privately proPerties are similarly' encouraged
and will further enhance public right-of-way improvements, ..
Environmental asSessments are recommended for properties that are proximate to
businesses oPerations that might pose environmental challenges.
Historic preservation plan. An estimated 86% of the properties built in the program
area are post-World War II construction. Nonetheless, several are potentially signifi-
cant historic proPerties, and the neighborhood itself is rich in history. A detailed study
is proposed that can demonstrate the programs best suited to emphasize the historic
character of the neighborhood and preserve the appropriate proPerties.
Economic restructuring. Research by Pineapple Grove Main Street, Inc., has tamed
up several sources of professional services available to the small business person at
little or no cost. The availability of these services is being shared with Pineapple
Grove businesses on an as-needed basis. The plan proposes to "institutionalize" this
service and introduce periodic educational workshops along similar lines.
Pineapple Grove Main Street, Inc., is building a database of every proPerty and busi-
ness in the program area. Once completed, the database will be continually updated
and shared with other downtown interests, including the City, CRA, DDA, and
Chamber of Commerce. The accurate inventory of properties and businesses allows
08/06/97 Draft
us to better match the business prospect with available locations, thus facilitating our
new business recruitment activities.
Outreach and marketing plans are described for the Plan itself (including workshops
designed for public education, input, and consensus building), the Pineapple Grove
neighborhood, and the Pineapple Grove Main Street, Inc., program.
Funding
The projects and programs proposed in the Plan will be funded by a variety of public
sector and private sector'sources. The objective of Pineapple Grove Main Street, Inc., is
to formulate a funding strategy that equitably distributes the costs among the parties at
interest, utilizing outside dollars wherever possible. Sources include:
LOCAL GOVERNMENT
BID/SPECIAL ASSESSMENTS
GRANTS (GOVERNMENTAL AND PRIVATE FOUNDATIONS)
SPONSORS/UND~.RwRrrERS
OTHER SOURCES (DONATIONS~ GIFYS, MEMBERSHIP DUES, ENDOWEMENTS, ETC.)
Implementation Strategies
Projects associated with capital budgets of local government will be scheduled for
construction in collaboration with the appropriate officials. Several of the related projects
will necessarily be undertaken accordingly and in sequence.
Projects, programs, zoning, and policy considerations not reliant on local government
capital budgets will. be implemented on an i. ndependent schedule, beginning in the
1997/98 fiscal year.
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To: +1 (561) 243-7166
Company:
Fax number: +1 (561) 243-7166
Business phone:
From: Thomas F Fleming
Fax number: +1 (561) 279-0108
Business phoneI
Home phone:
Date & Time: 7/30/97 3:32:35 PM
Pages: 2
Re:
PINEAPPLE GROVE MAIN STREET, INC.
187 NE P~nEAP~LE GROvE WAY · DELRAY BEACH · FLOriDA 33444
PHone (561 ) 279.9952 · FAX ( 561 ) 279-0108 · ~m~L tee 3 @msn.com
Memorandum
TO: David Harden
C:
FROM: Tom Fleming
DATE: July 30, 1997
SUBJECT: Conceptual plan review
David,
This memo transmits our request for a slot on the City Commission workshop agenda
during the meeting of Tuesday, August 12th. Our goal is to introduce the Commission to
the Conceptual "Redevelopment Plan for Pineapple Grove" and seek their endorsement
of the concept. With the Commission's support, we will continue to formulate details for
later review and consideration.
If you can accommodate our request, we will provide back-up materials not later than
Wednesday, August 6th.
Kindly ask your office to call us (279-9952) either way.
Thanks as always,
Tom Fleming
July 16, 1997
David T. Harden, City Manager
City of Delray Beach
100 NW 1 st Avenue
Delray Beach, FL 33444
Dear Mr. Harden:
I am writing to request time on the Commission's Agenda in August. I would like to make a 5 - 6
minute slide presentation summarizing our summer outreach program, "The Book Caravan." I
think the presentation would be interesting and show the good work that was done this summer to
involve a broad spectrum of Delray youth in library activities.
As you might know, we have partnered with many agencies, businesses, and city departments to
put this grant-funded project together. Our goal has been to sign-up 500 children as library
borrowers who had not already been library users. Secondarily, we have been distributing free
books to children who may not have any books in their homes. All materials for the program
have been provided in English, Spanish, and Creole to give as wide a base to the effort as was
possible.
Planning this project also saw the first Citizen Advisory Committee ever used by the library. We
found that having grassroots commitment to the project in advance insured its success.
Thank you for your attention to these matters.
Sincerely, I RECEIVED
Peter Daniels, Library Director CITY' CLERK
29 Southeast Fourth Avenue. Oelra:y Beach, Florida 3:5483. (40~). 2;7~~ Fax (407) 274-2065
PLANNING AND ZONING DEPARTMENT MEMORANDUM
To: ~,,i~ Co~mmissio~Members
From: Diane Dominguez, Directo~of P~anning and Zoning
Date: August 12, 1997
Subject: Notes on Proposed Comprehensive Plan Amendment 97-1
This amendment to the Comprehensive Plan will formally include the
recommendations made last year in the Evaluation and Appraisal Report (EAR).
Each element of the Plan has been revised to update information and the status
of objectives and policies. The elements have been reformatted to improve
readability and logic, and to better track the State rule requirements. In addition,
information and policy directives have been added, deleted, and modified as
recommended in the adopted EAR.
Generally, the changes in the amendment do not represent a change in the
City's philosophy toward growth management, but are expressions of the City's
positions and methods of doing business as expressed through the actions of
the City Commission. The significant changes to the existing Comprehensive
Plan are highlighted below, by element.
CONSERVATION ELEMENT
This element now includes the Hammock Reserve Preserve Area in the list of
environmentally sensitive lands. The analysis of conservation issues has been
updated to better address concerns about Lake Ida, and the County's efforts to
improve its water quality; improvements in air and ground water quality; and the
future potential of Hurricane Pines as an environmental preserve. Significant
new or modified policies include the following:
Policy A-I.4 Through its membership on the Regional Wastewater Board, the
City shall assure the continued evaluation of the altemative methods of sludge
disposal, at least every two years.
Policy A-2.2 Inspection and monitoring of business premises to ascertain that
facilities and procedures exist and are utilized to propedy manage hazardous
materials and wastes commonly occurring as a result of existing or proposed
activities, shall be continued through current processes related to the Wellfield
Protection Program, Industrial Pretreatment Program, and Fire department
inspections.
To: City Commission Members
Re: Notes on Proposed Comprehensive Plan Amendment 97-1
Page 2
Policy A-4.7 The City, through the Regional Wastewater Treatment Facility
Board, shall continue to monitor the area of effluent reuse with the ultimate goal
of reclaiming and reusing more effluent from the wastewater treatment plant if
and when such a program becomes technically and economically feasible. The
first priority for expansion of effluent reuse should be in the Coastal Planning
Area.
Policy B-1.2 The City shall develop a program, in FY 96/97, to preserve the
Hurricane Pines parcel along .S.E. 10th Street to the extent feasible through
sensitive site planning, or mitigate its development through a form of mitigation
banking.
Policy B-1.5 The 4 acre oak hammock in the Hammock Reserve development
shall continue to be preserved from development as a environmentally sensitive
site.
Policy B-3.2 The City supports Palm Beach County's program to restore and
protect the shoreline of Lake Ida. In addition, the City supports continuing
monitoring of boating activity in the lake to assure that this activity does not
produce adverse impacts on the shoreline.
Policy B-4.2 The City shall continue to implement the Sea Turtle Conservation
Program, which includes monitoring of nesting and hatching activity, and
enforcement of lighting restrictions.
Policy B-4.3 The City shall continue to implement its dune protection and
enhancement programs, which include management of the dunes at the
municipal beaches and regulation of private development activities.
Policy B-4.4 The City shall maintain existing programs to protect offshore reefs
and marine habitat through monitoring and management of beach renoudshment
construction activities.
Policy C-2.1 The City shall encourage continued monitoring and enhancement
of the Lake Ida water quality by the responsible agencies, with the goal of
achieving a level of water quality that will allow swimming.
PUBLIC FACILITIES ELEMENT
In addition to updating and.reformatting the information that describes the City's
public facility components, objective and policy directives have been oriented
toward the efficient correction of long term system deficiencies. The additions
and changes reflect on-going work in the various departments responsible for the
systems which have not been sufficiently expressed in the Plan. Specific
policies include:
To: City Commission Members
Re: Notes on Proposed Comprehensive Plan Amendment 97-1
Page 3
Policy A-2.2 Expand the solid waste recycling program, including a focus on
commercial recycling and public awareness, with the goal of reducing the 1990
waste stream level of 87,000 tons by 50% in 1998.
Policy B-1.2 The City shall continue to implement the Acquifer Storage and
Recovery (ASR) well program to supplement water supply during conditions of
drought or well field contamination and as a method of balancing the demand on
water supply wells during periods of high and Iow demand. This program shall
include feasibility studies, design, and construction as warranted by the results of
the feasibility studies.
Policy C-2.1 A study shall be completed, by FY 98/99, to determine the total
program cost of addressing remedial work needed, for wastewater lines and lift
stations, to correct the problems with inflow and infiltration. This study should
estimate the annual costs required to complete the project over a 15 year time
frame, and establish reasonable interim targets.
Policy. C-2.2 A study shall be completed, by FY 98/99, to determine the total
program cost of addressing remedial work needed to correct deficiencies in
existing water lines. This study should estimate the annual cost required to
complete the project over a 15 year time frame, and establish reasonable intedm
targets.
Policy C-6.3 Through its membership on the regional wastewater treatment
board, the City shall assure that alternatives to land application of treated
wastewater sludge are assessed, at least every two years, and shall continue to
monitor the impacts of the effluent from the ocean outfall.
Policy E-'I.1 Criteria for determining project priorities shall be as defined in the
Stormwater Master Plan, and upon correcting current, localized problems.
Policy E-l.5 The City shall protect and enhance surface water quality through
the full implementation of programs and activities included in the National
Pollutant Discharge Elimination System (NPDES) permit.
Policy E-3.2 The City shall develop a street system master plan to enable the
development of criteria to prioritize annual work programs and allow optimum
funding decisions; The master plan will be completed by FY 97198, and will
address all components of the street system, including roadway surface, signs
and markings, on-street parking, storm sewers and swales, sidewalks, and street
lights.
Policy E-3.3 The City shall program installation of sidewalks on an annual basis,
with the goal of completing a safe and convenient sidewalk system throughOut
the City by the year 2000.
To: City Commission Members
Re: Notes on Proposed Comprehensive Plan Amendment 97-1
Page 4
TRANSPORTATION ELEMENT
One obvious change in this element is its redesignation from Traffic Element to
Transportation Element, as required by changes in the States Rule. New rules
require the element to address mass transit (rail, bus, etc.) as well as the
automobile. Most of this information was already contained in the City's element,
and required only updating. The element analyzes the roadway network today,
in the year 2000, and the year 2015. Required improvements are projected and
compared with committed and planned projects in the Metropolitan Planning
Organization (MPO) plans. Needs for additions and adjustments to the MPO
plans are identified to provide the City with an acceptable roadway network
through 2015. Policies are included to provide, within the scope of the City's
jurisdiction, opportunities for altemative transportation such as bus, rail,
pedestrian and bicycle. In addition, policies focus on the provision of a safe and
convenient local street network. Significant new and revised policies include the
following:
Policy A-I.1 The City will monitor efforts to establish a high speed rail system in
South Florida. If such a system is implemented, the city will work to obtain a
route which is convenient to access but which minimizes impacts to residential
areas.
Policy A-1.4 The City supports the eventual use of the F.E.C. rail corddor for
commuter travel, and its potential to link the City's downtown with the downtowns
of other eastem cities along the corridor.
Policy A-7.4 The City shall continue its opposition, as expressed in Resolution
No. 86-95, to increases in minimum bridge clearances across the Intracoastal
Waterway. The current guidelines call for a 21 foot vertical clearance and 125
foot horizontal clearance. These guidelines will have an adverse impact on
residents and business in the vicinity of bridges.
Policy A-7.5 The City supports the widening of Lake Ida Road between
Congress Avenue and Military Trail, provided the design includes necessary
improvements to existing residential uses to assure a safe and ordedy flow of
traffic to and from the expanded facility.
Policy C-1.1 Thro. ugh and nonresidential traffic travel shall be limited in stable
residential areas: Where a problem with such traffic is specifically identified, it
should be addressed through the utilization of traffic calming measures, such as
roundabouts, medians, and speed humps.
PolicyD-2.1 Bicycle traffic shall be accommodated in the design and
construction of Collector and Artedal roadways. These improvements are to
emphasize safer bicycle movements (e.g. 14 foot outside travel lanes) rather
than providing separate bicycle facilities and lanes. The City, by adoption of this
To: City Commission Members
Re: Notes on Proposed Comprehensive Plan Amendment 97-1
Page 5
policy, requests that such improvements be included on all projects undertaken
per Florida Department of Transportation or the County five-year road program,
as well as the City's Capital Improvement Program.
OPEN SPACE AND RECREATION ELEMENT
In the area of recreation services, Delray Beach has long met the minimum level
of service standards. The City's focus now is to satisfy the entire community's
demands for leisure time opportunities at the highest level of quality. To this
end, several new objectives and policies have been added to this element,
directed toward improving the delivery of leisure services to the community.
These include:
Policy A-2.4The City shall develop a scenic recreational network for
pedestrians and bicyclists. This network should make use of existing resources
where possible, such as canal rights-of-way. In this way the scenic network
would be similar to the rails-to-trails concept. Development of the network is not
seen as a high priodty work item, but every opportunity to advance such a
netYvork should be taken.
Policy A-2.6 The City shall develop a program, in FY 97/98, to improve and
upgrade the recreation facilities at the Catherine Strong Center, and shall work
with he School Board to assure maintenance and improvement of the recreation
facilities at the Full Service Center.
Policy A-2.7 The City shall develop a program to establish small parks in
neighborhoods. The program would include identification of vacant or surplus
parcels, and strategies to assure that the neighborhood determines the
parameters of the park and is responsible for construction and operating costs.
Such strategies should rely heavily on existing neighborhood associations as the
originating, motivating and organizing forces. Program development shall occur
in FY 97/98.
Policy A-2.8 Provide needed office space in the Community Center while
maximizing multi-purpose room space for program needs. The expansion of the
Community Center, or other solutions to the need to accommodate office and
program space, should be a funding priority in the Comprehensive Plan.
Policy A-2.10 The City shall develop a program, with funding requirements
including cost sharing by the School Board, for field lighting at the Full Service
Center and Carver Middle School. Program development shall be completed in
FY 97/98.
Policy A-3.5 The City shall develop a program, with funding requirements, to
establish an information exchange, staffed by City personnel, acting as a
clearinghouse to enoourage and publicize recreational activities to meet the
To: City Commission Members
Re: Notes on Proposed Comprehensive Plan Amendment 97-1
Page 6
needs of all cultural and age groups. Program development shall be completed
in FY 97198.
Policy A-3.6 The City shall continue to encourage other community partners,
including religious and social organizations, to join in the effort to provide 'leisure
programs and activities for the community as a whole.
Policy A-3.7 The City shall develop a program, with funding requirements, to
diversify recreational programs to offer more alternative sports, music, drama,
arts and crafts and youth-in-government programs. Program development shall
be completed in FY 97198.
Objective A-4
The provision of recreational facilities by the private sector is an important factor
in the quality of life in the entire community, especially for teenagers and young
adults. The City shall encourage the siting of appropriate private recreational
facilities within the City through the provision of informational services, and
consideration of innovative, quality development proposals.
Policy A-4.1 The City shall consider modifications to the Land Development
Regulations with regard to private recreational facilities, including the number of
permitted, vs. conditional, recreational uses allowed in commercial zoning
districts.
Policy A-4.2 The City shall establish, within the Planning and Zoning
Department, a staff level task team to assist potential developers of pdvate
recreational facilities.
HOUSING ELEMENT
Housing needs as projected by both the City's consultant and the State are used
in this element to forecast needs in various income ranges. Strategies for the
creation and preservation of affordable housing, including housing for middle
income families, rental housing assistance, and provision of lots for Iow income
housing are addressed. Local issues related to 'masionization" and housing in
the downtown are also included in the element, along with State-prescribed
growth management issues. Significant new and revised policy direction
includes:
Policy A-8.4 In FY 97~98, the City will examine the possibility of establishing a
revolving loan program to help subsidize the rehabilitation of rental properties.
As envisioned, the program will consist of short term, secured loans that will
concentrate primarily on exterior improvements and the correction of code
deficiencies. A possible funding source for the program is money received from
the repayment of the Auburn Trace UDAG.
To: City Commission Members
Re: Notes on Proposed Comprehensive Plan Amendment 97-1
Page 7
Policy A-12.3 In evaluating proposals for new development or redevelopment,
the City shall consider the effect that the proposal will have on the stability of
nearby neighborhoods. Factors such as noise, odors, dust, traffic volumes and
circulation patterns shall be reviewed in terms of their potential to negatively
impact the safety, habitability and stability of residential areas. If it is determined
that a proposed development will result in a degradation of any neighborhood,
the project shall be modified accordingly or denied.
Policy B-2.2 The development of new adult odented communities within the
City is discouraged. New housing developments shall be designed to
accommodate households having a range of ages, especially families with
children, and shall be required to provide 3 and 4 bedroom units and activity
areas for children ranging from toddlers to teens. This requirement may be
waived or modified for residential developments located in the downtown area,
and for infill projects having fewer than 25 units.
Policy B-2.3 New housing developments shall include a range of housing types
that offer variety in size, color, and style.
Policy B-2.5 The development of single family housing that is affordable to
families earning 120-200% of the median income is encouraged. For vacant
properties having a Transitional or Medium Density Residential FLUM
designation, the City will consider the use of incentives to encourage the
development of housing at lower densities in order to meet this need. Such
incentives may include flexibility in development standards, participation in
infrastructure costs, or other measures deemed appropriate.
Policy B-2.6 Housing in the downtown area, in close proximity to employment
opportunities and services, is a cdtical need. In order to help stimulate demand
for new housing in and around the Central Business District, the development of
new rental housing projects outside of the downtown area is discouraged.
Policy B-3.4 The City's Planning and Zoning Department will work with the
Community Redevelopment Agency to analyze the existing Central Business
Distdct regulations to determine if there are significant regulatory impediments to
the development of residential units in the downtown, and will process the
amendments necessary to eliminate those barriers. This analysis will be
conducted in FY 97198.
COASTAL MANAGEMENTELEMENT
The inventory and analysis (text) sections of this element have been enhanced
with more detailed descriptions of the Coastal Planning Area, and the programs
in place relating to the Intracoastal Waterway, the beach, and natural disaster
planning. Existing policy direction related to maintaining the character of coastal
development has been retained. New and revised policy direction clarifies the
To: City Commission Members
Re: Notes on Proposed Comprehensive Plan Amendment 97-1
Page g
City's philosophy of protecting and enhancing the quality of the coastal area, as
shown in the following:
Policy A-1.5 The City shall protect sea turtles and their nesting habitat through
continuation of lighting restrictions, monitoring and education programs.
Policy A-2.2 The quality of the ICWW shall continue to be improved by the
control of storm runoff and the implementation of the projects and programs in
the NPDES permit.
Policy B-'I.'I The City shall retain the existing public parking under its control on
the barder island, and shall explore opportunities to expand parking for increased
public beach access.
Policy B-1.2 Additional madna facilities and waterway access shall be provided
pursuant the boating facility siting plan being developed by the Florida
Department of Environmental Protection for Palm Beach County as part of the
manatee protection plan. The City shall closely monitor the development of this
plan and shall provide input to assure that the plan will maximize opportunities
for public access to the Intracoastal Waterway while protecting the environment.
Policy B-1.4 The City shall retain all existing public access to the Intracoastal
Waterway, including street ends, and should consider enhancement of the street
ends as pocket parks with reasonable use restrictions including limited hours of
operation.
Policy B-l.5The City shall perform the necessary studies to pursue
development of FIND parcel MSA 650 either as 1) an entirely passive park with
picnic areas and a nature trail, with additional boat ramps at Knowles Park; or 2)
a partially active park with boat ramp and parking facilities in addition to
preservation areas. The completed studies should be brought to the City
Commission for a decision on the final plan in time for inclusion in the FY 97/98
budget.
Policy C-4.2 The City, through its Parks and Recreation Department, shall
continue its programs for the acquisition and perpetual use of the FIND
properties as marine and wildlife habitats through retention of flora and fauna
and the possibility of sites for the relocation of mangroves which must be
relocated from elsewhere along the Intracoastal Waterway, and development of
Intracoastal Waterway access.
To: City Commission Members
Re: Notes on Proposed Comprehensive Plan Amendment 97-1
Page 9
Objective C-7
There shall be no public expenditures which subsidize expanded development
on the barrier island, unless such expenditures are necessary to' provide
services to development allowed by the Future Land Use Map at the same level
of service as the rest of the City; provide for recreational needs; maintain,
restore or enhance of natural resources; maintain adequate evacuation times;
and maintain or enhance public beach access and use.
FUTURE LAND USE ELEMENT
In addition to updating the basic data and analysis, this element addresses the
need to perform new studies to project population growth, assess the City's
economy as it relates to land use, to reevaluate the extent of redevelopment
planning required to stabilize neighborhoods, and to analyze the City's
annexation area. Policy direction has been strengthened relating to control of
strip commercial development, location of regional facilities, historic preservation,
and location of auto dealerships. Significant new and revised policies include:
Policy A-1.4 The City shall undertake a comprehensive study of economic
development issues and needs in FY 98/99. The study will, at a minimum,
assess the major economic components of the City to determine the uses
necessary to accommodate employment needs and sustain economic growth.
Recommendations made in the study regarding land use needs shall be adopted
as policies in the Future Land Use Element.
Policy A-'I.7 Amendments to the Future Land Use Map (FLUM) must be based
upon the following findings:
Demonstrated Need - That there is a need for the requested land use. The
need must be based upon circumstances such as shifts in demographic trends,
changes in the availability of land, changes in the existing character and FLUM
designations of the surrounding area, fulfillment of a comprehensive plan
objective or policy, or similar circumstances. The need must be supported by
data and analysis. This policy shall not apply to requests for the FLUM
designations of Conservation or Recreation and Open Space.
Consistency -- The requested designation is consistent with goals, objectives,
and policies of the most recently adopted Comprehensive Plan.
Concurrency - Development at the highest intensity possible under the
requested designation can meet the adopted concurrency standards.
Compatibility - The requested designation'will be compatible with existing and
future land uses of the surrounding area.
To: City Commission Members
Re: Notes on Proposed Comprehensive Plan Amendment 97-1
Page
Compliance -- Development under the requested designation will comply with the
provisions and requirement of the Land Development Regulations.
Policy A-1.8 Future proposals to establish regionally odented public facilities
shall be supported by data which demonstrates that .the loss of property tax
revenue and other negative impacts will be offset by mitigating measures which
may include, but are not limited to: payment of fees, creation of significant
numbers of local jobs, and measures to control odors, noise, traffic, and other
potential impacts on the surrounding communities. If the approving body
determines that the negative impact of a particular facility cannot be substantially
offset by mitigating measures, the application shall be denied.
CAPITAL IMPROVEMENT ELEMENT
The element was modified to provide up to date descriptions of the City's
revenue sources and financing mechanisms, and to list the capital needs
expressed in other elements. The guidelines used in prioritizing capital
improvement projects are specified in the Plan, as are the procedure used to
develop capital budgets. Objective and policy directions have been reordered to
better reflect the needs of a city nearing build out, i.e. needs relative to
maintaining and upgrading existing facilities are addressed before those related
to accommodating future growth. New or significantly modified objectives and
policies include the following:
Policy A-1.8 The City shall stfive to maintain a General Fund Reserve equal to
7-10% of the recurring annual operating revenue, excluding major one-time costs
such as those related to bonding.
Policy A-1.8 The City shall stdve to maintain a General Fund Reserve equal to
7-10% of the recurring annual operating revenue, excluding major one-time costs
such as those related to bonding.
Ob|ective A-6
The City of Delray Beach shall limit public expenditures on the barrier island
which subsidize increased development intensities beyond those shown on the
Future Land Use Map, or development which adversely affects hurricane
evacuation times.'
These, and the other objectives and policies summarize the existing financial
practices of the City, and mirror those in other documents such as the financial
reports and Capital Improvement Plan.
To: City Commission Members
Re: Notes on Proposed Comprehensive Plan Amendment 97-1
Page ! !
INTERGOVERNMENTAL COORDINATION ELEMENT
The inventory and analysis sections describing the City's relationships with other
government entities have been changed to a tabular format for ease of
reference. Policy directives from other elements that require intergovemmental
coordination are identified as needs in this element. Two new objectives have
been added that highlight the importance of good coordination with other
government agencies. These are:
Objective A-4
The City shall emphasize the intergovernmental coordination activities needed to
achieve the policies and programs identified in other elements of the Plan, as
described in the Needs and Recommendation section of this Element.
Objective A-5
The City shall seek to improve relationships with those entities with which
coordination problems have been identified.
S:\EARV~nend~ccmemo
MEMORANDUM
TO: Mayor and City Commissioners
FROM: David T. Harden, City Managerc,~
SUBJECT: Old School Square FY 98 Fundinq Request
DATE: August 11, 1997
At last week's meeting, Mr. Ellingsworth asked that an analysis
of Old School Square's FY 98 funding request be provided to the
Commission.
The attached memorandum from Bob Barcinski reviews the services
and programs that will be enhanced by the increased funding.
DTH/AMH/m
Attachment
£1T¥ DF DELRI:I¥ BEI:I£H
DELRAY BEACH
~ 100 N.W. 1st AVENUE · DELRAY BEACH, FLORIDA 33444 · 407/243-7000
AII-AmericaCity
1993 MEMORANDIJM
TO: David T. Harden, City Manager
FROM: Robert A. Barcinski, Assistant City Manager
DATE: August 11, 1997
SUBJECT: Old School Square FY 98 Funding Request
Attached is a copy of Old School Square's FY 1998 budget request. The amount
requested from the City is $60,500 over the last four (4) fiscal year requests or about 50%
more. Below is a restatement of services and programs that will be enhanced by the
increased funding with supporting narratives.
Service of Program FY 1998 Cost
Enhanced Marketing Program $29,035.00
Interest payments $18,760.00
Non Profit Rental Subsidy $12.705.00
$60,500.00
Enhanced Marketing Program
The request for increased funding includes salaries and fringe benefits for a marketing
position and additional funds for postage, printing and promotional expenses. Old School
Square intends to spend additional funds for advertising but intends to pay for these
increased costs from other sources. As you know, one of Old School Square's greatest
problems has been that despite the many wonderful programs benefiting thousands of
children and adults, Old School Square continues to be a "well kept secret".
Old School Square has increased the marketing budget to address this problem, primarily
in increases in salaries (hire a full time marketing person) and advertising for institutional
purposes. Their goals for this increased marketing emphasis are:
1. more local visibility with regards to center services to the community, not just for
theatre programs.
THE EFFORT ALWAYS MATTERS
Printed on Recycled Paper
2. more interfacing with western communities with regards to programs and services.
3. a direct mail campaign regarding memberships, programs and services.
4. more interfacing with the business community and Chamber committees.
5. increased tourism marketing offer packages that include businesses and other Delray
attractions.
Interest Payments
Old School Square is programmed in FY 98 to pay the City $24,607 in principal and
$18,700 in interest for the loan received in 1992 for construction of the theater.
(435,000). The City funded the construction amount thru a bond issue. A line of credit
was entered into between the City and Old School Square for repayment. In addition the
CRA entered into an agreement to guarantee the repayment to the City. For the first three
(3) years of the loan CRA paid the debt with no charge to Old School Square. The CRA
then agreed to make payment with a provision that Old School Square pay them interest
on a loan basis. Old School Square's Board decided to pay the City directly rather than
pay additional interest to the CRA. These funds would be returned to the City as
payment for interest debt.
Rental Subsidie~
Old School Square has continued to subsidize the total costs for the use of their facilities
by City groups and nonprofits. In many instances there has been no charge for use of
facilities or a minimum charge. Attached is a break down of subsidies from 10/1/96 thru
7/3/97. The amount subsidized from 10/1/96 thru 7/3 is $67,072.50. The subsidized
continues to increase each year. Old School Square is requesting funding to partially
offset this subsidy. We feel this program needs to continue to foster harmony and good
relations with other organizations.
Other
Other program increases for which funding is being sought from other sources includes
children's programs, additional theater performances, additional museum exhibits and
other special events.
RAB/dr
U:RANGEL/OSSBudg.ltr
Marketing/PR
FY1997 FY1998
Projected Budget
Expense
Advertising $1,405 $15,000
Dues and Subscriptions 895
Equipment Expense 200
Insurance 168
Miscellaneous 1,293
Total Outside Services 460
Total Payroll Expenses 3,435 26,057
Postage and Delivery 93 460
Printing and Reproduction 2,689 1,750
Promotional Activities Expense-Photo 77 600
Supplies 11
Training expense 35
Total Travel & Ent 957
Total Expense $11,549 $44,035
School
Square May l, 1997 Faoilities l*,epm~
c u ~ ~ u ,., · DATE FACILITY ORGANIZATION FEE CHG REG. RATE
· ~ TS C £N rER
5-11-96 theatre Tender Essence $ 0 $1,-:,50.00
5-17-96 theatre D.B. Youfl~ Council $ 0 $1,350.00
5-18-96 theatre D.B. Youth Council $ 0 $1,350.00
6-2-96 theatre Children's Yheate G'. $ 0 $l,350.00
6-10-96 tea. mt. MADDADS $ 75,00 $ 200.00
6-26-96 theatre MAi)DADS $ 0 $1,350.00
6-28-96 tea rm. AVDA $ 50.00 $ 200.00
8-16-96 gym S. Jacobs- social $250.00 $ 80000
9-5-96 fl~eatre D.B. Youth Council $ 0 $ 475.00
9-18-96 theatre Chmnber $ 0 $ 575.00
10-8-96 theatre Chamber $ 0 $ 575.00
10-9-96 theatre D.B Youth Council $ 0 $ 475.00
10-10-96 theatre D.B. Youth Council $ 0 $ 475.00
10-12-96 theatre ZoraNealeAwards $ 0 $1,350.00
10-16-96 d~eatre D.B. Youth Council $ 0 $ 475.00
10-17-96 theatre D.B. Youth Council $ 0 $ 475.00
10-23-96 theatre D.B. Youth Council $ 0 $ 475.00
11-6-96 theatre D.B. Youth Council $ 0 $ 475.00
11-%96 theatre D.B. Youth Council $ 0 $ 475 00
11-13-96 theatre DB. Youth Council $ 0 $ 475.00
11-14-96 theatre D.B. Youth Council $ 0 $ 475~00
11-19-96 theatre D.B. Youth Council $ 0 $ 475.00
11-20-96 theatre D.B. Youth Council $ 0 $ 475.00
11-21-96 theatre DB Youth Council $ 0 $ 475.00
11-23-96 theatre D.B. Youth Council $ 0 $1,350.00
12-11-96 theat/t rm MADDADS $ 250.00 $1,55000
12-12-96 tea rm. Chamber $ 0 $ 200.00
12-13-96 tea rm. Chamber $ 0 $ 200.00
1-6-97 gym City- Par'ks & Rec. $ 200.00 $ 700.00
1-7-97 gym City- Parks & Rec. $ 200.00 $ 700.00
1-8-97 gym City- Parks & 1Kec. $ 400.00 $1,40000
1-9-97 gym City-Parks & Rec. $ 40000 $1,400.00
1-13-97 gym City- Parks & Rec. $ 200.00 $ 700.00
1-14-97 gym City-Parks & Rec. $ 200.00 $ 700.00
1-15-97 gym City-Parks & Rec. $ 400.00 $1,400.00
1-16-97 gym City-Parks & Rec. $ 400.00 $1,400.00
1-28-97 site FotoFusion '97 $6,000.00 $15,000.00
2-12-97 gym City-Parks & Rec. $ 200.00 $ 700.00
Old School Squaro, Inc.
,5 ! North Swlnton Avo.
D,Imy Boa¢l~, IZlorida $~44
{$6~) 243-7022
School
Square May l, 1997 Facilities lt. epo~'t
c u t · ,, · ^ ~ DATE FACILITY ORGANIZATION FEE CHG'. REG. RATE
5-11-96 theatre Tender Essence $ 0 $1,350.00
5-I7-96 theatre D,B, youth Council $ 0 51,350.00
5-1~-96 fi~ea.tre D,B, Youth Council $ 0 $1,350.00
6-2-96 theatre Children's Theate G. $ 0 $l,350.00
6-10-96 Ieaz-m, MAI)DADS $ 75,00 $ 200.00
6-26-96 theatre MADDAD S $ 0 $1,350.00
6-28-96 tea rm. AVDA $ 50.00 $ 200.00
8-16-96 gym S. ~acobs- social $250.00 $ 80000
9-5-96 theatre D.B Youth Council $ 0 $ 475.00
9-18-96 theatre Chmnbcr $ 0 $ 575.00
10-8-96 tl~eatre Chamber $ 0 $ 575.00
10-9-96 theatre D.B, Youth Council $ 0 $ 47500
10-10-96 theatre D.B, Youth Council $ 0 $ 475.00
10-12-96 theatre Zorai'qeale Awards $ 0 $1,35000
10-16-96 theatre D.B. Youth Council $ 0 $ 475.00
10-17-96 theatre DB. Youth Council $ 0 $ 475.00
10-23-96 theatre D.B. Youth Council $ 0 $ 475.00
11-6-96 theatre DB. Youth Council $ 0 $ 475.00
11-7-96 theatre D.B. Youth Council $ 0 $ 475.00
11-13-96 theatre D,B, Youth Council 5; 0 $ 475.00
11-14-96 theatre DB. Youth Council $ 0 5; 475.00
11-19-96 theatre D.B, Youth Council $ 0 $ 475.00
11-20-96 theatre D.B. Youth Council $ 0 $ 475.00
11-21-96 theatre D.B Youth Council $ 0 $ 475.00
11-23-96 theatre D.B. YOt~th Council $ 0 $1,350.00
12-11-96 theat/t rm MADDADS $ 250.00 $1,550.00
12-'12-96 'tea rm. Chamber $ 0 $ 200.00
12-13-96 tea rm, Chamber $ 0 $ 20000
1-6-97 gym City- Parks & Rec, $ 200.00 $ 700.00
1-7-97 gym City- Parks & Rec, $ 200.00 $ 700.00
1-8-97 gym City- Parks & IKec. $ 400.00 $1,400.00
1-9-97 gym City- Parks & Rec. $ 400.00 $1,400,00
1-13-97 gym City- Parks & Rec. $ 200.00 $ 70o.00
1-14-97 gym City-Parks & Rec. $ 200.00 $ 700.00
1-15-97 gym City-Parks & Rec. $ 400.00 $1,~00.00
1-16-97 gym City-Parks & Rec. $ 400.00 $1,400.00
1-28-97 site FotoFusion '97 $6,000.00 $15,000.00
2-12-97 gym City-Parks & Rec. $ 200.00 $ 700.00
Old School Square, Inc.
5 ! North Swlnton Ava.
Delray Beach, Florida 334.44
(561) 243-7922
- T t-IObJ d_~-- T T ------..11-11-9
Old
School
Squ~e 3-11-97 fl~eatre Chamber $ 0 $1,350.00
3~26-97 theatre Fl. lew. Theatre $10,000.00 $25,000,00
¢ u · , u · ^ ~ 4~4-97 rearm City $ 0 $ 200.00
4-16-9'7 theatre Chamber $ 0 $1~350.00
4-23-97 gym City $ 0 $ 700.00
5-1-97 gym/theatre City $ 0 $1,275.00
5-2-~7 site City $ 0 $2,500.00
5-3-97 site City $ 0 $2~53)0,00
TOTAL $19,225.00 $77,350.00
Old School Square, Inc.
51 North Swinton Ave.
Delray Beach, Florida 33444
(561) 243-7922
School
Square
August 11, 1997
C U L T U ~. ~. L
~ ' · ' ~ q~gfTE FACILITY ORGANIZATION FEE CHG-. REG. RATE
5-1-97 g3'm/theatre City of Delray $-0- $ 575.00
5-5-97 gym City $.-0- $ 800.00
5-15-9'~ gym Boy Scouts $400. $ 800.00
5-17-97 theatre Sister Cities $.-0- $1,350.00
5-19-97 grounds Sister Cities . $.-0- $ 100.00
6-1-97 theatre Children's T.Guiid $ 52.50 $1,350,00
6-8-97 gym Children's T. Guild $-0- $ 800.00
6-9-97 T. Room MADDADS $ 75.00 $ 200.00
6-19-97 T.Room G. Snow Sch. ]~und $-0- $ 200.00
7-3-97 Site D.Beach Youth C~ $-0- $ 2,500.00
$527.50 $ 9,475.00
ADDED TOTALS OF MAY 1 REPORT $19,225.00 $ 77,350.00
$19,752.50 $ 86,825.00
Old School Square, inc.
51 North Swlnton Ave.
Delray ~each, Florida 33444
(561) 243-7922
MEMO
School
Square
C U L T U R A L
To: The Board of Directors, Old School Square
From: Torrey Everett
Date: May 19, 1997
Regarding: 1997/98 Budget
Attached you will find the preliminary budget for October 1997 through September 1998. We
are required to submit a preliminary budget to the City by June 1, and we propose this.
Unfortunately, you will not have enough time at the meeting on May 19 to thoroughly review
this budget, but we welcome your questions and comments at any time.
Of particular note in this budget are the following:
1. We are expecting $60,000 in gifts/donations from the local business community.
Meredith Dale has offered to spearhead this effort, but support from all Board Members
will be important.
2. We have budgeted $60,000 in individual unrestricted gifts/donations. We have been
fortunate in the past to have received a certain amount of these without any particular
concerted effort, but with a greater level of support from the Board, this should be
easily achievable.
3. We are asking the City to increase its support from $121,500 to $183,000. We feel
that committing to 1. and 2. above are critical to obtaining this support from the City.
4. In the Theatre (our 5th Anniversary Season), we are planning:
a. a 9 show regular subscription series (18 performances),
b. a 5 show Broadway Cabaret series (5 performances),
c. a new 3 show Broadway Songbook series (6 performances), and
d. Doug Montgomery (1 performance)
In the Museum, we are planning six exhibits, Adult art classes (Nov., Feb. and
Apr.),
an Artist Showcase and Demonstration Series (Jan. through April), and an Artist-in-
Residence program in Feb.
6. Our Children's programs will include another series of Kickin' Arts programs for Palm
Beach County elementary school children, our Mentor program for Delray Beach
middle school children, children's art classes in the Museum during the summer, and
Children's Theatre programs in Nov. and Feb.
This all adds up to a very busy year for us, but one we think the community can be proud of
and which they should want to support. With the higher level of support in 1. through 3.
above, we should be able to accomplish all of this while remaining solvent. The balance sheet
does show a negative cash balance in March, but we will continue to work this budget to fred a
solution for that. Note that net income for the year is now budgeted at $(44,944), a loss, but
in that loss is $165,336 of depreciation which does not constitute a cash expense.
1997/98 Budget - Total vs. 1996/97 Actual
May 1996-
1997/98 April 1997 '~"~-
Budget Actual Incd(Decr)
INCOME "~-'--'
Contributed Income
Business
Underwriting 46,800 8,750 38,050
Unrestricted 60,000 3,730 56,270
Foundations 0 18,000 (18,000)
Government
City 183,000 125,609 57,391
County 65,500 44,119 21,381
State 22,192 18,477 3,715
In-Kind Contributions 37,000 133,300 (96,300)
Individuals
Lecture Guild Patron 0 11,480 (11,480)
Membership Dues 144,354 101,830 42,524
Museum Admissions/Donations 6,000 16,141 (10,141)
Naming Opportunities
Bricks 1,000 1,095 (95)
Seats 2,000 2,000
'~ Other 60,000 125,948 (65,948)
Program Underwriting 41,230 31,995 9,235
Theatre Patron 0 12,358 (12,358)
Volunteers 1,300 1,727 (427)
Earned Revenue
Advertising Sales 12,000 3,800 8,200
Dividend Income 0 964 (964)
Facility Rental 96,738 89,078 7,660
Fund Raising Events
Wnetasting 0 8,928 (8,928)
Gift Shop Sales 0 2,045 (2,045)
Interest Income 17,069 9,496 7,573
Other Special Classes 0 705 (705)
Program Fees 21,710 9,506 12,204
Ticket Sales 234,366 170,058 64,308
Tours 0 2,708 (2,708)
Other Income 4,800 4,452 348
Gain/Loss on Sale of Asset 0 -5,990 5,990
Total Income 1,057,059 950,308 106,751
EXPENSE
Advertising 67,800 29,072' 38,728
Awards 1,500 4,1421 (2,642)
Bank Service Charges 3,540 5,858 (2,318)
Computer Software 840 404 436
Depreciation Expense 165,336 159,386 5,950
Dues and Subscriptions 2,630 3,793 (1,163)~
Equipment Expense 2,700 5,594 (2,894)!
Gift Shop Purchases 0 5,900 (5,900)
Gifts-Thank Yous 1,500 1,772 (272)
Insurance
5/19/97 Page 5
1997/98 Budget - Total vs. 1996/97 Actual
May 1996 -
1997/98 April 1997
Budget Actual Incr/(Decr)
Directors & Officers 1,575 1,570 5
Group Health & Life 23,604 18,876 4,728
Liability Insurance 28,500 18,763 9,737
Workmens Comp Insurance 7,216 2,393 4,823
Interest Expense
Late Pmt Chgs 0 1,262 (1,262)
Loan Interest 18,760 22,621 (3,861)
Licenses and Permits 61 156 (95)
Miscellaneous 3,430 7,773 (4,343)
Outside Services
Building Repairs 2,400 21,440 (19,040)
Cleaning 1,200 794 406
Computer Services 0 586 (586)
Entertainment & Teaching 19,780 11,517 8,263
Equipment Repairs 8,755 9,094 (339)
Other 0 1,855 (1,855)
Pest Control 780 770 10
Security 13,565 7,160 6,406
Transportation 10,225 10,807 (582)
Payroll Expenses
Commission 1,890 1,221 669
G ross Pay 307,654 288,534 19,120
Overtime Premium 0 3,431 (3,431)
Tax-Emplyr-FICA 19,190 18,440 750
Tax-Emplyr-Mcare 4,489 3,990 500
Tax-Emplyr-S U I 1,943 2,913 (970)
Postage and Delivery 13,642 12,671 971
Printing and Reproduction 21,265 31,669 (10,404)
Professional Fees
AccountingI 11,°°°1 17'7101 (6'710)1
Program Expense
Performer Fees 195,7001 147,6621 48,038
Promotional Activities Expense
Brick Costs 340 1,663 (1,323)
Photography 1,435 1,853 (418)
Seat Plaques 50 50
Rent
Building 1 1 0
Equipment 9,487 13,068 (3,581)!
Supplies 16,590 18,609 (2,019)'
Taxes
Penalties 0 110 (110)
Property 0 57 (57)
Refunds 0 -139 139
Sales 0 -27 27
Training expense 0 145 (145)
Travel & Ent
Entertainment I 2001 4291 (229)1
5/19/97 Page 6
1997/98 Budget - Total vs: 1996/97 Actual
May 1996-
1997/98 April 1997
Budget Actual Incrl(Decr)
Food & refreshments 41,510 19,090 22,420
Mileage reimbursement 960 1,203 (243)
Travel 9,200 24,173 (14,973)
Utilities
Electric 36,000 35,659 341
Sewer 6,600 12,608 .... (6,008)
Solid Waste 900 899 1
Telephone 7, 5801 7,344 236
Water 7,680, 7,224 456
Total Expense 1,102,003 1,025,952 76,051
Net Income -44,944 -75,644 30,700
/5'?, ~-'-~
5/19/97 Page 7