10-09-12 Regular AgendaCITY COMMISSION CITY OF DELRAY BEACH, FLORIDA WORKSHOP MEETING -TUESDAY, OCTOBER 9, 2012 6:00 P.M. DELRAY BEACH CITY HALL FIRST FLOOR CONFERENCE ROOM The City will furnish appropriate
auxiliary aids and services where necessary to afford an individual with a disability an equal opportunity to participate in and enjoy the benefits of a service, program, or activity
conducted by the City. Contact Doug Smith at 243-7010, 24 hours prior to the program or activity in order for the City to reasonably accommodate your request. Adaptive listening devices
are available for meetings in the Commission Chambers. WORKSHOP AGENDA 1. Drug Task Force Presentation 2. Possible Tennis Stadium Upgrades 3. Joint Meeting with the Downtown Development
Authority (DDA) 4. Joint Meeting with the Delray Beach Marketing Cooperative (DBMC) 5. Discussion regarding the Chamber of Commerce Relocation 6. Direction regarding the Old School Square
Garage Retail Space 7. Consider Bid Proposal for the Fed Cup Semi-Finals 8. Discussion regarding State and Federal Lobbying Services 9. Commission Comments Please be advised that if
a person decides to appeal any decision made by the City Commission with respect to any matter considered at this meeting, such person will need to ensure that a verbatim record includes
the testimony and evidence upon which the appeal is based. The City neither provides nor prepares such record.
MEMORANDUM TO: Mayor and City Commissioners FROM: David T. Harden, City Manager DATE: October 1, 2012 SUBJECT: AGENDA ITEM WS.1 -WORKSHOP MEETING OF OCTOBER 9, 2012 DRUG TASK FORCE PRESENTATION
ITEM BEFORE COMMISSION As requested by Mayor McDuffie, the Drug Task Force has been scheduled for a presentation at this time.
Delray Beach City Commission Workshop October 9, 2012
The Delray Beach Drug Task Force Mission: To provide Community Leadership and Education in the campaign against substance abuse by maintaining a network and forum to discuss, advocate,
and influence issues with regards to Public Safety, Prevention and Rehabilitation.
The Delray Beach Drug Task Force Vision: To serve as a model for the Prevention and Awareness of substance abuse by positively impacting those issues concerning substance abuse in the
Delray Beach community and by working cooperatively to reduce such problems and their impact on the community.
The Delray Beach Drug Task Force Values: 1) We Value the need for Public Safety – All people need to feel safe in their homes 2) We Value the need for Rehabilitation as a primary goalpeople
need to have the opportunity for change in their lives. 3) We Value the need for Prevention and Education in the campaign against drugs-people need to be aware of the harmful effects
of substance abuse. 4) We Value the need for Leadership in an effort to become a catalyst for focusing the energy and effects toward a common goal through balancing Substance Abuse Education,
Awareness and Competency needs within the Community.
The City of Delray Beach Facts Delray Beach has been referred to as the Recovery Capital Substance abuse problems in Delray Beach affect both the indigent and general populations Substance
abuse is based on Genetics & Environment (we cannot alter genetics at this time, but we do have the ability to positively impact our Environment) Our community has worked hard not to
be discriminatory in our ordinances, however could we be more tolerant in our attitudes?
What could recovery mean for our community? 1) Delray Beach could become leaders in the country in treatment and attitudes 2) Leading treatment professionals would be enticed to practice
here 3) Increase state funding 4) Advocate for policy with regard to treatment, funding, research in addition to citizen safety 5) Have representation in the Governors Task Force and
a voice in Washington 6) Set precedents in the continuum of care 7) Lead the community in the re-integration of addicts into lives of purpose & productivity. 8) Strengthen our volunteer
work force 9) Reduce social services such as food stamps, disability, Medicaid 10) Our ability to reduce social, economic and health issues in our community
Drug Task Force-Possible Initiatives 1) While we cannot control genetics at this time, we can positively impact the community environment 2) Opening up our membership to include collaborative
partnerships with other community agencies affected by substance abuse 3) Establish localized drug task force committees in schools, etc. 4) Use the media and social media to positively
educate on substance abuse 5) Mobilize a community wide pro bono bed campaign for the indigent population 6) Use of social network to put a face on those in recovery thanks to the City
of Delray
City & DTF-Potential Initiatives 7) Take the public fear out of recovery, hold public educational meetings 8) Be visible at community events to demonstrate solutions to substance abuse
9) Utilize Chamber, Healthcare Council and FARR to disseminate information on Delray recovery resources that are guided by standards 10) Establish a Delray Beach Recovery Community Center*
*details of Recovery Community Organizations in 2 slides
Drug Task Force Website The Drug Task Force website can be used as a tool to educate and disseminate accurate information about how the Delray Beach community supports recovery
What is a Recovery Community Center(RCC) It can serve both the Indigent and General Population in our community A Recovery Community Center (RCC) is a resource for skill-building education,
information, support and socialization for those in recovery and their loved ones. It makes real the belief that recovery from addictive disorders is possible. The basis for available
services and programming through an RCC are Peer-Based Recovery Support Services (P-BRSS). These are non-clinical services that focus on removing barriers and providing invaluable resources
to those who are seeking to achieve and maintain longterm recovery. Peer-driven and peer-delivered support services are fueled by the energy of volunteers who seek to share their experience
and knowledge with others.
Current Initiatives FARR – Florida Association of Recovery Residences
FARR – Florida Association of Recovery Residences
A Unified Approach to Standards & Terminology for Recovery Residences
RECOVERY RESIDENCE LEVELS OF SUPPORT LEVEL I LEVEL II LEVEL III LEVEL IV Peer-Run Monitored Supervised Service Provider STANDARDS CRITERIA ADMINISTRATION • Democratically run • Manual
or P& P • House manager or senior resident • Policy and Procedures • Organizational hierarchy • Administrative oversight for service providers • Policy and Procedures • Licensing varies
from state to state • Overseen organizational hierarchy • Clinical and administrative supervision • Policy and Procedures • Licensing varies from state to state • Drug Screening • House
meetings • Self help meetings • House rules provide structure • Peer run groups • Life skill development emphasis • Clinical services utilized in outside community • Clinical services
and programming are provided in house • Life skill development SERVICES encouraged • Drug Screening • House meetings • Involvement in self help and/or treatment services • Service hours
provided in house RESIDENCE • Generally single family residences • Primarily single family residences • Possibly apartments or other dwelling types • Varies – all types of residential
settings • All types – often a step down phase within care continuum of a treatment center • May be a more institutional in environment STAFF • No paid positions within the residence
• Perhaps an overseeing officer • At least 1 compensated position • Facility manager • Certified staff or case managers • Credentialed staff
Recovery Residences in the Continuum of Recovery Service High Acute care (inpatient, medical, psychiatric) Level 4 Level Recovery residences : Enter at Long-term recovery: Independent,
meaningful living in the community intensity Recovery process duration Low Stabilization3 Level 2 Level 1 any level
Florida Association of Recovery Residences The Gold Standard of Operations
Where do we go from here?
5456 Peachtree Blvd., Suite 431 Atlanta, GA 30341 info@narronline.com www.narronline.com Be sure to visit our website, www.narronline.com for standards information, state and regional
affiliates, latest updates and information about becoming part of this exciting new organization. A national, unified voice for recovery residences I • 1 [fMJmlIO ~.
NARR Mission WNARR National Association The mission of the National Associa-of Recovery Residences tion of Recovery Residences (NARR)is to create, evaluate and improve standards and
measures of quality for all levels of recovery residences. NARRprovides a forum for exchanging ideas, including development of a uniform nomenclature for our field, problem solving,
training and advocacy. We assist existing regional associations in their growth, and foster the development of recovery residence associations where none exist. NARR is the national
resource for recovery residence providers seeking standards, protocols for ethical practice, training and information on best practices pertaining to all levels of residential support.
The National Association of Recovery Residences (NARR) was formed in 2011 to fill a void in the field of addiction recovery services. Many thousands of recovery residences exist in the
United States.They have not had a national unified voice. Until now. NARR Benefits • Universally accepted protocol for operating ethical, high quality recovery residences, • Increased
credibility through meeting a high level of uniform standards: NARRaffiliates may display the NARR logo on communication materials, indicating adherence to the highest standards for
recovery residences, • Increased referral opportunities: Members will have widespread visibility through our website. • Access to advocacy and technical resources, including protection
of housing rights, • Latest information on current trends and issues affecting recovery residences nationally, • Participate in discussions and policy formation on issues affecting recovery
residences nationally. • Access quality mentorship resources from successful providers and regional organizations.
ON-SITE INSPECTION FORM One form is required for each recovery residence physical location. Copies of this form can be found on the website: farronline.org On-site Inspection Guidelines
• An inspector will contact the recovery residence and set the date and time for inspection • 3 inspectors will inspect each residence • Inspectors must have no relationship or vested
interest in the recovery residence being inspected • The manager and owner of the recovery residence must sign the FARR Code of Ethics • The inspectors will discuss any violations with
management and set a mutually agreeable follow up inspection date. There is a fee for each additional visit. Date of Inspection: __________________ Meeting with: _____________________________
Inspectors: __________________;________________________;_________________________ House Name and Physical Location: ________________________________________________ __________________________________
____________________________________________ Describe type of house: ___ Story ___SFH ___ Apt Other: ____________________________ Neighborhood location (circle all that apply) Quiet
Residential Commercial Rural Beach Total number of beds: Population (circle one): Men Women CoEd *If co-ed: Do men and women share a bathroom? Is there a physical barrier between men’s
and women’s bedrooms? *A co-ed house cannot pass inspection unless men and women are physically separated and do not share a bathroom.
INSPECTION POINTS: HEALTH Are there any signs of roach or other pest infestation problems? Are the kitchen and appliances clean and well-maintained? Is there adequate and clean food
storage space provided? Are there any piles of papers or clothes or other stored materials that may create a fire or be a safety hazard? Are bathrooms clean and orderly? Are the bathrooms
adequate to serve the maximum population? Are the furniture and furnishings clean and of reasonable quality? Do all sleeping rooms provide all residents with adequate space? Do all residents
have adequate dresser and closet space to store their clothing and other personal items? OTHER NOTES:
INSPECTION POINTS: SAFETY Do smoke detectors meet the minimum city /county requirements? Do fire extinguishers meet minimum city /county requirements? Are there at least two properly
identified exits in case of emergencies? Is smoking prohibited in areas that could be considered a fire hazard? Are there appropriate approved safety disposal containers for smoking
materials? Are there any overloaded electronic outlets or extension cords that could be considered a fire hazard? Does the kitchen appear to meet health and safety requirements? Is adequate
sleeping and living space provided for all residents? Does the building appear to meet local building and safety codes? Does the management state that the building meets local building
and safety codes? Is the property well-kept and consistent with the neighborhood? OTHER NOTES:
INSPECTIONS POINTS: MANAGEMENT Is the management adequately experienced and skilled? Does management provide any recovery or treatment services that would fall under State Licensing
requirements or DCF? Please provide the inspectors with a copy of the following items: • A clear and concise description of the facility and the services it provides • A written statement
of the resident acceptance criteria • A personal data information sheet for each resident • An agreement that states what the recovery residence provides and the conditions of residency
• Resident rules (Do the resident rules cover key issues? Are the rules made clear to the residents?) If Action Items are indicated, they must be completed before the next scheduled
inspection. A recovery residence is put into a PENDING category if fees or insurance are due. The owner has 15 days to submit proof of payment or he/she will be removed from the FARR
website. House has (circle one) Passed Passed with corrections Is Pending Manager or Owner: __________________________________ Date: ___________________________ Inspector: ___________________________
_______________ Inspector: __________________________________________ Inspector: __________________________________________
Have input into decisions affecting recovery residences throughout our state Increased credibility by meeting a higher level of standards for members Be part of a mentorship program,
sharing and learning with others who want to maintain quality standards Tap into a growing referral base who rely on the FARR website to source residences for their aftercare treatment
plan. Network statewide and nationally through conferences and publications Widespread site representation at no cost by having your brochures available at conferences where FARR is
exhibiting Stay abreast of current trends, statistics and data that affect recovery residences Attend trainings at little or no cost that will be given throughout the year by professionals
on topics relevant to recovery residences Be part of a group dedicated to improving the continuum of care for those in recovery Become a member of a knowledgeable network of people,
as well as enjoy fellowship with other like-minded professionals COMMITMENT IS THE KEY TO RECOVERY We are committed to maintaining quality standards,upholding FARR’s recovery services
and providing effective strategies to meet the expanding needs of our members. Benefits of Membership To create, monitor, evaluate and improve standards for recovery residences in the
State of Florida Maintain the standards set forth by NARR (National Association of Recovery Residences) Maintain a forum for exchange of ideas, problem solving and providing guidance
for our members To remain ethical in all our endeavors to those we serve We believe in a high quality of care for chemically dependent individuals and other persons needing recovery
residence services We believe that this can best be achieved through maintaining standards of care that are designed for this purpose We also believe that all people deserve to recover
in an atmosphere which meets their special needs as well as their basic right to safety, dignity and respect Mission Statement Our Philosophy 01 02 03 04
Commited to Setting the standards for quality recovery residences in Florida Have input into decisions affecting recovery residences in our state Join with a group of dedicated professionals
committed to providing quality services Attend trainings at little or no cost throughout the year Get started now Go to farronline.org and fill out a registration form. Please visit
farronline.org for meeting updates. Ready to Get Started? FARR PO Box 7463 Delray Beach, FL 33482 (954) 263-2958 (561) 758-1011 email: info@farronline.org website: farronline.org Florida
Association of Recovery Residences A Charter Affiliate of NARR
National Association of Recovery Residences [ Presentati[)n Designed by 'fIulla. e. -",:II..fa/IA I A Unified Approach to Standards and Terminology for Recovery Residences FARR Florida
Association of 1~"N'~."~~~~'ry~,,,~,, Recovery Residences -FARR
'-(I) .(lc)t/~J 00 CI)::J:
NARR National Association of Recovery Residences RECOVERY RESIDENCE LEVELS OF SUPPORT LEVEL I LEVEL II LEVEL '" LEVEL IV Peer-Run Monitored Supervised Service Provider • Democratically
run • House manager or • Organizational hierarchy • Overseen organizational • Manual or P& P senior resident • Administrative oversight hierarchy • Policy and Procedures for service
providers • Clinical and • Policy and Procedures administrative ADMINISTRATION supervision • Licensing varies from state to state • Policy and Procedures • Licensing varies from state
to state « • Drug Screening • House rules provide • Life skill development • Clinical services and ~ • House meetings structure emphasis programming are W • Peer run groups • Clinical
services utilized provided in house l-• Self help meetings ~ encouraged • Drug Screening in outside community • Life skill development o SERVICES • Service hours provided en • House
meetings in house C • Involvement in self ~« help and/or treatment C services Z~ • Generally single family • Primarily single family • Varies -all types of • All types -often a step
en residences residences residential settings down phase within care • Possibly apartments or continuum of a RESIDENCE other dwelling types treatment center • May be a more institutional
in environment • No paid positions within • At least 1 compensated • Facility manager • Credentialed staff the residence position STAFF • Certified staff or case • Perhaps an overseeing
managers officer
Recovery Residences in the Continuum of Recovery 1---------iI -----_._-_. __.._--High Service intensity Low /Acute care (inpatient, medical, psychiatric) 1~--1Level 4 -Recovery I residences:
I :::::? Enter at any Level 3 level _______ 1 Lev~ /-, 1~1 I 1__ ~-------------J Stabilization Long-term recovery: Independent, meaningful living in the community Recovery process duration
-:
: NARR National Association of Recovery Residences Member Standard Version 1.0 Sepcember 2011 r!lNARR '~,.III)II,I\ Mo,.o(l.'11Ql'l ,1I/n'oworyRo .•••,Ic-''''k
l_~---_ ~-----------------~ ----.-------.-----------_._--------.-----~-1...•Organlzatlonall Administrative-Standardsa I level·la I level·lla I level·llla I leveHVa 1.1 ...• Recovery
Residences are· legal· business' entities -as-I Strongly' I Strongly' I evidenced· by·business·licenses· or incorporation . Xa I Xa documents;a Recommenda Recommenda 1.2 ...• Recovery·Residences·
have·awritten·mission· andvision-Xa Xa I Xa I Xa statement; ·a 1.3 ...• Recovery·Residences· have·a·written·code·of.ethics; a Xa Xa I Xa I Xa 1.4 ...• Recovery·Residences· property·owners!operators·c
arry· Strongly' Strongly' Xa I Xa general·liability· insurance;a Recommend» Recommenda I 1.5 ...• Recovery·Residences·comply·with·state·and·federal· requirements. ·11 I Xa I Xa I I If·required
.:documents -such as ·licenses· and 'certificates' Xa Xa of occupancy are 'visible' for·public· view; a .£itNARR "i~ii~~:!,,~\~,•';.:•~::"
~ ~-~========I -~---~~------=====--.---~~:.--~----:-:.----/---------------4. Recovery Support Standards Levell Level II I Level III I LevellV 4.1. Recovery Residences maintain a staffing
plan: If Applicable If Applicable I X I X 4.2. Recovery Residences use an applicant screening process that helps maintain a safe and supportive I X I X I X I X environment for a specific
group of persons in recovery; 4.3. Recovery Residences adhere to applicable I X I X I X I X confidentiality laws; 4.4. Recovery Residences keep resident records secure with I X I X I
X I X access limited to authorized staff only: 4.5. Recovery Residences have a grievance policy and I X I X I X I X procedure for residents; 4.6. Recovery Residences create a safe. structured.
and recovery supportive environment through written and I X I X I X I X enforced residents' rights and requirements: fiilNARR IIlhlll'Wl,l.\loO(lolllOn "rRr.(W•••~~,~ ••.••
I 5. -+ PropertY'Standardsa Level-le Level·lla Level-llt» Leve+lv» 5.1. -+ Recovery-Residences·abide·by·all·local·building·and·fire· safety codes: c Xa Xa Xc Xc 5.2. -+ Recovery·Residences·
provide ·each· residents with ·food· Xc Xc Xc Xa and ·personal·item 'storage; c 5.3. -+ Recovery-Residences' place·functioning·fire· extinguishers·in·plain·sight·and/or·in·clearly·marked·
Xc Xc Xc Xc locations;« 5.4 ...• Recovery Residences-have·functioning· smoke 'detectors' installed .:·If-the ·residence· has ·gas 'appliances, . Xc Xc Xc Xc functioning ·carbon 'monoxide
'detectors' are ·instailed; c 5.5. -+ Recovery Residences .provide-a-non ·smoking ·internal· Xc Xc Xc Xc living ·environment; c ~-----==---' -----------------~ -------' »> ..-------"
---------I'-------/~~ ~===--=-~=::::~~==--====--.-~:~::-:~:~----.~ '@t!e.~~R "'I1•.•""''''vRJ.••,,J.,''' ••••
NARR: June 2012 NARR (2012) .~lfAffiliates :iRI Established /Unaffilated ~ Emerging ~~8.!3.~ "t""'n ..".'y~,do_ •.\.
Tom Bennett Michelle Adams Byrne Susan Binns Susan Blacksher George Braucht Eddie Bryant Lori Chriss Chris Edrington Beth Fisher Trina Frierson Tom Hill Jason Howell Cassandra Jackson
Curtiss Kolodney Ted McAllister Kevin O'Hare Dave Sheridan Susan Smith Nancy Steiner Nathan Tate Fred Way NARR Board Tennessee The Ranch at Dovetree Texas Recovery Inn Tennessee YANA,
AHHAP California CAARR Georgia Board of Pardons and Paroles Michigan Touchdown Recover Ohio The Ohio Council Minnesota, Colorado st. Paul Sober Living Georgia, North Carolina, South
Carolina Hope Homes Tennessee Mending Hearts Inc. Washington, D.C. FAVOR Texas Soberhood Georgia Centers for Disease Control Connecticut CCAR Georgia Haven Homes Michigan Touchstone
Recovery California Sober Living Network Michigan Network 180 Florida Sanctuary South Carolina Pavilion Pennsylvania PARR ritNARR ".'!"l1~1""'-'X13t""" "I lIC(o~"'II~l"' •• I••••.•,•
MEMORANDUM TO: Mayor and City Commissioners FROM: David T. Harden, City Manager DATE: October 5, 2012 SUBJECT: AGENDA ITEM WS.2 -WORKSHOP MEETING OF OCTOBER 9, 2012 POSSIBLE TENNIS STADIUM
UPGRADES ITEM BEFORE COMMISSION Consideration of ideas for upgrading our tennis stadium. BACKGROUND Commissioner Gray has suggested that the City retain a consultant to advise us on
how the tennis stadium could be improved. Knowing htat Mr. Mark Baron, the owner of the tournaments we host here, has given a lot of thought to this subject, and is familiar with the
facilities offered by many other stadiums both in the U.S. and abroad, I thought the Commission should first hear from him. He will give a presentation on his ideas regarding how our
tennis stadium might be upgraded to improve tournaments, attract more sponsors and make the facility more flexible. He also has been working on possible funding sources and may be able
to share some information on how stadium improvements might be funded.
MEMORANDUM TO: Mayor and City Commissioners FROM: Robert A. Barcinski, Assistant City Manager THROUGH: David T. Harden, City Manager DATE: October 4, 2012 SUBJECT: AGENDA ITEM WS.3 -WORKSHOP
MEETING OF OCTOBER 9, 2012 JOINT MEETING WITH THE DOWNTOWN DEVELOPMENT AUTHORITY (DDA) ITEM BEFORE COMMISSION As requested by Commission, the Downtown Development Authority (DDA) board
and staff will make a presentation and will be available to answer Commission questions. BACKGROUND Attached is backup information provided by the DDA for this presentation and discussion.
In addition, we have included the 1971 resolution requesting the legislature to establish the DDA, as well as House Bill 0299 passed in 2003 which restated the DDA enabling legislation
and amended the DDA boundaries. Also attached is a letter received from Diane Colonna, CRA Executive Director, asking the City to request that the DDA take on the responsibility of certain
Clean and Safe costs. RECOMMENDATION Recommend Commission provide direction that may be deemed appropriate to the DDA board after review and discussion.
“The DDA Mission is to enhance and stimulate balanced economic growth through position marketing activities that engage Downtown businesses, residents and visitors while creating a clean,
safe, physical and experiential place to live, work and invest.” POSITION MARKETING PLACE MAKING ECONOMIC DEVELOPMENT DDA MISSION & GOALS:
Position Marketing Goal: Strengthen the Night & Day brand awareness of Downtown and the enhance the promotions of the downtown businesses that will result in positive economic growth.
2012-2013 Marketing & Promotion Program 2
2011-2012 MARKETING INVESTMENTS • Total Business Participation (as of 8/2012) 280 Merchants Participated in the brochure listings (130 more than last year) 775 Total Specials or
Promotions to include instore events 500 Merchant Offers posted through Facebook.com/delraydda 24 Weekly Merchants Highlighted with Merchant Contest • Overall Merchant Rating of
the Program 96% Rank the overall Awareness Program Good to Excellent 96% Rated results from the program as Good in developing new customers or awareness for the business 8 Rating
for the Creativeness of the Program (10 being the highest) **Comments: “Love the look this year the best” ; “My business needs to be included always”; “Keep doing what your doing,
it’s working” ; “Don’t underestimate print” • Total Marketing Investments: DDA ‘s total: $150,141 In-Kind Received: $128,400 Sponsor Support: $ 65,690 Business Coop: $ 286,000
Total Value: $ 1,298,444 • Economic Impact: $ 381,105,590 *American Arts Calculator ** Direct feedback from Merchants: Jen Scoz Designs, Avalon Gallery, Roxy Lulu; Hand’s , Deck 84
3
2012-2013 Marketing Campaign • National Advertising of Downtown Delray Beach • Local Advertising • Create a monthly customer experience for all merchants to participate 4
• Print Media –Local and National Target (All to include online versions) – Monthly Flyer themed printed – Email Marketing – Decal for all store windows – Magazine and Newspaper • FL
Travel and Life (print and online) • Horizon Travel – Canada & NYC • Delray Beach and Boca Magazine • Visit Florida Guide Annual Publication • Travel Guide to Florida Annual • Travel
Host and Clubhouse Living • Sun Sentinel • Palm Beach Post – TGIF • Downtown Guide Book • TV Commercial Spots – Local – Channel 5 and Comcast Cable – .15 second spot Advertising for
Downtown Delray 2012-2013 (Nov-June) 5
• Downtowndelraybeach.com • Free business listings for all downtown businesses within the DDA district • Over 150,000 visits to the site annually • New design and social integration
• Facebook – Local/National – Run ads monthly to grow fan base and promote the campaign – Weekly Merchant contest receive ads Advertising for Downtown Delray 2012-2013 (Nov-June) 6 Pinterest:
Run a photo Campaign highlighting The businesses
MISSION: The Delray Beach Downtown Development Authority (DDA) was created by Resolution as a dependent district of the City of Delray Beach in 1971 by state legislature. The main areas
of involvement in downtown redevelopment include: Marketing and Promotion of the Downtown DDA district, business development, security and crime, clean & safe, traffic and parking, physical
improvements, reviewing the City comprehensive plan within the DDA boundaries, housing and improvements of coordination with local boards and City departments. DDA Mission Statement:
“The DDA Mission is to enhance and stimulate balanced economic growth through position marketing activities that engage Downtown businesses, residents and visitors while creating a clean,
safe, physical and experiential place to live, work and invest.” DDA Goals: Position Marketing – “Management of the brand of Downtown, sales promotion activities to drive business” 1.
Marketing & Promotion 2. Support Downtown Marketing Cooperative 3. Improve Coordination /Communication with local boards & City Departments Place Making – “Clean, safe, lighting, signage,
ambience and all the things that make Downtown a great physical and experiential place” 4. Security & Crime /Clean & Safe 5. Traffic /Parking /Noise Economic Development – “Target as
far as you want, recruiting new merchants and retaining the merchants that we have through success” 6. Drive Economic Development within the Downtown Retention and Recruitment 7. Physical
Improvements
DDA Legacy Partner Plan 2012-13 Purpose: To recognize community partners who have shown financial support and leadership of the promotion and revitalization of Downtown Delray Beach
throughout the past two decades, and who have committed to continue that legacy in future years. Goal: To provide visibility for each partner on an ongoing basis throughout the year,
rather than for a specific event or promotion over a few days. Annual Partnership Components: DDA to provide - Exclusivity in business category Company logo listed on ALL materials
printed or electronically sent from the DDA promoting Downtown Delray Beach; included on the downtowndelraybeach.com site Group recognition at Annual Luncheon Quarterly WPTV TV5
/Comcast Cable :30 spots promoting each individual partner. Spots produced by DDA Four reservations to attend Savor the Avenue – restaurant of choice Four Passports to attend Tastemakers
of Delray Beach Co-sponsorship with the DDA for the 100 Ft Christmas Tree & First Night on website and through social media outlets (sponsorship with Board approval) Public Recognition
at City Commission meeting – follow-up press releases Recognition in DDA Annual Year in Review printed and electronic brochure Recognition in DDA Downtown Guidebook with separate
page, and on Sidewalk Kiosk signs Recognition in any grant application and PowerPoint presentations by staff nationally and Internationally Organization presented on DDA Facebook
page and through email campaigns Legacy partner to provide: $10,000 cash annually for a minimum of two years. Funds will to be used in support of the DDA’s goals as determined by the
Board of Directors: Marketing and Promoting Downtown Delray Beach, supporting Place Making /Clean & Safe initiatives and Economic Development within the Downtown DDA District (I-95 to
A1A)
2012-2013 DDA Goals & Objectives 1 Presented July 2, 2012 POSITION MARKETING Goal: Management of the brand of Downtown, sales promotion activities to drive business 1. MARKETING & PROMOTION
Total Budgeted: $183,900 Night & Day marketing awareness campaign promoting the downtown constituents Including: -Printed flyer -Newspaper ads -TV ads -Email marketing -Magazine
ads -Social Media -Visitor Information Center -Website management -PR exposure increase -Increase customer database Total Exposure: increase by 100 Million Media Impressions Objective
1: Continue Advertising locally and regionally to strengthen the brand, build awareness and increase sales within the DDA district Tactics: 1. Strengthen the awareness of the Night and
Day Downtown Delray Brand; build momentum by continuing to promote and message through advertising vehicles that target the local and regional market Proposed Advertising: (Print/Online/Multi
Media) (due to proven results) -Monthly Merchant Promotional Campaign by building upon the Night & Day brand and merchant promotions through streamlined print piece, online, email communications
and social media -Direct Mail – post card as a result of the leads generated from magazine ads -Magazine Advertising (print and online) – Local, Regional/National, International -Travel
Guide to Florida Annual Publication; Florida Travel Life (2 issues); Horizon Travel Magazine (2 Issues), Delray Beach(4) and Boca Magazine (2), Visit Florida Beaches Magazine Comcast
Cable/Channel 5 – TV spots (monthly) -Palm Beach Post monthly advertising TGIF section -Sun Sentinel advertising monthly Society or Community Section (researching the online options)
-Enhance the Facebook Promotional Campaign: advertising and merchant promotions monthly; target advertising based on marketing plan -Enhance Youtube and create Pinterest Account 2. All
advertisers and partners to cross promote 3. Ensure that the Downtowndelraybeach.com site is listed as one of the key links for visitors and residents 4. Enhance opportunities for merchants
coop advertising within local and regional markets 5. Implement new and innovative methods of promoting through ads with video and mobile web 6. Continue to enhance the partnerships
with the Palm Beach CVB and VisitFlorida that will provide new and innovative marketing opportunities for the Downtown Businesses -Through Travel Writer Visits and Media Trips that are
conducted by the CVB and VisitFlorida 7. Produce the Downtown Guidebook as an inclusive resource of downtown information (city, hotels, events) and advertising tool for the merchants
8. Update content, design and production of the Downtown Kiosk Signs annual redesign
2012-2013 DDA Goals & Objectives 2 Presented July 2, 2012 Objective 2: Maintain and update the DDA downtowndelraybeach.com site Tactics: 1. Promote and communicate to all the newly redesigned
DDA Downtown Website as the downtown businesses marketing tool – collaborate and link to other Economic/Business Development sites 2. Continuing to update the merchant listings and monthly
promotion components and enhance where possible 3. Update the administrative tools and reporting functionality 4. Monitor analytics and increase site traffic Objective 3: Marketing of
Downtown Clusters and Economic Development Programs Tactics: 1. Christmas Lighting Displays and Sphere Tree, Valentine’s Day Heart lighted displays /Mother’s Day Orchid Retail promotion
giveaway campaign/Earth Day Downtown – reusable tote giveaway 2. Work closely with the WARC and PGAD Boards to utilize the funds in the most effective way possible 3. Continue to work
with restaurants on Savor the Avenue and Tastemakers promotions 4. Create the giveaway cross promotion for the Merchants 5. Work with merchants on other innovative instore or downtown
promotions to drive awareness and increase sales (Informal modeling, Fashion Shows, Gallery Walk enhancements, shopping excursions) 6. Continue to Develop Downtown Day tours in partnership
with the merchants (galleries, restaurants and shops) Objective 4: Customer Service Campaign for Merchants Tactics: 1. DDA Staff continued support to the merchants – one on one and group
meetings 2. Celebrate merchants birthday’s and business anniversaries 3. Implement surveys quarterly to ensure quality of service as well as reinstitute the E-Newsletter Objective 5:
Promote to Local Residents Tactics: 1. Brochures, posters, target facebook and interactive facebook; email blasts and newspaper 2. Customer Research – Create the 2nd Annual Customer
Event; Objective 6: Visitors Information Center Tactics 1. Leverage the center and volunteers by enhancing the knowledge and information within the center 2. Add Digital frame of pictures
with editorial to replace the TV 3. Continue to hold meetings for the Volunteers at local businesses 4. Enhance the training and uniforms of the Volunteers 5. Volunteer appreciation
event 2. COMMUNICATE & COLLABORATE WITH LOCAL BOARDS & CITY DEPARTMENTS Objective 1: Promote DDA’s presence to Community (Press releases, Newsletter/website campaign for visibility)
Tactics: 1. To continue to outsource for a fee, the Executive Director to other Cities in need of support and consulting 2. Ensure the DDA logo is on all materials produced; presentations
when asked to community groups, merchants and individual businesses 3. Continue as a speaker for any community group – Rotary, Kiwanis, etc. 4. Participate with the Chambers Leadership
Delray by conducting one of the educational classes in downtown
2012-2013 DDA Goals & Objectives 3 Presented July 2, 2012 Objective 2: Continue to be active and communicate regarding all Planning Studies that involve the DDA District Tactics: 1.
Master Plan Progress; Gateway, West Atlantic Plan, Beach Master Plan, Cluster Study,3rd Avenue Project, Osceola Neighborhood Plan with CRA 2. DDA board continue to remain active regarding
cluster 4 retail and restaurant conversions 3. Periodic review of City Planning Documents Objective 3: Be present at relative Board and City Commission Meetings, Town Hall Meetings Tactics:
1. Board Members representing DDA on community boards 2. More in-depth comments on City projects for Approval Objective 4: Semi-annual Goals Workshop with CRA/City/DDA/Chamber of Commerce
for clear work plan definition Tactics: 1. Presentation to CRA Board and City Commission 2. Participate with the organizations by presenting the marketing plan to the partners and finding
ways to collaborate 3. SUPPORT DELRAY BEACH MARKETING COOPERATIVE Total Budget: $40,000 cash + at least $38,000 inkind -$30,000 Christmas Tree -$10,000 First Night Celebration Objective
1: Events & Marketing Tactics: 1. Include DBMC events within DDA Marketing Brochure and Guidebook and DDA website 2. Co-promote through social media vehicles and email blasts 3. Engage
with Staff monthly to review programs and opportunities 4. Enhance the communications with Merchant Communications as it relates to the Downtown by working with the DBMC to message the
details in a timely manner 5. Continue to share the golf cart for distribution of materials throughout downtown Objective 2: Christmas Tree/First Night Sponsorship Tactics: 1. Provide
sponsorship funding for Christmas Tree and First Night 2. Market the event within the monthly advertising 3. Dedicate website pages and management to the program
2012-2013 DDA Goals & Objectives 4 Presented July 2, 2012 PLACE MAKING Goal: Clean, safe, lighting, signage, ambience and all the things that make Downtown a great physical and experiential
place Total Budget: $45,000 Includes but not limited to: -Rooftop lighting -Nightlife Handbook/Merchant Handbook -Landscaping planters enhancements for Downtown Shops -Adopt a block
program – Student Clean Team project -Green initiatives relating to the businesses (Recycling cooking oil project) -Employee Parking Study program -New shuttle marketing piece -Parking
information brochure -Worthing Park lighting **Proposed projects exceed budgeted amount – to fully complete matching funds to be raised 1.SECURITY & CRIME Objective 1: Communicate Hospitality
Resource Panel Research and insights gained Tactics: 1. Continue to leverage the partnership with RHI; provide learnings to the Downtown Businesses and promote through the downtowndelraybeach.com
website Objective 2: Downtown Security Plan /Meetings with Businesses Working with Police Department Tactics: 1. Continue communicating with the PD and work closely to help each other
with keeping the downtown safe 2. Communicate updates to the Merchants on their behalf 3. Be involved with the downtown Safety plans 1. Conducted nighttime watch time activity downtown
on a quarterly basis and more if found necessary 2. Ensure that any learnings from other cities, webinars, or feedback is communicated to assist the city and PD Objective 3: Implement
Downtown Nighttime Ambassador Program Tactics: 1. Continue the promote the Ambassador Program 2. Determine the tools and information needed to implement the Program in partnership with
PD and acquire if needed (mobile site/I-Pad) 3. Communicate and train the downtown businesses/volunteers on the program 2. CLEAN & SAFE Objective 4: Create and Execute an effective Clean
& Safe communication plan with the merchants Tactics: 1. To reprint and update the Good Neighbor Handbook generating a very useful tool for all business owners and employees 2. Create
and distribute a Nightlife Handbook to assist the restaurants and merchants 3. Create a Nightlife Management plan with additional staff support 4. Quarterly meetings and email updates
5. Coordinate any Green initiatives with the businesses
2012-2013 DDA Goals & Objectives 5 Presented July 2, 2012 Objective 5: Effective Monitoring and implementation of the Clean program and Lighting of Downtown Tactics: 1. Implement Adopt
a Block program to assist with Sidewalk maintenance 2. Produce and execute the Roof Top Lighting program within Downtown 3. Perform Weekly monitoring program and communication sheets
to Assistant City Mgr, that will help with the ongoing maintenance of the Downtown 4. Continue to engage the Atlantic High School Clean team to complete the downtown sidewalks and store
fronts 5. Work to engage more businesses with the opportunity to green your business 6. Work with the City to develop and implement a Doggie Bag program Objective 6: Regenerate the “Maintenance
Plan” for Downtown Tactics: 1. Generate a meeting with City Staff and organizations that would be involved in the resurfacing of the plan 3.TRAFFIC – PARKING -NOISE TRAFFIC Objective1:
Reproduce the Truckers Map for Downtown Tactics: 1. Update, Produce and Promote Atlantic Avenue Truckers Map 2. Communicate and update the constituents as it relates to the reconstruction
of US1 PARKING Objective 2: Monitor and Update of the Pedestrian Way finding Signs Tactics: 1. Design, produce and distribute a Parking information guide as a tool for merchants and
customers 2. Promote and advertise the current parking locations throughout downtown 3. Monitor and report on the parking usage in downtown 4. Assist with the creation of the new way
finding signs as part of the Beach Master Plan implementation 5. Participate on the Parking Implementation Committee as support of the Downtown 6. Work to create an Employee Parking
program throughout the Downtown Objective 3: Continue support of Downtown Shuttle System Tactics: 1. Design and distribute in conjunction with City Staff a Downtown Shuttle Flyer 2.
Create a customer service plan that will enhance the shuttle services 3. Promote shuttle as an asset to our residents and visitors through marketing collateral and messaging 4. Encourage
customer service training and managing of the shuttle staff 5. Work to generate a resort/hotel fee through local hotels that will support the Downtown Shuttle System NOISE Objective
4: Support the Community, the PD/Code Enforcement with Noise information Tactics: 1. Continue to educate and communicate the City codes and ordinances to the businesses and communities
within the district that will provide a more responsible and customer friendly environment 2. Work closely with the City Staff to monitor the Clean and Safe maintenance taking place
in early AM
2012-2013 DDA Goals & Objectives 6 Presented July 2, 2012 ECONOMIC DEVELOPMENT Goal: Target as far as the city wants, recruiting new merchants and retaining the merchants that we have
through success 1.RESEARCH -RETAIN -RECRUIT Total Budget: $35,000 Includes: -Retail recruitment investment -Expenses for Savor the Avenue -Expenses for Tastemakers -Holiday street lighting
-Database upgrades Objective 1: Business development – Recruiting and Retention Tactics: 1. Create, invest and promote Retail Recruitment Package that will engage new merchants 2. Update
and promote the downtowndelraybeach.com site as a tool for retail and business recruitment (doing business downtown) 3. Participate in Monthly Economic Development Meetings with local
agencies 4. Collaborate with the CRA Marketing team to co-promote each other’s services 5. Continue working with Florida Redevelopment Association, Florida Main Street, and International
Downtown Association regarding inclusion in conference programming and presentations /awards Objective 2: Cluster Study Update Data/Blount Hunter meetings as needed Tactics: 1. Update
the Downtown Database within the new system 2. Coordinate with CRA and Blount Hunter where necessary as it relates to the Cluster development 3. Complete the data for Cluster 7 and 5
– work closely with the businesses in these clusters 4. Update the property assessments into the database Objective 3: Promote the Cluster Progress Tactics: 1. Message the areas progress
through meetings and press releases to strengthen the opportunities of the Downtown 2. Increase the awareness of the positive impact of the cluster balance Objective 4: Physical Enhancements
Tactics: 1. Create a potted plant program for the Merchants that will enhance the downtown and drive sales as reported 2. Continue to assist with the development and implementation of
the Beach Master Plan, the Gateway Project, US1, Artist Alley project Objective 5: Promote Downtown Delray’s Revitalization Tactics: 1. Continue Consulting and conference attendance
or speaking opportunities 2. Leverage media stories as ways to promote Delray’s changes 3. Downtown Tours and meetings with other communities Objective 6: Communicate to Property Owners
as Necessary Tactics: 1. Property Owners Meeting – increase awareness of the DDA and the assets available to them as owners and investors in the community
2012-2013 DDA Goals & Objectives 7 Presented July 2, 2012 2. PHYSICAL IMPROVEMENTS Objective 1: Side Street & Atlantic Avenue Beautification Tactics: 1. Engage with the City and Public
Art Board to implement the Bike Corrals throughout the downtown Objective: Communicate Construction Updates Tactics: 1. Communicate to the businesses with a consistent message as needed
2. Act as a messenger from the businesses to the city developers and staff of concerns and needs during the construction process
DDA Annual 2011 – 2012 Goals & Objectives with Results 1 Presented July 2, 2012 POSITION MARKETING Goal: Management of the brand of Downtown, sales promotion activities to drive business
1. MARKETING & PROMOTION Total Budgeted: $215,831 Night & Day marketing awareness campaign promoting the downtown constituents Including: -Printed Brochure -Newspaper ads -TV ads
-Email marketing -Magazine ads -Social Media -Visitor Information Center -Website management and refurbishment Total Exposure: 140Million Media Impressions Objective 1: Continue Advertising
locally and regionally to strengthen the brand, build awareness and increase sales within the DDA district Tactics: 1. Strengthen the “Award Winning” Night and Day Downtown Delray Brand
and increase momentum by continuing to promote and message through advertising vehicles that target the local and regional market Main Goal: create continuity across all channels of
the marketing elements: Print/Digital/MultiMedia and deliver a consistent message of the monthly campaign -Direct Mail – post card Completed and sent over 5000 cards to leads generated
to date through advertising leads and phone inquiries -Magazine Advertising – Local/Regional/National o Proposed: 2012 Travel Guide to Florida; Florida Travel Life; Southern Living;
Travel Host/Clubhouse Living:): Produced Full Page ads + editorial for Travel Guide to Florida, Florida Travel Life Nov/Dec and Jan/Feb editions, Horizon Travel Jan/Feb and April editions,
Crossings Magazine – November issue, Quarter page ads in AAA Magazine Annual pub, Coastal Living May edition, American Styles fall and winter issues; Delray Beach Mag and Boca Raton
Magazine (Determined not to run Travelhost or Clubhouse as the DBMC ads running in publication -Comcast Cable/Channel 5 – :15 second TV spots promoting the monthly campaign Ran 165
spots on WPTV News Channel 5 morning and afternoon; Ran 1,400 spots on Comcast Cable – 3 to 4 channels per month (Bravo, ET, Lifetime, Hallmark, Style, Food) -Downtown Guidebook – design,
produced and distributed– 45 pages of the 2012 Downtown Guidebook listing all consumer related businesses Included business owner testimonies Used own photos Sold ads Produced
and distributed over 50,000 throughout Florida (5 welcome centers distributes throughout the year) -Concierge Book – Selected not to pursue this program at this time due to timing and
staffing -Palm Beach Post (editorial/advertorial special sections) Ran 8 half page ads in TGIF and received 3 inkindtotal 11 ads; Ran a Co-Op double page promotion of the Dining on Atlantic
Avenue and included Night and Day Downtown Delray logo -Monthly Merchant Promotional Campaign by building upon the Night & Day brand Produced monthly brochures and posters; email blasts
and online brochure including over 700 merchant offers from Nov. – May (increase of 250 offers over last year) Produced the Centennial Brochure October 2011 creating a unique way to
promote the history of Delray and our businesses.
DDA Annual 2011 – 2012 Goals & Objectives with Results 2 Presented July 2, 2012 -Social Media Plan implementation: Per the Boards direction, the DDA enhanced the online and social
media marketing plan with the following goal: To creatively introduce social media into the existing marketing mix; amplifying awareness and engagement of the over 1000 constituents
within the DDA District to both visitors and residents, while assisting merchants in expanding their own social media success. Integrated the Night and Day Monthly campaign look and
feel into the Facebook page bringing social life to the Brochure and the merchant offers; innovatively creating a conversation about the downtown businesses of the month Enhanced the
printed version of the brochure and amplified the message, targeting a specific local market to drive business downtown Successfully promoted the over 700 offers that coincided with
the brochure; Drove customers to businesses with 4-5 contests per month; Spotlighted the Marketing sponsors and connected directly to their landing pages Increased the Downtown Delray
DDA page fan base by 4,200 fans within 8 months which is an increase of 700% increase (As of October 1 – 7,070 Fans showing a 1500% increase in 11 months) Designed pages on site based
on direct ad customer response Drove over 50,000 new visitors to the Downtowndelraybeach.com site assisting with the decrease in referrals from the delraybeach.com site dismantled
by the Chamber of Commerce Built a page that encourages engagement and drives traffic – has resulted in a living community of individuals who share a passion for Delray Beach on Facebook
2. Increase opportunities for merchants coop advertising within local and regional markets Florida Travel & Life advertorial co-op; American Styles full page co-op, Palm Beach Post;
Delray Beach Magazine Downtown Guidebook Holiday TV Spots (produced 20 different spots) 3. Implement new and innovative methods of promoting through ads (QR codes: using video and
web) Utilized the QR code; added video’s to Youtube, website and Facebook 4. Continue to enhance the partnerships with the Palm Beach CVB and VisitFlorida that will provide new and
innovative marketing opportunities for the Downtown Businesses -Through Travel Writer Visits and Media Trips that are conducted by the CVB and VisitFlorida -participated in the Palm
Beach CVB New York Media Trip by providing a full press pack and media release resulted in over 60 new media contacts. Leveraged new co-op opportunities with VisitFlorida advertising
to target Canada and New York City; engaged with travel writer from Daytona Beach, Burlington, VT, both resulting in stories 5. Reproduce the Downtown Guidebook as an inclusive resource
of downtown information (city, hotels, events) and advertising tool for the merchants Enhanced the design and layout of the Guidebook to create a consistent look within the marketing
branding campaign 6. Update content, design and production of the Downtown Kiosk Signs completed the new downtown kiosk signs integrating the Night and Day logo and look for 2012 Objective
2: Maintain and Upgrade the Layout and Functionality of the Downtowndelraybeach.com site Tactics: 1. Enhance the navigation for the user to ensure it is customer friendly that will increase
the number of page views Created and developed new SEO content and pages; enhanced the navigation, developed new interactive maps; added the phone number (resulting in an average of
5 new calls per day) Web visits have increased organically by 66% ( main referral site -delraybeach.com portal page was down causing a 60% decline in the referral; but the organic
visits increased) 2. Continuing to update the merchant listings and monthly promotion components -created new pages for the site and continue to update the content and make changes 3.
Create welcome page, update other pages and enhance the photography -implemented the new design of
DDA Annual 2011 – 2012 Goals & Objectives with Results 3 Presented July 2, 2012 the site that is now consistent with the overall marketing campaign 4. Update the administrative tools
and reporting functionality enhanced the tools and integrated social button 5. Monitor analytics and increase site traffic monitor monthly status and analyze the results to make adjustments
where necessary and measure how the advertising currently performing Objective 3: Marketing of Downtown Clusters and Economic Development Programs Tactics: 1. Christmas Lighting Displays
and Sphere Tree, Valentine’s Day Heart displays /Mother’s Day Orchid campaign/Earth Day Very successful responses for these programs especially the Valentine’s Hearts – positive customer
feedback per emails received and merchant comments Mother’s Day Orchid Campaign received great coverage and was a huge win for the downtown shops $40,000 in sales receipts shown within
one week giving away 200 orchids – encouraging customers to shop local 2. Continue to work with restaurants on Savor the Avenue and Tastemakers promotions Savor the Avenue: raised
the level of the event by enhancing the operations, planning, layout, décor, merchant involvement (informal modeling) and marketing communications-18 restaurants sold out at 1,050 seats;
raising$5,205 for Charity, $66,652 direct restaurant revenue, and over 10 million impressions; Tastemakers -sold 2100 passports at an increased price of $30 a total of $63,000 with
20 restaurants participating raising $3,045 in revenue for each restaurant. 3. Create the giveaway cross promotion for the Merchants (Tote Bag) 5,000 Reusable Tote Bags sponsored by
Waste Management distributed to over 350 merchants and hotels within Downtown Delray Beach in the month of April to give to Customers – Over 4,000 have been given out to date 4. Develop
Downtown Day/Night trip/packages in partnership with the merchants (galleries, restaurants and shops) targeting to local gated communities Water Garden Condominium Dining and Gallery
Evening in Downtown Delray Beach – 40 residents of Ft. Lauderdale participated, toured 4 galleries, dined at 4 different restaurants, all 40 have returned to Delray Beach on their own
time and look to schedule a tour as part of Tastemakers; planning additional tours throughout the summer Objective 4: Customer Service Campaign for Merchants Tactics: 1. DDA Staff continued
support to the merchants – one on one and group meetings Communicate monthly with the businesses through emails, meetings and phone calls; instrumental in administering the Greater
Atlantic Avenue Association meetings throughout the year (5 meetings were held); DDA held 2 socials meeting after hours 2. Celebrate merchants birthday’s and business anniversaries
continue to work to celebrate the milestones of our many businesses and owners (1st year celebrations to 60 year celebrations) 3. Implement surveys quarterly to ensure quality of service
as well as reinstitute the E-Newsletter; Implemented an important news update for the downtown business to receive from the desk of the DDA informing of road closures, safety concerns,
new programs and other important items that will assist in their communication with customers and employees Objective 5: Promote to Local Residents/Other Retail Promotions Tactics: 1.
Brochures, posters, target facebook and constant contact (email marketing) Continued to distribute 10,000 brochures monthly to the downtown businesses within the DDA district, condo’s,
the Visitor Information Center, hotels and offices to handout to their customers; hung posters in windows;
DDA Annual 2011 – 2012 Goals & Objectives with Results 4 Presented July 2, 2012 Email Blasts: produced emails designed to reflect the monthly campaign sent to the DDA database of locals
of the community and those that live here seasonally or visit and have signed up for email blasts 2. Customer Research -Create Customer Event and focus groups to assist in gaining feedback
and insights Produced a very Successful Customer Appreciation Luncheon Event in January 2012 60 people attended Customers from 10 businesses within Downtown Delray Beach Hosted
by the Delray Beach Marriott Gained written feedback on the messaging of Delray Beach and the DDA Shared the DDA message with the customers Local merchants were able to model their
clothes Objective 6: Visitors Information Center Tactics: 1. Leverage the center and volunteers by enhancing the knowledge and information within the center Continue to update the
materials within the center Enhanced the landscape outside the center and worked with the Clean and Safe High School team to pressure spray and clean the area 8 volunteers working
7 days a week Greeting over 13,000 visitors this year so far 2. Add Digital frame of pictures – creating photo album to be displayed 3. Continue to hold meetings for the Volunteers
at local businesses – conducted quarterly meetings with the Volunteers 4. Enhance the training and uniforms of the Volunteers – shirts to be purchased this summer 5. Volunteer appreciation
event – Set to be held in October 2. COMMUNICATE & COLLABORATE WITH LOCAL BOARDS & CITY DEPARTMENTS Objective 1: Promote DDA’s presence to Community (Press releases, Newsletter/website
campaign for visibility) Tactics: 1. Ensure the DDA logo is on all materials produced; presentations when asked to community groups, merchants and individual businesses Achieved consisted
branding for the DDA logo on all materials printed and electronic as well as the Night & Day logo Presented at Merchant meetings, State & National association events, Concierge meetings,
restaurant meetings 2. Continue as a speaker for any community group – Rotary, Kiwanis, etc. Presented to local retirement centers and business group organizations 3. Participate with
the Chambers Leadership Delray by conducting one of the educational classes in downtown Successfully produced a “Downtown Delray Beach Day” for the 2011/2012 Leadership Delray Beach
Class – involving 3 restaurant locations 4 merchant speakers and walking the entire downtown district visiting many of the shops and cafes Objective 2: Continue to be active and communicate
regarding all Planning Studies that involve the DDA District Tactics: 1. Master Plan Progress; West Atlantic Plan, Cluster Study, Osceola Neighborhood Plan with CRA – continue to communicate
and meet to assist in the planning where necessary ; created and produced the fundraising brochure for the Delray Beach Pavilion project led by the BPOA & the City Parks and Recreation
Team 2. DDA board continue to remain active regarding cluster 4 retail and restaurant conversions-successfully participated in the recommendations to the City Commission 3. Periodic
review of City Planning Documents-continue to capture all the data to present a full view of the
DDA Annual 2011 – 2012 Goals & Objectives with Results 5 Presented July 2, 2012 projects for approval as it relates to the DDA’s mission Objective 3: Be present at relative Board and
City Commission Meetings, Town Hall Meetings Tactics: 1. Board Members representing DDA on community boards –board present on the Parking Advisory Board, Pineapple Grove Arts District;
Merchant Committee and Chamber of Commerce 2. More in-depth comments on City projects for Approval –DDA Board was very forth right this past year in their comments on City Projects as
it related to the DDA’s responsibilities Objective 4: Semi-annual Goals Workshop with CRA/City/DDA/Chamber of Commerce for clear work plan definition Tactic: Participate with the organizations
by presenting the marketing plan to the partners and finding ways to collaborate – presented to the City Commission December and planning to present to the CRA in September ‘12 3. SUPPORT
DELRAY BEACH MARKETING COOPERATIVE Total Budget: $50,000 cash + $38,000 inkind -$30,000 Christmas Tree -$10,000 First Night Celebration -$10,000 July 4th Celebration Objective 1: Events
& Marketing Tactics: 1. Include DMC events within DDA Marketing Brochure and Guidebook – Include DBMC in 7 months of Night & Day (70,000) brochures where relevant and within the Special
Event section of the Downtown Delray Beach guidebook (90,000 books) 2. Co-promote through social media vehicles and email blasts (4 per month) Nov. 2011-May 2012 DDA promotes the DBMC
Downtown Delray Beach events through Facebook page and hosted the DBMC facebook link on the Downtowndelraybeach.com site event page since July 2010 Email Blasts: DDA produced as part
of the Night & Day campaign 3-4 emails per month to over 3000 people sending back to the website 3. Engage with Staff monthly to review programs and opportunities – Staff meetings
held to communicate each organizations plans and communication schedule to the businesses, customers and others to ensure there is not duplication. The DDA spearheaded the Centennial
Celebration and worked closely with the DBMC with the coproducing of the On the Ave event in October 2011. 4. Include DMC events within Special Press Release opportunities available
through the CVB – included the DBMC information in a Downtown Delray Beach Press Release created to send to New York City with the CVB. The DDA paid for the press release space at $200.
5. Provide DMC with use of the Downtown.com website and Constant Contact database – costs assumed by DDA for both – Website: DBMC lists all the DBMC events and information, sponsors,
images, access to the website administration page to update their events; provide the DBMC with a separate page listing information about the DBMC group. Constant Contact (Email Database
and Graphic images): Email database generated by email signups from the downtowndelraybeach.com site and through contests. Shared the database with DBMC sending emails from each organization
to same database 6. Enhance the opportunity to assist with Merchant Communications as it relates to the Downtown Collect information from DBMC concerning events in downtown and assist
in communicating to DT Merchants when possible 7. Continue to share the golf cart for distribution of materials throughout downtown – DDA limited use of the cart
DDA Annual 2011 – 2012 Goals & Objectives with Results 6 Presented July 2, 2012 Objective 2: Christmas Tree/First Night/July 4th Sponsorship Tactics: 1. Provide continued sponsorship
funding for Tree and First Night and July 4th Celebration Funding provided; worked with the DBMC as part of the Centennial Committee to have Delray’s Centennial promoted through the
Tree Light Ceremony, the Tree and with First Night 2. Market the event within the monthly advertising Promoted the Holiday Festivities on the Downtowndelraybeach.com site, facebook.com/delraydda
site and within the Night & Day Brochure TOTAL BUDGET FOR POSITION MARKETING: $265,831 + $38,000 INKIND TO DBMC = $303,831
DDA Annual 2011 – 2012 Goals & Objectives with Results 7 Presented July 2, 2012 PLACE MAKING Goal: Clean, safe, lighting, signage, ambience and all the things that make Downtown a great
physical and experiential place Total Budget: $0 1. SECURITY & CRIME Objective 1: Communicate Hospitality Resource Panel Research and insights gained Tactics: 1. RHI Case Study completed
of Delray Beach (on hold by RHI) Delray Beach PD and DDA to present at the RHI Summit in July in Maryland 2. To reprint and update the Good Neighbor Handbook Creating content and
outlining the format and will implement the handbook in the Fall as part of the Customer Service campaign Objective 2: Downtown Security Plan /Meetings with Businesses Working with Police
Department Tactics: 1. Continue communicating with the PD and work closely to help each other with keeping the downtown safe Communicate on a weekly basis with the Clean and Safe officers
on issues and receive updates; worked closely this year to meet more of the new staff and enhance the working relationship; involved the PD team at the merchant meetings and at the DDA
board meetings 2. Communicate updates to the Merchants on their behalf Instrumental in communicating on behalf of the merchants with the PD on the panhandling issues, initiated the
cleanup efforts of the Starbucks corner on SE 5th Ave Objective 3: Providing input to PD and City Tactics: 1. Conducted nighttime watch time activity downtown on a quarterly basis and
more if found necessary –; staff worked until 2:30am periodically reporting findings sent to the city and PD 2. Ensure that any learnings from other cities, webinars, or feedback is
communicated to assist the city and PD Involving the PD and Clean and Safe staff in the monthly webinars from RHI to assist in new learnings Objective 4: Implement Downtown Nighttime
Ambassador Program Tactics: 1. Acquire the tools and information needed to implement the Program in partnership with PD (mobile site/I-Pad) Successfully implemented the Downtown Delray
Beach Ambassador program in partnership with the DB Police Department Volunteer program Began March 2012; 20 Volunteers total; Shifts from 6pm 10pm Thursday, Friday, and Saturday evening
Patrolling on Atlantic Ave from Swinton to E. 6th Ave First 6 months of the program is training and to see the tools needed in addition to the literature provided. 2. Create press
releases to promote the program; Press Release prepared to go out following training 3. Communicate and train the downtown businesses/volunteers on the program Successfully led the
orientation of the Volunteers, toured with them, introduced personally to the downtown businesses and communicated to all the downtown the Ambassador program
DDA Annual 2011 – 2012 Goals & Objectives with Results 8 Presented July 2, 2012 2. CLEAN & SAFE Objective 1: Effective Monitoring of the Dumpster/Trash and Lighting Tactics: 1. Perform
Weekly monitoring program and communication sheets to Assistant City Mgr, that will help with the ongoing maintenance of the Downtown Bi-weekly tracking sheets implemented with the
city where the DDA communicates on behalf of the businesses and residents of any Clean and Safe issues; Provided over 10 tracking sheets consisting of various code issues, lighting,
graffiti, broken banner poles and issues 2. Implement the Atlantic High School Clean team to complete the downtown sidewalks and store fronts AHS Clean Team completed pressure spraying
for: 18 businesses resulting in $3,200 donation from the businesses; Instrumental in implementing and managing grant funds – assisted with sourcing the vendor of the Hot Pressure Washer
and making that transaction happen; Worked closely with the Head Coach to organizing the weekly clean ups with the businesses. February – determined that in order to utilize the Grant
Funds, the students could not be paid by the businesses and at that point the team worked with the City Staff directly to clean up the Public areas. Accomplished by June 2: 1,327 Student
Volunteer Hours, Over 1000 ft of sidewalks cleaned; over 40 garbage bags filled 3. Institute a communication plan that will allow the merchants the opportunity and correct information
of who to contact with Clean and Safe issues Provided the businesses the contact information and overview of the staff duties to assist with requests 4. Work to engage more businesses
with the opportunity to green your business as started with the Green Restaurant Audit Working closely with the City on the new PACE program and the businesses to encourage signups
and savings; Working on program to assist with the cleanup of the cooking oil and providing incentives for the restaurants ; Invited to attend Green 100 City Summit Objective 2: Regenerate
the “Maintenance Plan” for Downtown Tactics: 1. Generate a meeting with City Staff and organizations that would be involved in the resurfacing of the plan 2. Create set of accomplishments
to be made by year end To come 3. TRAFFIC – PARKING -NOISE TRAFFIC Objective 3: Reproduce the Truckers Map for Downtown Tactics: 1. Update, Produce and Promote Atlantic Avenue Truckers
Map – to come 2. Communicate and update the constituents as it relates to the reconstruction of US1/Fed Hwy Instrumental in communicating to the downtown businesses that various construction
projects that were occurring this year and the impact to the business community (Worthing Park and the Atlantic Avenue Bridge painting project) PARKING Objective 4: Monitor and Update
of the Pedestrian Way finding Signs Tactics: 1. Promote the current parking locations throughout downtown Successfully created a detailed directory of all the Downtown Delray Beach
Parking lots; marketed through the DT Giudebook, online at downtowndelraybeach.com and on the mobile website 2. Monitor and report on the parking usage in downtown Non-structured reports
have been completed through observation only 3. Assist with the creation of the new way finding signs as part of the Beach Master Plan implementation
DDA Annual 2011 – 2012 Goals & Objectives with Results 9 Presented July 2, 2012 Program has been put on hold as the pavilion is the next project 4. Participate on the Parking Implementation
Committee as support of the Downtown Participated in the weekly meetings and communicated monthly the progress to the Board 5. Work to create an Employee Parking program throughout
the Downtown Working this summer on the Employee program with City Staff Objective 5: Continue support of Downtown Shuttle System Tactics: On hold as per direction from City Staff
1. Create a customer service plan that will enhance the shuttle services 2. Promote shuttle as an asset to our residents and visitors through marketing collateral and messaging 3. Encourage
customer service training and managing of the shuttle staff 4. Work to generate a resort/hotel fee through local hotels that will support the Downtown Shuttle System NOISE Objective
6: Support the Community, the PD/Code Enforcement with Noise information Tactics: 1. Continue to educate and communicate the City codes and ordinances to the businesses and communities
within the district that will provide a more responsible and customer friendly environment Working closely with the PD and City Staff to create opportunities to meet with merchants
to review policies and ordinances (participated in the Restaurant meeting with the City) 2. Work closely with the City Staff to monitor the Clean and Safe maintenance taking place in
early AM Ongoing program with businesses and clean and safe team through the tracking sheets and one on one communications
DDA Annual 2011 – 2012 Goals & Objectives with Results 10 Presented July 2, 2012 ECONOMIC DEVELOPMENT Goal: Target as far as the city wants, recruiting new merchants and retaining the
merchants that we have through success Total Budget: $44,550 Includes: -Expenses for Savor the Avenue -Expenses for Tastemakers -Holiday street lighting -Database upgrades 1. RESEARCH
-RETAIN – RECRUIT Objective 1: Business development – Recruiting and Retention Tactics: 1. Create, invest and promote Retail Recruitment Package that will engage new merchants Online
page of the downtowndelraybeach.com devoted to the Retail Retention and Doing Business Downtown; waiting for updated data 2. Participate in Monthly Economic Development Meetings with
local agencies Attending monthly meetings and participating with the CRA and Chamber 3. Collaborate with the CRA Marketing team to co-promote each other’s services Promoting to the
downtown Businesses the many services provided by the CRA and any new programs that are created on an ongoing basis 4. Continue working with Florida Redevelopment Association, Florida
Main Street, and International Downtown Association regarding inclusion in conference programming and presentations /awards Presented the Marketing Program to help other downtowns
and business improvement organizations at the Florida Redevelopment Assoc. Conference and at the International Downtown Association Conference; submitted for three awards to both organizations
Objective 2: Cluster Study Update Data/Blount Hunter meetings as needed Tactics: 1. Continue to worked with Blount Hunter where necessary as it relates to the Cluster development to
come 2. Complete the data for Cluster 7 and 5 to come 3. Work closely with the City Staff to update the property assessments into the database Purchased the new database and in the
process of the data switch over Objective 3: Promote the Cluster Progress Tactics: 1. Message the areas progress through meetings and press releases to strengthen the opportunities of
the Downtown – property owners meeting to be scheduled to unveil the new data base 2. Increase the awareness of the positive impact of the cluster balance Promote the cluster progress
through the marketing program and the press releases created as well as online as we developed new pages within the site geared towards Objective 4: Physical Enhancements Tactics: 1.
Assist with the development and implementation of the Beach Master Plan Participate actively in the Beach Master Planning sessions; produced and distributed the fundraising brochure
2. Create a potted plant program for the Merchants that will enhance the downtown and drive sales as reported 3. Alley Cleanup program to promote the alley navigation of the downtown
Working with the PGAD and the Artist Alley group over the next year assist in improving the surrounding area
DDA Annual 2011 – 2012 Goals & Objectives with Results 11 Presented July 2, 2012 Objective 5: Promote Downtown Delray’s Revitalization Tactics: 1. Continue Consulting and conference
attendance or speaking opportunities Consulted other communities looking to revitalize their downtown: Panama City; Sanford, Daytona and Ft. Lauderdale; Speaker at FL Main Street;
IDA; FRA 2. Leverage media stories as ways to promote Delray’s changes VisitFlorida via the CVB reached out to the DDA for media stories of the revitalization of Delray Beach – DDA
provided over 6 stories/articles written between 1994 and 2000 – article to be published in the fall Objective 6: Communicate to Property Owners as Necessary Tactics: 1. Property Owners
Meeting – increase awareness of the DDA and the assets available to them as owners and investors in the community – with new database – to come PHYSICAL IMPROVEMENTS Objective 7: Side
Street & Atlantic Avenue Beautification Tactics: 1. Engage with the City and Public Art Board to implement the Bike Corrals throughout the downtown on hold 2. Develop a program that
will allow for new Adirondack Chairs to be placed within the Downtown that will enhance sociability Objective 8: Monitor & suggest physical improvement within DDA District Tactics: 1.
Work closely with City Staff on the Gateway Feature and the redesign of Veterans Park and Worthing Park Assisted in the construction communications and planning of the ribbon cutting
of Worthing Park; working with the City Staff and construction team on the Gateway Feature that is beginning to implement 2. Ensure the communication takes place throughout the year
to the downtown business community Developed special email communications and timeline to deliver direct and current information to the businesses that resulted in up to date details
that could be communicated to the downtown customers. Objective 9: Communicate Construction Updates Tactics: 1. Communicate to the businesses with a consistent message as needed Produced
communications to the downtown businesses and visitors to inform and educate of the construction taking place within the DDA district
Downtown Development Authority Interim Income & Expenditure at 5/31/12 Plus approved budget 2012/2013 Revenue & Expenses Actual for year Approved Budget Actual to date Estimated 4 mnths
to 9/30/12 Estimated Total at 9/30/12 Adjusted Approved Budget Revenues 2010-11 2011-12 2011-12 2011-12 2011-12 2012-13 1 Ad Valorem Taxes 449,112 477,520 470,471 17,049 487,520 494,566
2 Interest earned 1,576 2,000 245 1,755 2,000 2,000 3 Sponsorship Income -Marketing 23,000 10,190 22,500 32,690 4 Misc. Income -Not Marketing 13,300 4,200 3,300 7,500 5 Guide Book Income
18,150 18,150 20,000 6 Howard Alan -Legacy Partner 33,000 33,000 30,000 3,000 33,000 33,000 7 Other Legacy Partners 30,000 8 Total Revenues 519,988 512,520 533,256 47,604 580,860 579,566
11 Expenditures 12 DDA Payroll 138,204 142,000 94,666 47,334 142,000 171,260 13 Contracted admin help 5,334 7,500 3,518 1,900 5,418 7,500 14 P/R taxes,SUTA,FUTA 11,375 11,245 7,827 3,638
11,465 14,004 15 Health Insurance 9,590 12,060 8,389 3,808 12,197 11,097 16 Worker's Comp, Ins 0 893 893 0 893 900 17 Retirement 9,940 6,627 3,313 9,940 10,238 Sub Total Payroll Expenses
164,503 183,638 121,920 59,993 181,913 214,999 21 External Audit Fees 6,800 6,800 6,800 0 6,800 6,800 22 Bookkeeping & Payroll Svcs 3,108 3,707 2,476 1,231 3,707 3,750 23 Dues, Subscriptions
2,283 2,225 3,010 391 3,401 3,500 24 Liability Ins + Office Contents 6,475 5,582 6,634 0 6,634 6,634 25 Property Appraiser Fee 3,742 3,780 2,474 906 3,380 4,113 26 Conferences Travel
Meetings 9,190 8,000 6,896 4,317 11,213 10,000 27 Legal Fees 593 5,000 350 350 5,000 Sub Total Operational Expenses 32,191 35,094 28,640 6,845 35,485 39,797 31 Car allowance 2,640 2,640
1,760 880 2,640 3,600 32 Phones 5,029 5,460 3,637 1,363 5,000 5,800 33 Office Supplies & repairs etc 6,757 5,000 2,692 908 3,600 5,000 34 Postages & Printing 1,213 1,500 756 744 1,500
1,500 35 Office rental 13,700 14,400 9,600 4,800 14,400 14,400 36 Sub Total Office Expenses 29,339 29,000 18,445 8,695 27,140 30,300 37 Total Office/Administrative 226,033 247,732 169,005
75,533 244,538 285,096 Marketing/Promoting 41 DMC Events 67,000 50,000 50,000 0 50,000 40,000 42 Downtown Guide Book 1,015 1,500 18,960 0 18,960 20,000 43 Pineapple Grove 4,000 5,000
46 4,954 5,000 5,000 44 West Atlantic 4,857 5,000 5,000 5,000 5,000 45 Retail Promotions 9,127 10,000 8,228 0 8,228 10,000 46 *Total Marketing /Advertising 187,625 145,450 184,958 30,873
215,831 132,900 47 Total Marketing/Promotion 273,624 216,950 262,192 40,827 303,019 212,900 50 Total Economic Development 27,323 44,550 31,942 31,942 35,000 60 Total Place Making Clean
& Safe 45,000 70 Total Revenues 519,988 512,520 533,256 47,604 580,860 579,566 71 Less Total Expenses 526,980 509,232 463,139 116,360 579,499 577,996 72 (Over)/under spent for period
(6,992) 3,288 70,117 (68,756) 1,361 1,570
DDA Budget 2012-13 2012-13 Budget Differences to Current Year Revenue: 7 – Other Legacy Partners + $ 30,000 Expenses: Office/Administrative : 12 -Additional Part time staff + $ 27,214
12 -3% Payroll increase for current staff + $ 4,260 31 -Car allowance increase to $300 mo + $ 960 33 -Office supplies (printer /copier repair) + $ 1,400 27 -Legal Fees + $ 4,650 17 -Retirement
+ $ 298 Position Marketing: 41 -DBMC Christmas Tree /First Night -$ 10,000 42 -Guide Book + $ 1,040 51 – Total Marketing & Advertising -$ 19,931 50 -Economic Development: + $ 3,058 Database
redone Sphere Tree Mobile Website Savor the Avenue Tastemakers Annual Report Holiday Decorations 60 -Place Making /Clean & Safe: + $ 45,000 Roof Top Lighting -$60k Nightlife/Good Neighbor
Handbook redone $3,500 Landscaping/Planters for outside Retail Shops $10k Adopt a Block – sidewalk maintenance $10k Green initiatives – recycling cooking oil Employee Parking Strategy
Shuttle Flyer redone $3,500 Parking information Brochure -$3,500 Worthing Park Lighting -$3,000 Total: $93,000 (prioritize to accomplish and fund) Revised Information for the October
9, 2012 Workshop; Item WS.3
DDA SALARY OUTLINE 2010 -2012 STAFF BACKGROUND SUMMARY Payroll analysis 2010/11 Increas L Simon $5000 from July. Name Gross Increase Payroll TaxesSUTA/FUTA Health Ins Cell Allow.Car
Allow Retirement Total year 7.65% 4.30% M Ferrer 92,000 7,038 301 4,795 1,200 2,640 107,974 L Simon 45,000 3,443 301 4,795 900 0 54,439 (+ $5000 Incr) 1,204 92 0 1,296 Anniversary date
7/11 Total 2010/11 137,000 1,204 10,573 602 9,590 2,100 2,640 0 163,709 Estimated Payroll analysis 2011/12 @5/31/12 + June thru' September Estimated to Year end. Name Gross Increase
Payroll TaxesSUTA/FUTA Health Ins Cell Allow.Car Allow Retirement Total year 7.65% 4.30% 7% M Ferrer 92,000 0 7,038 301 6,099 1,200 2,640 6,440 115,718 L Simon 50,000 0 3,825 301 6,099
900 0 3,500 64,625 Anniversary date 7/12 Proof Total 2010/11 142,000 0 10,863 602 12,197 2,100 2,640 9,940 180,342 180,342.12 Marjorie Ferrer -Work Experience: B.A. Degree – Fashion
Merchandising, Florida State University 1993 – Present: Executive Director, Delray Beach Downtown Development Authority 1993--2010: Executive Director Downtown Marketing Cooperative
(Joint Venture) 1088 – 1993: Assistant Managing Director, Miami Seaquarium 1968 – 1988: Retail Buyer, Jordan Marsh Department Stores Laura Simon – Work Experience: B.S. Degree –
Tourism Management, Clemson University 2010 – Present: Associate Director Delray Beach Downtown Development Authority 2000 – 2010 – Office Depot, Inc: Manager Corporate Events; Marketing
Manager Business Solutions: Program Manager, Corporate Event Marketing 1988 – 1997: Convention/Catering Planning and Tourism Marketing: The Breakers: PGA National Resort & Spa: Innisbrook
Resort & Golf Club: Tamarron Resort & Golf Club Combined Work Experience: 68 years
Projected Payroll analysis 2012/13 with 3% increase + $300 Car allowance from 1st payroll in October 2012 Name Gross Increase Payroll Taxes SUTA/FUTA Health Ins Cell Allow. Car Allow
Retirement Total year 3.00% 7.65% 4.30% 7% M Ferrer 92,000 2,760 7,249 301 5,549 1,200 3,600 6,633 119,292 L Simon 50,000 1,500 3,940 301 5,549 900 0 3,605 65,794 Part Time 25,000 0
1,913 301 0 0 0 0 27,214 Total 2010/11 167,000 4,260 13,101 903 11,097 2,100 3,600 10,238 212,300
1 RECAP TOURISM ADVERTISING DDA 2003-2012 May 22, 2012 Advertising: AAA Magazine AirTran Inflight Magazine American Styles Magazine Art & Culture Magazine Boca Magazine Clubhouse Living
Coastal Living Magazine Crossings Magazine Delray Beach Magazine Dining Out Magazine Explore Guide Film Resource Guide FL USA Advertising – Getaways Florida Educational TV Florida Table
Magazine Florida Travel & Life Magazine Florida Travel & Lifestyles Magazine Florida Turnpike Florida Vacation Guide Gold Coast Magazine Griffon Newspaper Guest Informant – Where Book
Horizon Magazine
2 Oceanfront Palm Beach Illustrated Magazine PBC CVB Visitors Guide SEE Magazine Simply the Best Magazine Southern Living Magazine Travel Guide to Florida Travel Host USA Today Visit
Florida – Downtowns & Small Towns Visit Florida Calendar Visit Florida Co-op Beach Magazine Visit Florida Videos Vogue Magazine Worth The Drive Magazine DDA Investment Tourism Advertising:
03/04 $ 60.0 04/05 $ 109.5 05/06 $ 125.0 06/07 $ 223.9 07/08 $ 190.1 08/09 $ 187.1 09/10 $ 154.1 10/11 $ 152.4 11/12 $ 195.5 TOT $ 1,397,600 + Guidebook $380,000*( Downtown Guidebook
funded separately since 1993)) + Website $ 99,447 + Social Media $ 38,355 TOTAL $ 1,915,402
In-Kind Support to the Delray Beach Marketing Cooperative 2011-2012 9/13/12 provided by L. Simon, DDA Website In-Kind: $12,709 Overall 139,320 visits at .05 each =$6,966 Highly Targeted:
On The Ave 12,038 at .10 each = $1,203 First Night 10,201 at .10 each = $1,020 Holiday Festivities 10,195 at .10 each = $1020 Website refurbishment by Maas Media: New pages designed,
creative and content: $2,000 Website page populating contracted staff: $500 Facebook In-Kind: $10,371 36,913 page visits at .05 = $1,846 7,599,638 total page impressions (unable to measure
exactly how many are focused on DBMC events) -low estimate of 1/12 of posts focusing on activities in Downtown Delray – 633,302 at .002 each = $1,266 Downtown Holiday Happenings Page
Visits 1,920 at .10 each = $192 Facebook Ads: Holiday Events ad spend from Nov – January 3 = $1,830 4th of July Promotion June 15 – July 4 = $157 Design of Pages to promote specific
events on FB DDA Cost: $200 each (1 for Christmas Tree & 1 for Holiday Events) $400 total Best of the Road – Most Fun Voting Campaign and Promotion (May – Aug) 5 Ads Run: Total costs:
$820.45 Total impressions from all ads run: 1,930,355 at .002 per impression $3,860 [provided by Realtime Marketing Group]
In-Kind Support to the Delray Beach Marketing Cooperative 2011-2012 9/13/12 provided by L. Simon, DDA Email Marketing: $2,225 3 per month to 2,500 people x .10: $250 each = $1,250 (Oct.,
Nov., Dec., Jan., May) Production: $750 Monthly Fee for Constant Contact Account: $225 Print Materials: $12,600 Downtown Guidebook – 50,000 produced at .10 each = $5,000 Night & Day
Brochures: (Oct., Nov, Dec, Jan, May): 10,000 per month at .05 = $2,500 Signage at Florida Welcome Centers: (inclusive of Best of the Road Logo): $2,600 Production costs: $2,500 Overall
In-Kind Support Total: $37,905 Total Cash Funding 2011-2012 to DBMC: $50,000 $40,000 for 100ft Tree and First Night $10,000 for July 4th Celebration 2011-2012 Overall Total Funding:
$87,905 *Additional Marketing creative design and production as well as impressions are additional value to the DBMC and Delray Beach as a whole throughout the entire year. (Unable to
measure exactly how many focused on DBMC events) *Amount does not include administrative time provided by DDA [Note: amounts determined by the IEG Valuation Method]
MEMORANDUM TO: Mayor and City Commissioners FROM: Robert A. Barcinski, Assistant City Manager THROUGH: David T. Harden, City Manager DATE: October 4, 2012 SUBJECT: AGENDA ITEM WS.4 -WORKSHOP
MEETING OF OCTOBER 9, 2012 JOINT MEETING WITH THE DELRAY BEACH MARKETING COOPERATIVE (DBMC) ITEM BEFORE COMMISSION As requested by Commission, the Delray Beach Marketing Cooperative
(DBMC) board and staff will make a presentation and will be available to answer Commission questions. BACKGROUND Attached is backup information provided by the DBMC for their presentation
and discussion. RECOMMENDATION Recommend Commission provide any direction that may be deemed appropriate to the DMBC board.
Short List of Businesses and Industries Due to the expanded boundaries of the DBMC, the Cooperative is able to market the destination as a whole with a broad perspective. Below is a
list of examples of businesses and attractions that the DBMC is able to market. Those on this list are not included in the Downtown Development Authority District. Things to Do: Delray
beach playhouse Delray Boat Club Oceanside Beach Service Regal Cinema Delray Beach Park and Recreation: Anchor Park Atlantic Dunes Seacrest Soccer Complex Miller Park
Pompey Park Sandoway Park Catherine Strong Delray Beach Swim and Tennis Richwagen’s Delray Watersports Sports Authority Bucky Dent Baseball School Accommodations: Berkshire
by the Sea Berkshire on the Ocean Breakers on the Ocean Cranes Beachouse and Tiki Bar Dover House
East Wind Beach Club Hamilton House Highland Beach Holiday inn Historic Hartman House Bed and Breakfast Parliament Inn Sloan Properties Sundy House Wright by the Sea
Grove Beach Condos Sea Fields Club Inc. Dining: 50 Ocean Boston’s on the Beach Sandbar Caffe Luna Rosa Cies Artisan Café D’Angelo Trattoria Fifth Avenue Grill Jersey
Mike’s Subs Sundy House Restaurant Blue Bell Creameries L.P. Shopping: South Ocean Beach Shop BD Grocery Store Ann’s Quality Grooming Walgreen’s Liquors Girls Strawberry
You Pick Boys Farmers Market Cultural Arts: Art Glass Environments Delray Art League Cason Cottage House Museum Ethel Sterling Williams History Learning Center & Archives Annex
Morikami Museum and Japanese Gardens Sandoway House and Nature Center Delray Art League
Delray Beach Historical Society Hispano‐Latino Cultural Alliance Milagro Center Sister Cities Art House Baterbys Art Auction Other Services: Chase Bank City National
Bank Gulfstream Business Bank TD Bank Hair Cuttery Hare, Hair, Hare Mimose’s Hair Design The Red Tent Walgreen Co Spa Eleven Bella Renna Spa Salt Suite Parking Lots:
Ingraham Lot Sandoway Lot Orange Grove Lot Atlantic Dunes Lot Anchor Park Lot Gleason Street Lot Gladiola Lot Cason Cottage Lot Bankers Row Lot Parking Garages: Robert
Federspiel Garage Transportation: Tri Rail
Eco Tourism: Wakodahatchee Wetlands Green Cay Wetlands and Nature Center Equestrian: Delray Equestrian Center Equines and Equestrians Inc. Carriage Hill Farms Sunshine Meadows
Equestrian Cypress Hills Stables Johnsons Folly Horse farm Golf: Delray Beach Golf Club and restaurant Lakeview Golf Course PGA Store Delaire Country Club Gleneagles Country
Club The Hamlet Country Club King’s Point Villa Del Ray Golf Club
MEMORANDUM TO: Mayor and City Commissioners FROM: R. Brian Shutt, City Attorney DATE: October 4, 2012 SUBJECT: AGENDA ITEM WS.5 -WORKSHOP MEETING OF OCTOBER 9, 2012 DIRECTION REGARDING
THE RELOCATION OF THE CHAMBER OF COMMERCE ITEM BEFORE COMMISSION Discussion regarding the relocation of the Chamber of Commerce. BACKGROUND The City, the CRA, the Chamber and the Old
Library Development LLC entered into an Agreement known as the Chamber of Commerce Relocation and Public Parking Space Agreement dated April 21, 2008. The Agreement provided (through
Amendment No. 1) for the build out and relocation of the Chamber space to the northwest portion of the Old School Square garage retail space. Under the terms of the Agreement, the relocation
would not occur until the closing of the old library property had occurred. Also, Old Library Development would pay to the City the cost of the rough shell construction, $567,810.00
and the cost of the build out of the space $473,175.00; the developer would also pay approximately $15,000 to the Chamber for moving expenses and other miscellaneous expenses; the CRA
would pay to the City the difference in the fair market value, based on the original appraisal, and the rough shell cost in the amount of $315,450.00. All of these costs would be paid
at or subsequent to the closing on the old library site. The CRA, on September 12, 2012, terminated their agreement with Old Library Development LLC and pursuant to the existing agreements
the ownership of the Chamber site and old library parking lot property would revert back to the City. City staff has met with CRA staff and representatives of the Chamber to discuss
the possibility of a new agreement. The terms of the proposed new Agreement would be as follows: 1) The CRA would buy out the City’s interest in the property at the current appraised
value. The entire site was recently appraised at $2.6 million, or $40.00 per square foot. Using that value the City’s portion of the site would be worth approximately $1.6 million. A
second appraisal has been ordered for comparison. An arrangement could be made whereby the CRA could pay for the property over a specified period of time with interest (i.e. 10 years
at 3% interest), or if the CRA receives market value for the property from a developer the City could be paid off earlier. The CRA having ownership of the entire site provides the greatest
amount of flexibility in terms of how future development can occur (i.e. outright purchase, a land lease, etc.).
2) The Chamber would be relocated as soon as possible to the City-owned space in the Old School Square garage, and the City would hold the lease for the remaining term. The CRA would
pay the costs for the build-out, and as previously agreed to by the CRA Board (1-26-12), the Chamber would repay the CRA $250,000 of those costs over a 15-year period at 4% interest.
3) The CRA would reimburse the City for the cost of the building shell ($567,810). This would replace the $315,450 that the CRA had previously agreed to pay the City to compensate for
the value of the garage space. Other provisions of the existing Agreement regarding the CRA being responsible for the future maintenance of the joint public/private parking facility
would presumably remain the same. There was some discussion regarding the amount of public parking that would have to be replaced on the site in a future RFP. The consensus was that
it should be reduced to reflect that the Chamber of Commerce offices will no longer be there generating a demand (approximately 23 spaces). A further reduction could also be considered
for the library building itself as well—that number would have to be determined through additional analysis. At this time staff is seeking direction on whether or not to continue with
a revised Agreement, as outlined above. If direction is given to proceed, we anticipate placing the revised agreements, which would also include a revised lease agreement with the Chamber,
on an agenda in November or December.
~ CRA BOARD SUMMARY ~ OLD LIBRARY SITE—NEXT STEPS Background With the action of the CRA Board on September 12, 2012, terminating the purchase and sale agreement on the Old Library Site
with Old Library Development LLC, CRA staff initiated a meeting between the Tri-Party participants that were involved in the assemblage of the various parcels related to the site. These
include the City, Greater Delray Beach Chamber of Commerce and the CRA. The discussion related to next steps regarding disposition of the properties and relocation of the Chamber. By
way of historical background, in July of 2003 the City, CRA, and Delray Beach Public Library Association, Inc. entered into a Tripartite and Interlocal Agreement providing for the relocation
of the public library from SE 4th Avenue to CRA-owned property in the south 100 block of West Atlantic Avenue. The agreement and subsequent amendments allowed for the exchange of the
CRA-owned site with the City-owned library property on SE 4th Avenue for the purposes of soliciting development proposals for the former library/parking lot/Chamber site. The Agreement
stated that upon the sale of the property to a developer the CRA was entitled to receive the first $1.7 million of the sale proceeds. This amount was equivalent to the appraised value
of the West Atlantic property the CRA had provided for the new library. The City would receive any residual proceeds from the sale. After the library relocated into the new building
on the West Atlantic site, the CRA issued an RFP for the CRA and City-owned properties, which collectively became known as “The Old Library Site.” On October 12, 2006, the CRA considered
two responses to the RFP and selected the redevelopment proposal from Coastal Design and Development Group (CDDG), which subsequently became known as Old Library Development LLC. Their
proposal was for a multi-use complex that included retail, office, a hotel and a public/private parking facility. There were several contingent requirements of that RFP, including relocation
of the Chamber of Commerce and replacement of public parking currently on the site. The CRA board voted to approve a $315,450 contribution to the City to relocate the Chamber of Commerce
into the commercial space on the ground floor of the newly constructed Old School Square Parking Garage. This amount was to partially compensate the City for the value of the garage
retail space. An agreement between the City, the developers, the CRA, and the Chamber of Commerce regarding the details of the Chamber relocation was ultimately approved. Existing Tri-party
Agreement In February 2008, the City, CRA, and Chamber of Commerce agreed to a separate Tri-party Interlocal Agreement regarding the transfer of the City-owned parcels to the CRA as
well as the Chamber of Commerce lease. The Agreement included the following provisions: The City agreed to transfer ownership of its parcels to the CRA for the purposes of offering
the entire site in an RFP. This was accomplished by warranty deed. The Chamber’s lease with the City was subsequently assigned to the CRA. The CRA agreed to transfer the property back
to the City and re-assign the Chamber lease back to the City in the event that the closing with the developer did not take place. 20 N. Swinton Avenue Delray Beach, FL 33444 Additional
Information for October 9, 2012 Workshop Meeting; Item WS.5
It restated the financial conditions whereas the CRA would receive the first $1.7 million from the sale of the property to the developer and the CRA would contribute $315,450 to compensate
the City regarding the relocation of the Chamber to the Old School Square garage. It further stated that the CRA would pay the public’s pro-rata share of the costs of maintaining the
public parking spaces in the newly created public-private parking facility that the developer would construct on the premises. The reason that the CRA was asked to cover these costs
was because 95% of the TIF that would accrue from this development would go to the CRA, not the City. Old Library Purchase and Sale Agreement (Terminated) The Purchase and Sale Agreement
with Old Library LLC had the developer paying $3 million for the property as well as the following costs associated with the Chamber relocation: $567,810.00 ($50/sq. ft. reimbursement
of City’s cost to construct the retail shell) $473,175.00 ($75/sq. ft. estimated cost to build out the space for the Chamber) $15,000.00 (to cover moving expenses and some furnishings)
$312,000.00 in lieu parking fees Shortly after the execution of the Agreement economic conditions worsened to the point that the project was not feasible under the stated terms. Several
extensions were granted but conditions have still not improved to the point where the project could move forward without substantial revisions, and the contract was terminated. Proposed
New Tri-Party Agreement As noted above, the existing Tri-party Agreement includes a reverter clause stating that if the CRA does not convey the property to the Developer, the CRA shall
convey the property back to the City. On September 20, 2012 Vin Nolan and I met with City Manager David Harden, City Attorney Brian Shutt, and Chamber of Commerce representatives Mike
Malone, Scott Porten and Francisco Perez-Azua. The purpose of the meeting was to discuss how to move forward with the redevelopment of the site under a restructured Tri-Party Agreement.
After considerable discussion a proposal was put forward to keep the property intact under the CRA’s ownership, and replace the existing Tri-party Agreement with a new Agreement. The
terms of the new Agreement would be as follows: 1) The CRA would buy out the City’s interest in the property at the current appraised value. The entire site was recently appraised at
$2.6 million, or $40.00 per square foot. Using that value the City’s portion of the site would be worth approximately $1.6 million. A second appraisal has been ordered for comparison.
An arrangement could be made whereby the CRA could pay for the property over a specified period of time with interest (i.e. 10 years at 3% interest), or if the CRA receives market value
for the property from a developer the City could be paid off earlier. The CRA having ownership of the entire site provides the greatest amount of flexibility in terms of how future development
can occur (i.e. outright purchase, a land lease, etc.). 2) The Chamber would be relocated as soon as possible to the City-owned space in the Old School Square garage, and the City would
hold the lease for the remaining term. The CRA would pay the costs for the build-out, and as previously agreed to by the CRA Board (1-26-12), the Chamber would repay the CRA $250,000
of those costs over a 15-year period at 4% interest. Additional Information for October 9, 2012 Workshop Meeting; Item WS.5
3) The CRA would reimburse the City for the cost of the building shell ($567,810). This would replace the $315,450 that the CRA had previously agreed to pay the City to compensate for
the value of the garage space. Other provisions of the existing Agreement regarding the CRA being responsible for the future maintenance of the joint public/private parking facility
would presumably remain the same. There was some discussion regarding the amount of public parking that would have to be replaced on the site in a future RFP. The consensus was that
it should be reduced to reflect that the Chamber of Commerce offices will no longer be there generating a demand (approximately 23 spaces). A further reduction should also be considered
for the library building itself as well—that number would have to be determined through additional analysis. While the arrangement suggested above places a somewhat greater financial
burden on the CRA than the previous agreements and contracts, it will help to make the City whole in terms of its share of the property as well as preserve the public parking benefit.
Relocating the Chamber expeditiously and reducing the number of public parking spaces that have to be replaced on site will make the property more attractive to prospective developers.
Due to the fact that the site is owned by a public entity it is currently exempt from ad valorem property taxes. As previously noted the CRA will receive 95% of the TIF revenues that
will be generated from future privatization and redevelopment of the site. At this time staff is asking the Board to discuss these proposed terms in light of the current circumstances
and provide direction. The City Manager intends to schedule a discussion of the item with the City Commission in October. If a consensus is reached among the parties formal agreements
can be drawn up for consideration in November/December. Submitted By: Diane Colonna, Executive Director & Vin Nolan, Economic Development Director Attachment(s): City/CRA/Chamber Triparty
Interlocal Agreement dated February 21, 2008 Additional Information for October 9, 2012 Workshop Meeting; Item WS.5
MEMORANDUM TO: Mayor and City Commissioners FROM: R. Brian Shutt, City Attorney DATE: October 4, 2012 SUBJECT: AGENDA ITEM WS.6 -WORKSHOP MEETING OF OCTOBER 9, 2012 DIRECTION REGARDING
THE OSS GARAGE RETAIL SPACE ITEM BEFORE COMMISSION Staff is seeking direction regarding the Old School Square garage retail space. BACKGROUND At its September 4, 2012 meeting the Commission
directed staff to update its prior appraisal for the retail space. The updated appraised value for the space is $2,060,000.00. The City currently has the space listed for sale at a price
of $2,000,000.00. The City has received two letters of intent for the purchase of this property. The Letter of Intent from Marcus and Millichap is in the amount of 1.7 million dollars.
The Letter of Intent from Kanner & Pintaluga is in the amount of 2 million dollars, however, this group has also requested the exclusive use of 100 parking spaces in the garage and the
termination of our lease with the CRA. In structuring the financing of the construction of the OSS garage the City issued a taxable line of credit totaling 3 million anticipating that
the eventual sale of the retail space to a private entity would pay off the line. The balance on the line of credit is $2,479,000. At this point, based on the updated appraisal, and
input from the City’s broker, Ingrid Kennemer, I would recommend that the asking price be raised to an amount closer to the $2,479,000 balance on the line of credit.
From: Ingrid Kennemer [mailto:Ingridk@bellsouth.net] Sent: Thursday, October 04, 2012 2:23 PM To: Shutt, Brian Subject: OSSPG Brian, Kanner & Pintaluga have revised their offer on the
space at the parking garage. Please see below. If you have any questions please let me know. Regards, Ingrid Kennemer, CCIM 561‐441‐0967 Ingrid, per our conversation earlier today I
have spoken with my client the Law Offices of Kanner & Pintaluga and they propose the following: 1. Increase the purchase price to $2,060,000 the current appraised value. 2. Pay as additional
compensation the sum $440,000 upfront bringing the total compensation to $2,500,000. 3. The $440,000 will be utilized to secure annual parking permits at the cost of $95.40 per parking
permit. The rate suggested is the same rate the city charges for annual parking permits. This will provide the purchaser with parking as needed for their business. If you have any questions
or require clarification please let me know. Thank you, Jim
MEMORANDUM TO: Mayor and City Commissioners FROM: Robert A. Barcinski, Assistant City Manager THROUGH: David T. Harden, City Manager DATE: October 1, 2012 SUBJECT: AGENDA ITEM WS.7 -WORKSHOP
MEETING OF OCTOBER 9, 2012 CONSIDER BID PROPOSAL FOR THE FED CUP SEMI-FINALS ITEM BEFORE COMMISSION Commission is requested to provide staff direction concerning submitting a bid to
be the host site for FED Cup semifinals to be held in the U.S. April 20 -21, 2013, if the U.S. team and Czech Republic teams win their quarter final matches. BACKGROUND Attached is the
USTA notice for bids for the FED Cup semifinals, which could be held in the U.S. April 20 -21, 2013. Also attached, is the Bid Guidelines for hosting the FED Cup. The FED Cup is the
women’s equivalent of the Davis Cup. The cash requirement to host this semifinal event is $200,000 versus the $400,000 required for the Davis Cup finals. We did receive a commitment
from the CRA in the amount of $75,000 and the TDC $75,000, with approval to the Sports Commission to provide additional funding for the Davis Cup finals. We would again try to secure
funding from these organizations, hotel room commitments, as well as revenue sharing from the USTA and work to get room commitments from our local hotels. Economic impact for this event
would probably be closer to $1,000, 000 versus $2,000,000 for the Davis Cup finals. RECOMMENDATION Staff recommends Commission consideration of authorizing staff to submit a bid for
the FED Cup semifinals.
MEMORANDUM TO: Mayor and City Commissioners FROM: Douglas E. Smith, Assistant City Manager THROUGH: David T. Harden, City Manager DATE: October 4, 2012 SUBJECT: AGENDA ITEM WS.8 -WORKSHOP
MEETING OF OCTOBER 9, 2012 DISCUSSION REGARDING STATE AND FEDERAL LOBBYING SERVICES ITEM BEFORE COMMISSION The item before Commission is a discussion regarding state and federal lobbying
services. BACKGROUND At previous Commission meetings, Commissioner Carney mentioned an interest in state level lobbying and Commissioner Gray expressed interest in federal level lobbying.
The City's most recent state level lobbyist was the Aleksander Group who was retained to represent the City regarding funding and regulatory issues at the state level (the City ended
the agreement in 2007). The Aleksander Group's contracted fee was $5,000 per month plus expenses. The City recently received a proposal from Ballard Partners for two state lobbying options:
1). to represent the City regarding transient housing legislation at a fee of $15,000 for the 2013 legislative session and 2). to provide comprehensive state lobbying services at an
annual cost of $45,000. Boca Raton is a current client of Ballard Partners. For federal lobbying, the City previously contracted with two firms: Alcalde & Fay and Artemis Strategies
(the City ended these agreements in 2007). Both firms were contracted for federal lobbying services including assistance with federal appropriation requests. The Alcalde & Fay agreement
also provided for grant assistance. The contracted cost for each firm's services was $5,000 a month plus expenses. The purpose of this workshop discussion is to obtain direction from
the Commission regarding whether to pursue federal and/or state lobbying services at this time. Staff will provide the Commission with additional proposals and/or agreements, as needed,
for any services the Commission may wish to pursue. Staff does not feel that federal lobbying would have a significant impact in terms of federal grant funding at this time. However,
lobbying for a specific issue, such as federal beach renourishment, could be pursued as well. Funding will need to be allocated for any lobbying services that the Commission selects.
RECOMMENDATION Staff is seeking Commission direction regarding possible state and/or federal lobbying services.
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A national,unified voice
for recovery residences
I •
1 [f M J m lI O ~.
NARR Mission
W NARR
National Association
of Recovery Residences The mission of the National Associa-
tion of Recovery Residences (NARR)is
to create,evaluate and improve
standards and measures of quality for
all levels of recovery residences.
NARR provides a forum for exchang-
ing ideas,including development of
a uniform nomenclature for our field,
problem solving,training and advo -
cacy.
We assist existing regional associa-
tions in their growth,and foster the
development of recovery residence
associations where none exist .NARR
is the national resource for recovery
residence providers seeking stan-
dards,protocols for ethical practice,
training and information on best
practices pertaining to all levels of
residential support.
The National Association of
Recovery Residences (NARR)
was formed in 2011 to fill a
void in the field of addiction
recovery services.
Many thousands of recovery
residences exist in the United
States.They have not had a
national unified voice.
Until now.
NARR Benefits
•Universally accepted protocol for
operating ethical,high quality recov-
ery residences,
•Increased credibility through meet-
ing a high level of uniform standards:
NARR affiliates may display the NARR
logo on communication materials,
indicating adherence to the highest
standards for recovery residences,
•Increased referral opportunities:
Members will have widespread
visibility through our website.
•Access to advocacy and technical
resources,including protection of
housing rights,
•Latest information on current trends
and issues affecting recovery resi-
dences nationally,
•Participate in discussions and policy
formation on issues affecting recov-
ery residences nationally.
•Access quality mentorship resources
from successful providers and
regional organizations.
ON-SITE INSPECTION FORM
One form is required for each recovery residence ph ysical location. Copies of this form can be
found on the website: farronline.org
On-site Inspection Guidelines
• An inspector will contact the recovery residence an d set the date and time for inspection
• 3 inspectors will inspect each residence
• Inspectors must have no relationship or vested inte rest in the recovery residence being inspected
• The manager and owner of the recovery residence mus t sign the FARR Code of Ethics
• The inspectors will discuss any violations with man agement and set a mutually agreeable follow up
inspection date. There is a fee for each additiona l visit.
Date of Inspection: __________________ Meeting wit h: _____________________________
Inspectors: __________________;________________________;_________________________
House Name and Physical Location: ________________________________________________
______________________________________________________________________________
Describe type of house: ___ Story ___SFH ___ Ap t Other: ____________________________
Neighborhood location (circle all that apply) Quie t Residential Commercial Rural Beach
Total number of beds:
Population (circle one): Men Women CoEd
*If co-ed: Do men and women share a bathroom?
Is there a physical barrier between men’s and wom en’s bedrooms?
*A co-ed house cannot pass inspection unless men an d women are physically separated and do not share a
bathroom.
INSPECTION POINTS: HEALTH
Are there any signs of roach or other pest infestat ion problems?
Are the kitchen and appliances clean and well-maint ained?
Is there adequate and clean food storage space prov ided?
Are there any piles of papers or clothes or other s tored materials that may create a fire or be a safe ty hazard?
Are bathrooms clean and orderly?
Are the bathrooms adequate to serve the maximum pop ulation?
Are the furniture and furnishings clean and of reas onable quality?
Do all sleeping rooms provide all residents with ad equate space?
Do all residents have adequate dresser and closet s pace to store their clothing and other personal ite ms?
OTHER NOTES:
INSPECTION POINTS: SAFETY
Do smoke detectors meet the minimum city / county r equirements?
Do fire extinguishers meet minimum city / county re quirements?
Are there at least two properly identified exits in case of emergencies?
Is smoking prohibited in areas that could be consid ered a fire hazard?
Are there appropriate approved safety disposal cont ainers for smoking materials?
Are there any overloaded electronic outlets or exte nsion cords that could be considered a fire hazard?
Does the kitchen appear to meet health and safety r equirements?
Is adequate sleeping and living space provided for all residents?
Does the building appear to meet local building and safety codes? Does the management state that the
building meets local building and safety codes?
Is the property well-kept and consistent with the n eighborhood?
OTHER NOTES:
INSPECTIONS POINTS: MANAGEMENT
Is the management adequately experienced and skille d?
Does management provide any recovery or treatment s ervices that would fall under State Licensing
requirements or DCF?
Please provide the inspectors with a copy of the fo llowing items:
• A clear and concise description of the facility and the services it provides
• A written statement of the resident acceptance crit eria
• A personal data information sheet for each resident
• An agreement that states what the recovery residenc e provides and the conditions of residency
• Resident rules (Do the resident rules cover key iss ues? Are the rules made clear to the residents?)
If Action Items are indicated, they must be complet ed before the next scheduled inspection. A recover y
residence is put into a PENDING category if fees or insurance are due. The owner has 15 days to submi t proof
of payment or he/she will be removed from the FARR website.
House has (circle one) Passed Passed with correct ions Is Pending
Manager or Owner: __________________________________ Date: ___________________________
Inspector: __________________________________________
Inspector: __________________________________________
Inspector: __________________________________________
Have input into decisions affecting recovery
residences throughout our state
Increased credibility by meeting a higher
level of standards for members
Be part of a mentorship program, sharing
and learning with others who want to
maintain quality standards
Tap into a growing referral base who rely
on the FARR website to source residences
for their aftercare treatment plan. Network
statewide and nationally through confer -
ences and publications
Widespread site representation at no cost
by having your brochures available at
conferences where FARR is exhibiting
Stay abreast of current trends, statistics and
data that affect recovery residences
Attend trainings at little or no cost that
will be given throughout the year by
professionals on topics relevant to
recovery residences
Be part of a group dedicated to improving
the continuum of care for those in recovery
Become a member of a knowledgeable
network of people, as well as enjoy
fellowship with other like-minded
professionals
COMMITMENT IS THE KEY TO RECOVERY
We are committed to maintaining quality standards,upholding FARR’s
recovery services and providing effective strategies to meet the
expanding needs of our members.
Benefits of Membership
To create, monitor, evaluate and
improve standards for recovery
residences in the State of Florida
Maintain the standards set forth by
NARR (National Association of
Recovery Residences)
Maintain a forum for exchange of
ideas, problem solving and providing
guidance for our members
To remain ethical in all our
endeavors to those we serve
We believe in a high quality of care for
chemically dependent individuals and
other persons needing recovery
residence services
We believe that this can best be
achieved through maintaining standards
of care that are designed for this purpose
We also believe that all people deserve
to recover in an atmosphere which
meets their special needs as well as
their basic right to safety, dignity
and respect
Mission Statement Our Philosophy
01
02
03
04
Commited to Setting the
standards for quality recovery
residences in Florida
Have input into decisions affecting
recovery residences in our state
Join with a group of dedicated
professionals committed to
providing quality services
Attend trainings at little or no
cost throughout the year
Get started now
Go to farronline.org and fill out
a registration form.
Please visit farronline.org
for meeting updates .
Ready to Get Started?
FARR
PO Box 7463
Delray Beach, FL 33482
(954) 263-2958
(561) 758-1011
email: info@farronline.org
website: farronline.org
Florida Association
of Recovery Residences
A Charter Affiliate of NARR
N at i on a l As so c ia t ion
o f Rec o v e r y R es id e n ces [Presentati[)n D e sig n ed by 'fIulla .e.-",:II ..fa/IA I
A Unified Approach
t o Standards and Terminology
f o r Recovery Residences
FARR
Florida Association of
1 ~"N'~."~~~~'r y ~,,,~,,Recovery Residences -FARR
'-(I)(l)t/J .c~
00 CI)::J:
NARR
Na ti o n a l A sso c i a tio n
o f Re cove r y Resid e n ce s
RECOVERY RESIDENCE LEVELS OF SUPPORT
LEVEL I LEVEL II LEVEL '"LEVEL IV
Peer-Run Monitored Supervised Service Provider
•Democrat i ca l ly run •House manager or •Organizationa l hierarchy •Overseen organizational
•Manual or P&P senior resident •Administrative oversight hierarchy
•Policy and Procedures for service providers •Clinica l and
•Policy and Procedures administrative
ADMINISTRATION supervision
•Licensing varies from •Policy and Procedures state to state
•Licensing varies from
state to state
«•Drug Screening •House rules provide •Life skill development •Clinical services and
~•House meetings structure emphasis programming are
W •Peer run groups •Cl i nical services uti l ized provided in house
l -•Self help meetings
~encouraged •Drug Scree n ing in outs i de community •Life skill development o SERVICES •Service hours provided e n •House meetings in house C •Involvement in self ~«help and/o r treatment
C services Z
~•Generally single family •Primar ily sing l e family •Varies -all types of •All types -often a step en residences residen c es res i dential sett i ngs down phase within care
•Possib l y apartments or continuum of a
RESIDENCE other dwelling types treatment center
•May be a more
institutional in
environme n t
•N o paid positions with i n •At least 1 compensated •Facility manager •Credentialed staff
the residence position •Certified staff or case STAFF •Perhaps an overseeing managers
officer
Recovery Residences
in the Continuum of Recovery
1---------
i I
-----_._-_.__.._--
High
Service
intensity
Low
/Acute care (inpatient,medical,psychiatric)
1 ~--1 Level 4 -Recovery
I residences:
I :::::?Enter at any
level Level 3
_______1 Lev~/-,1 ~1
I
1__~-------------J
Stabilization Long-term recovery:
Independent,meaningful
living in the community
Recovery
process
duration
-:
:NARR
Nationa l Association
of Recovery Residences
Member Standard
V e r si o n 1.0
S epcember 2011
r !l N ARR
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1 ...•Orga n lzatlona l l Admi n ist r a t ive-Sta n dardsa I level ·la I level·l l a I le v e l ·l l la I leveHVa
1.1 ...•Recovery Residences are ·legal ·business 'entities -as -I S t r ongl y 'I S t rongl y 'I evidenced ·by ·busi n ess ·licens e s·or incorp o rati on .Xa I Xa
documents;a Recommenda Rec o mmenda
1 .2 ...•Re c overy ·Residences ·have ·awritte n ·mission ·andvision -Xa Xa I X a I Xa sta t emen t ;·a
1 .3 ...•Rec o very ·Reside n ces ·have ·a ·written ·c o de ·of .ethi c s ;a Xa Xa I Xa I Xa
1.4 ...•Rec o very ·Residences·pro p erty ·owner s !op e r at o rs ·ca r ry ·St ron g l y'Strongl y 'Xa I Xa ge n eral ·liabi l it y ·i n su r anc e ;a Re c ommend»Recommen d a I
1 .5 ...•Rec o ve r y ·Residences ·c o mp ly ·wi th ·state ·and ·federal ·
req u i r em en ts .·1 1
I Xa I Xa I I If ·r eq uire d .:d o c um e n ts -s u ch as ·li cense s ·and 'c ertificates'Xa Xa
o f o c cupa n cy are 'visible 'f o r·p u b lic·view;a
.£i t NAR R
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~~-~========I
-~---~~------=====--~--::.--/--------.---~~:.--------------
4 .Recovery Support Standards Levell Lev e l II I Le v el III I LevellV
4 .1 .Reco v ery Resid e nces mai nt a in a s t af f i ng p l a n :If App l ica bl e I f Applica b le I X I X
4 .2 .Reco v e r y Reside n ces use a n app li can t scree n ing
p ro c e ss t ha t h e lp s mai n tai n a s a fe a n d suppo rt i v e I X I X I X I X
envi r onmen t fo r a spec if ic g ro up o f pe r sons i n reco v e r y ;
4 .3 .Rec o v e r y R es i den c es ad h er e t o app l icabl e I X I X I X I X co n fide nt ia lit y la w s ;
4 .4 .Reco v er y Residences kee p resident re c o r d s sec ure w it h I X I X I X I X acc e ss li m it ed t o aut hori zed s t af f onl y :
4 .5 .R e cove ry R es ide nces h ave a g r ieva nce p ol icy a nd I X I X I X I X p ro ced ur e for r eside nt s ;
4 .6 .R ec o ve ry Re si d e nc e s c r ea te a sa fe .st ructured .a nd
r ec o v ery s u p po r t iv e e n vi ron me nt t hro u gh w r it t e n an d I X I X I X I X
e nf or c ed r e si d e nt s 'rig ht s a nd r eq uir ement s :
fi i l NARR
I I lh ll l'W l ,l .\l oO(lol l l O n "rRr .(W •••~~,~••.••
I
5.-+PropertY'Standards a Level -le Level·lla Level -llt»Leve+lv»
5.1 .-+Recovery-Residences·abide ·by·all·local ·building ·and·f i re ·Xa Xa Xc Xc safety codes:c
5 .2.-+Recovery ·Residences·provide ·each·residents with ·food ·Xc Xc Xc Xa and ·personal·i tem 'storage;c
5.3 .-+Recovery-Residences'place ·functioning ·fire·
extinguishers·in ·plain·sight·and/or·i n·clearly ·marked·Xc Xc Xc Xc
locations ;«
5.4 ...•Recovery Residences-have ·functioning ·smoke 'detectors'
installed .:·If-the ·residence ·has ·gas 'appliances,.Xc Xc Xc Xc
functioning ·carbon 'monoxide 'detectors'are ·ins tailed ;c
5.5.-+Recovery Residences .provide -a -non ·smoking ·internal·Xc Xc Xc Xc living ·environment ;c
~-----==---'-----------
------~
-------'»>..-------"---------
I ----/~~'---~===--=-~=::::~~==--====--.-~:~::-:~:~----.~
'@ t!e.~~R
"'I 1 •.•""''''v R J .••,,J .,'''••••
NARR:June 2012
NARR (2012)
.~l f Affiliates
:i R I Established /Unaffilated
~Emerging
~~8 .!3 .~
"t ""'n ..."'y ~,d o _•..\
Tom Bennett
Michelle Adams Byrne
Susan Binns
Susan Blacksher
George Braucht
Eddie Bryant
Lori Chriss
Chris Edrington
Beth Fisher
Trina Frierson
Tom Hill
Jason Howell
Cassandra Jackson
Curtiss Kolodney
Ted McAllister
Kevin O'Hare
Dave Sheridan
Susan Smith
Nancy Steiner
Nathan Tate
Fred Way
NARR Board
Tennessee The Ranch at Dovetree
Texas Recovery Inn
Tennessee YANA,AHHAP
California CAARR
Georgia Board of Pardons and Paroles
Michigan Touchdown Recover
Ohio The Ohio Council
Minnesota,Colorado st .Paul Sober Living
Georgia,North Carolina,South Carolina Hope Homes
Tennessee Mending Hearts Inc.
Washington,D.C.FAVOR
Texas Soberhood
Georgia Centers for Disease Control
Connecticut CCAR
Georgia Haven Homes
Michigan Touchstone Recovery
California Sober Living Network
Michigan Network 180
Florida Sanctuary
South Carolina Pavilion
Pennsylvania PARR r i t NARR
".'!"l1 ~1 ""'-'X1 3 t """"I lI C (o ~"'~I Il "'••I ••••••.,
MEMORANDUM
TO:Mayor and City Commissioners
FROM:David T. Harden, City Manager
DATE:October 5, 2012
SUBJECT:AGENDA ITEM WS.2 - WORKSHOP MEETING OF OCTOBER 9, 2012
POSSIBLE TENNIS STADIUM UPGRADES
ITEM BEFORE COMMISSION
Consideration of ideas for upgrading our tennis sta dium.
BACKGROUND
Commissioner Gray has suggested that the City retai n a consultant to advise us on how the tennis
stadium could be improved. Knowing htat Mr. Mark B aron, the owner of the tournaments we host here,
has given a lot of thought to this subject, and is familiar with the facilities offered by many other
stadiums both in the U.S. and abroad, I thought the Commission should first hear from him. He will
give a presentation on his ideas regarding how our tennis stadium might be upgraded to improve
tournaments, attract more sponsors and make the fac ility more flexible. He also has been working on
possible funding sources and may be able to share s ome information on how stadium improvements
might be funded.
MEMORANDUM
TO:Mayor and City Commissioners
FROM:Robert A. Barcinski, Assistant City Manager
THROUGH:David T. Harden, City Manager
DATE:October 4, 2012
SUBJECT:AGENDA ITEM WS.3 - WORKSHOP MEETING OF OCTOBER 9, 2012
JOINT MEETING WITH THE DOWNTOWN DEVELOPMENT AUTHORI TY (DDA)
ITEM BEFORE COMMISSION
As requested by Commission, the Downtown Developmen t Authority (DDA) board and staff will make
a presentation and will be available to answer Comm ission questions.
BACKGROUND
Attached is backup information provided by the DDA for this presentation and discussion. In addition,
we have included the 1971 resolution requesting the legislature to establish the DDA, as well as House
Bill 0299 passed in 2003 which restated the DDA ena bling legislation and amended the DDA
boundaries. Also attached is a letter received from Diane Colonna, CRA Executive Director, asking the
City to request that the DDA take on the responsibi lity of certain Clean and Safe costs.
RECOMMENDATION
Recommend Commission provide direction that may be deemed appropriate to the DDA board after
review and discussion.
“TheADD AMissionAisAtoAenhanceAandAstimulateAbalancedAeconomicA
growth through position marketing activities that engage
Downtown businesses, residents and visitors while creating a
clean, safe, physical and experiential place to live, work and
invest.”
POSITION MARKETING PLACE MAKING ECONOMIC DEVELOPMENT
DDA MISSION & GOALS:
Position Marketing Goal: Strengthen
the Night & Day brand awareness of
Downtown and the enhance the
promotions of the downtown
businesses that will result in positive
economic growth.
2012 -2013
Marketing & Promotion Program
2
2011 -2012
MARKETING INVESTMENTS
•Total Business Participation (as of 8/2012)
280 Merchants Participated in the brochure listings (130 more than last year)
775 Total Specials or Promotions to include instore events
500 Merchant Offers posted through Facebook.com/delraydda
24 Weekly Merchants Highlighted with Merchant Contest
•Overall Merchant Rating of the Program
96% Rank the overall Awareness Program Good to Excellent
96% Rated results from the program as Good in developing new customers or awareness
for the business
8 Rating for the Creativeness of the Program (10 being the highest)
**Comments: “Love the look this year the best” ; “My business needs to be included always”;
“Keep doing what your doing, it’s working” ; “Don’t underestimate print”
•Total Marketing Investments:
DDA ‘s total: $150,141
In -Kind Received: $128,400
Sponsor Support: $ 65,690
Business Coop: $ 286,000
Total Value: $ 1,298,444
•Economic Impact: $ 381,105,590
*American Arts Calculator
**Direct feedback from Merchants: Jen Scoz Designs, Avalon Gallery, Roxy Lulu; Hand’s , Deck 84
3
2012 -2013
Marketing Campaign
•National Advertising of
Downtown Delray Beach
•Local Advertising
•Create a monthly customer
experience for all merchants to
participate
4
•Print Media –Local and National
Target (All to include online versions)
–Monthly Flyer themed printed
–Email Marketing
–Decal for all store windows
–Magazine and Newspaper
•FL Travel and Life (print and online)
•Horizon Travel – Canada & NYC
•Delray Beach and Boca Magazine
•Visit Florida Guide Annual Publication
•Travel Guide to Florida Annual
•Travel Host and Clubhouse Living
•Sun Sentinel
•Palm Beach Post – TGIF
•Downtown Guide Book
•TV Commercial Spots – Local
–Channel 5 and Comcast Cable
–.15 second spot
Advertising for Downtown Delray
2012 -2013 (Nov -June)
5
•Downtowndelraybeach.com
•Free business listings for all
downtown businesses within the
DDA district
•Over 150,000 visits to the site
annually
•New design and social
integration
•Facebook – Local/National
–Run ads monthly to grow fan base and
promote the campaign
–Weekly Merchant contest receive ads
Advertising for Downtown Delray
2012 -2013 (Nov -June)
6
Pinterest : Run a photo
Campaign highlighting
The businesses
MISSION:
The Delray Beach Downtown Development Authority (DDA) was created by Resolution as a
dependent district of the City of Delray Beach in 1971 by state legislature . The main areas of
involvement in downtown redevelopment include: Marketing and Promotion of the Downtown
DDA district, business development, security and crime, clean & safe, traffic and parking,
physical improvements, reviewing the City comprehensive plan within the DDA boundaries,
housing and improvements of coordination with local boards and City departments.
DDA Mission Statement:
“The DDA Mission is to enhance and stimulate balanced economic growth through
position marketing activities that engage Downtown busines ses, residents and visitors
while creating a clean , safe, physical and experiential place to live, work and invest.”
DDA Goals:
Position Marketing – “Management of the brand of Downtown, sales promotion activities
to drive business”
1. Marketing & Promotion
2. Support Downtown Marketing Cooperative
3. Improve Coordination / Communication with local boards & City Departments
Place Making – “Clean, safe, lighting, signage, ambience and all the things that make
Downtown a great physical and experiential p lace”
4. Security & Crime / Clean & Safe
5. Traffic / Parking / Noise
Economic Development – “Target as far as you want, recruiting new merchants and
retaining the merchants that we have through success”
6. Drive Economic Development within the Downtown Retention and Recruitment
7. Physical Improvements
DDA
Legacy Partner Plan
2012 -13
Purpose: To recognize community partners who have shown financial support and leadership of the
p romotion and revitalization of D owntown Delray Beach throughout the past two decades, and who have
committed to continue that legacy in future years .
Goal: To provide visibility for each partner on an ongoing basis throughout the year, rather than for a
specific event or promotion over a few days .
Annual Partnership C omponents:
DDA to provide -
Exclusivity in business category
Company logo listed on ALL materials printed or electronically sent from the DDA promoting Downtown
Delray Beach ; included on the downtowndelraybeach.com site
Group recognition at A nnual Luncheon
Quarterly WPTV TV5 / Comcast Cable :30 spots promoting each individual partner. Spots produced by
DDA
Four reservations to attend Savor the Avenue – restaurant of choice
Four Passports to attend Tastemakers of Delray Beach
Co -sponsorship with the DDA for the 100 Ft Christmas Tree & First Night on website and through social
media outlets (sponsorship with Board approval)
Public Recognition at City Commission meeting – follow -up press releases
Recognition in DDA A nnual Year in R eview printed and electronic brochure
Recognition in DDA Downtown Guidebook with separate page , and on Sidewalk Kiosk signs
Recognition in any grant application and PowerPoint presentations by staff nationally and
Internationally
Organizati on presented on DDA Facebook page and through email campaigns
Legacy partner to provide:
$10,000 cash annually for a minimum of two years . Funds will to be used in support of the DDA’s goals as
determi ned by the Board of Directors: Marketing and P romoting Downtown Delray Beach, supporting Place
Making / Clean & Safe initiatives and Economic Development within the Downtown DDA District (I -95 to A1A)
2012 -2013 DDA Goals & Objectives
1
Presented July 2, 2012
POSITION MARKETING
Goal: Management of the brand of Downtown, sales promotion activities to drive business
1. MARKETING & PROMOTION
Total Budgeted: $183,900
Night & Day marketing awareness campaign promoting the downtown constituents
Including:
- Printed f lyer
- Newspaper ads
- TV ads
- Email marketing
- Magazine ads
- Social Media
- Visitor Information Center
- Website management
- PR exposure increase
- Increase customer database
Total Exposure: increase by 100 Million Media Impressions
Objective 1 :
Continue Advertis ing locally and regionally to strengthen the brand, build awareness and increase
sales within the DDA district
Tactics:
1. Strengthen the awareness of the Nigh t and Day Downtown Delray Brand; build momentum by continuing to
promote and message through adverti sing vehicles that target the local and regional market
Proposed Advertising : (Print/Online/Multi Media) (due to proven results)
- Monthly Merchant Promotional Campaign by building upon the Night & Day brand and merchant promotions
through streamlined print piece, online, email communications and social media
- Direct Mail – post card as a result of the leads generated from magazine ads
- Magazine Advertising (print and online) – Local , Regional/National , International
- Travel Guide to Florida Annual Publication ; Florida Travel Life (2 issues); Horizon Travel Magazine (2
Issues), Delray Beach (4) and Boca Magazine (2), Visit Florida Beaches Magazine Comcast Cable/ Channel 5
– TV spots (monthly)
- Palm Beach Post monthly advertising TGIF section
- Sun Sentinel adverti sing monthly Society or Community Section (researching the online options)
- Enhance the Facebook Promotional Campaign: advertising and merchant promotions monthly; target
advertising based on marketing plan
- Enhance Youtube and create Pinterest Account
2. All advertisers and partners to cross promote
3. Ensure that the Downtowndelraybeach.com site is listed as one of the key links for visitors and residents
4. Enhance opportunities for merchants coop advertising within local and regional markets
5. Implement new and i nnovative methods of promoting through ads with video and mobile web
6. Continue to enhance the partnerships with the Palm Beach CVB and VisitFlorida that will provide new and
innovative marketing opportunities for the Downtown Businesses
- Through Travel Write r Visits and Media Trips that are conducted by the CVB and VisitFlorida
7. Produce the Downtown Guidebook as an inclusive resource of downtown information (city, hotels, events) and
advertising tool for the merchants
8. Update content, design and production of the Downtown Kiosk Signs annual redesign
2012 -2013 DDA Goals & Objectives
2
Presented July 2, 2012
Objective 2 :
Maintain and update the DDA downtowndelraybeach.com site
Tactics:
1. Promote and communicate to all the newly redesigned DDA Downtown Website as the downtown businesses
marketing tool – collaborate a nd link to other Economic/Business Development sites
2. Continuing to update the merchant listings and monthly promotion components and enhance where possible
3. Update the administrative tools and reporting functionality
4. Monitor analytics and increase site tr affic
Objective 3 :
Marketing of Downtown Clusters and Economic Development Programs
Tactics:
1. Christmas Lighting Displays and Sphere Tree, Valentine’s Day Heart lighted displays / Mother’s Day Orchid
Retail promotion giveaway campaign/ Earth Day Downtown – reusable tote giveaway
2. Work closely with the WARC and PGAD Boards to utilize the funds in the most effective way possible
3. Continue to work with restaurants on Savor the Avenue and Tastemakers promotions
4. Create the giveaway cross promotion for the Merch ants
5. Work with merchants on other innovative instore or downtown promotions to drive awareness and increase sales
(Informal modeling , Fashion Shows, Gallery Walk enhancements, shopping excursions)
6. Continue to Develop Downtown Day tours in partnership wi th the merchants (galleries, restaurants and shops)
Objective 4 : Customer Service Campaign for Merchants
Tactics:
1. DDA Staff continued support to the merchants – one on one and group meetings
2. Celebrate merchants birthday’s and business anniversaries
3. Impl ement surveys quarterly to ensure quality of service as well as reinstitute the E - Newsletter
Objective 5 : Promote to Local Residents
Tactics:
1. Brochures, posters, target facebook and interactive facebook; email blasts and newspaper
2. Customer Research – Cr eate the 2 nd Annual Customer Event ;
Objective 6 : Visitors Information Center
Tactics
1. Leverage the center and volunteers by enhancing the knowledge and information within the center
2. Add Digital frame of pictures with editorial to replace the TV
3. Continue to hold meetings for the Volunteers at local businesses
4. Enhance the training and uniforms of the Volunteers
5. Volunteer appreciation event
2. COMMUNICATE & COLLABORATE WITH LOCAL BOARDS & CITY DEPARTMENTS
Objective 1 : Promote DDA’s presence to Community (Press releases , Newsletter/website campaign
for visibility)
Tactics:
1. To continue to outsource for a fee, the Executive Director to other Cities in need of support and consulting
2. Ensure the DDA logo is on all materials produced; presentations when asked to community groups,
merchants and individual businesses
3. Continue as a speaker for any community group – Rotary, Kiwanis, etc.
4. Participate with the Chambers Leadership Delray by conducting one of the educational classes in downtown
2012 -2013 DDA Goals & Objectives
3
Presented July 2, 2012
Objective 2 : Continue to be active and communicate regarding all Planning Studies that involve the
DDA District
Tactics:
1. Master Plan Progress; Gateway, West Atlantic Plan, Beach Master Plan, Cluster Study,3 rd Avenue Project,
Osceola Neighborhood Plan with CRA
2. DDA board contin ue to remain active regarding cluster 4 retail and restaurant conversions
3. Periodic review of C ity Planning Documents
Objective 3 : Be present at relative Board and City Commission Meetings , Town Hall Meetings
Tactics:
1. Board Members representing DDA on co mmunity boards
2. More in -depth comments on City projects for Approval
Objective 4 : Semi -annual G oals Workshop with CRA/City/DDA/Chamber of Commerce for clear
work plan definition
Tactics:
1. Presentation to CRA Board and City Commission
2. Participate with the o rganizations by presenting the marketing plan to the partners and finding ways to
collaborate
3. SUPPORT DELRAY BEACH MARKETING COOPERATIVE
Total Budget: $4 0,000 cash + a t l e a s t $38,000 inkind
- $30,000 Christmas Tree
- $10,000 First Night Celebration
Objective 1 : E vents & Marketing
Tactics:
1. Include D B MC events within DDA Marketing Brochure and Guidebook and DDA website
2. Co -promote through social media vehicles and email blasts
3. Engage with Staff monthly to review programs and opportunities
4. Enhance the communications with Merchant Communications as it relates to the Downtown by working with
the DBMC to message the details in a timely manner
5. Continue to share the golf cart for distribution of materials throughout downtown
Objective 2 : Christmas Tree/ First Night Spons orship
Tactics:
1. Provide sponsorship funding for Christmas Tree and First Night
2. Market the event within the monthly advertising
3. Dedicate website pages and management to the program
2012 -2013 DDA Goals & Objectives
4
Presented July 2, 2012
PLACE MAKING
Goal: Clean, safe, lighting, signage, ambience and all the things that make Downtown a great
physical and experiential place
Total Budget: $45,000
Includes but not limited to:
- Rooftop lighting
- Nightlife Handbook/Merchant Handbook
- Landscaping planters enhancements for Downtown Shops
- Adopt a block program – Stu dent Clean Team project
- Green initiatives relating to the businesses (Recycling cooking oil project)
- Employee Parking Study program
- New shuttle marketing piece
- Parking information brochure
- Worthing Park lighting
**Proposed projects exceed budgeted amount – to fully complete matching funds to be raised
1.SECURITY & CRIME
Objective 1 : Communicate Hospitality Resource Panel Research and insights gained
Tactics:
1. Continue to leverage the partnership with RHI; provide learnings to the Downtown Businesses and promote
through the downtowndelraybeach.com websit e
Objective 2 : Downtown Security Plan / Meetings with Businesses Working with Police Department
Tactics:
1. Continue communicating with the PD and work closely to help each other with keeping the downtown safe
2. C ommunicate updates to the Merchants on their behalf
3. Be involved with the downtown Safety plans
1. Conducted nighttime watch time activity downtown on a quarterly basis and more if found necessary
2. Ensure that any learnings from other cities, webinars, o r feedback is communicated to assist the city and PD
Objective 3 : Implement Downtown Nighttime Ambassador Program
Tactics:
1. Continue the promote the Ambassador Program
2. Determine the tools and information needed to implement the Program in partnership wit h PD and acquire if
needed (mobile site/I -Pad)
3. Communicate and train the downtown businesses /volunteers on the program
2. CLEAN & SAFE
Objective 4 : Create and Execute an effective Clean & Safe communication plan with the merchants
Tactics:
1. To reprint a nd update the Good Neighbor Handbook generating a very useful tool for all business owners and
employees
2. Create and distribute a Nightlife Handbook to assist the restaurants and merchants
3. Create a Nightlife Management plan with additional staff support
4. Quarterly meetings and email updates
5. Coordinate any Green initiatives with the businesses
2012 -2013 DDA Goals & Objectives
5
Presented July 2, 2012
Objective 5 : Effective Monitoring and implementation of the Clean program and Lighting of
Downtown
Tactics:
1. Implement Adopt a Block program to assist with Sidewa lk maintenance
2. Produce and execute the Roof Top Lighting program within Downtown
3. Perform Weekly monitoring program and communication sheets to Assistant City Mgr, that will help with the
ongoing maintenance of the Downtown
4. Continue to engage the Atlantic High School Clean team to complete the downtown sidewalks and store
fronts
5. Work to engage more businesses with the opportunity to green your business
6. Work with the City to develop and implement a Doggie Bag program
Objective 6 : Regenerate the “Maintena nce Plan ” for Downtown
Tactics:
1. Generate a meeting with City Staff and o rganizations that would be involved in the resurfacing of the plan
3.TRAFFIC – PARKING - NOISE
TRAFFIC
Objective 1 : Reproduce the Truckers Map for Downtown
Tactics:
1. Update , Produ ce and Promote Atlantic Avenue Truckers Map
2. Communicate and update the constituents as it relates to the re construction of US1
PARKING
Objective 2 : Monitor and Update of the Pedestrian Way finding Signs
Tactics:
1. Design, produce and distribute a Parking i nformation guide as a tool for merchants and customers
2. Promote and advertise the current parking locations throughout downtown
3. Monitor and report on the parking usage in downtown
4. Assist with the creation of the new way finding signs as part of the Beach M aster Plan implementation
5. Participate on the Parking Implementation Committee as support of the Downtown
6. Work to create an Employee Parking program throughout the Downtown
Objective 3 : Continue support of Downtown Shuttle System
Tactics:
1. Design and distr ibute in conjunction with City Staff a Downtown Shuttle Flyer
2. Create a customer service plan that will enhance the shuttle services
3. Promote shuttle as an asset to our residents and visitors through marketing collateral and messaging
4. Encourage customer ser vice training and managing of the shuttle staff
5. Work to generate a resort/hotel fee through local hotels that will support the Downtown Shuttle System
NOISE
Objective 4 : Support the Community, the PD/Code Enforcement with Noise information
Tactics:
1. Cont inue to educate and communicate the City codes and ordinances to the businesses and communities
within the district that will provide a more responsible and customer friendly environment
2. Work closely with the City Staff to monitor the Clean and Safe mainte nance taking place in early AM
2012 -2013 DDA Goals & Objectives
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Presented July 2, 2012
ECONOMIC DEVELOPMENT
Goal: Target as far as the city wants, recruiting new merchants and retaining the merchants that
we have through success
1 .RESEARCH - RETAIN - RECRUIT
Total Budget: $35,000
Includes:
- Retail recruitment investment
- Expenses for Savor the Avenue
- Expenses for Tastemakers
- Holiday street lighting
- Database upgrades
Objecti ve 1 : B usiness developm ent – Recruiting and R etention
Tactics:
1. Create, invest and promote Retail Recruitment Package that will engage new merchants
2. Update and promote the downtowndelraybeach.com site as a tool for retail and business recruitment (doing
bu siness downtown)
3. Participate in Monthly Economic Development Meetings with local agencies
4. Collaborate with the CRA Marketing team to co -promote each other’s services
5. Continue working with Florida Redevelopment Association , Florida Main Street, and Intern ational Downtown
Association regarding inclusion in conference programming and presentations / awards
Objective 2 : Cluster Study Update Data/ Blount Hunter meetings as needed
Tactics:
1. Update the Downtown Database within the new system
2. Co ordinate with CRA and Blount Hunter where necessary as it relates to the Cluster development
3. Complete the data for Cluster 7 and 5 – w o r k c l o s e l y w i t h t h e b u s i n e s s e s i n t h e s e c l u s t e r s
4. U pdate the property assessments into the database
Objective 3 : Promote the Cluster Progress
Tactics:
1. Message the areas progress through mee tings and press releases to strengthen the opportunities of the
Downtown
2. Increase the awareness of the positive impact of the cluster balance
O bjective 4 : Physical Enhancements
Tactics:
1. Create a potted plant program for the Merchants that will enhance the downtown and drive sales as reported
2. Continue to a ssist with the development and implementation of the Beach Master Plan , the Gateway Project,
US1, Artist Alley project
Objective 5 : Promote Downtown Delray’s Revitalization
Tactics:
1. Continue Consulti ng and conference attendance or speaking opportunities
2. Leverage media stories as ways to promote Delray’s changes
3. D o w n t o w n T o u r s a n d m e e t i n g s w i t h o t h e r c o m m u n i t i e s
Objective 6 : Communicate to Property Owners as Necessary
Tactics:
1. Property Owners Meeting – increase awareness of the DDA and the assets ava ilable to them as owners and
investors in the community
2012 -2013 DDA Goals & Objectives
7
Presented July 2, 2012
2. PHYSICAL IMPROVEMENTS
Objective 1 : Side Street & Atlantic Avenue Beautification
Tactics:
1. Engage with the City and Public Art Board to implement the Bike Corrals throughout the downtown
Objective: Communicate Construction Updates
Tactics:
1. Communicate to the businesses with a consistent message as needed
2. A c t a s a m e s s e n g e r f r o m t h e b u s i n e s s e s t o t h e c i t y d e v e l o p e r s a n d s t a f f o f c o n c e r n s a n d n e e d s d u r i n g the
c o n s t r u c t i o n p r o c e s s
DDA Annual 2011 – 2012 Goal s & Objectives with Results
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Presented July 2 , 201 2
POSITION MARKETING
Goal: Management of the brand of Downtown, sales promotion activities to drive business
1. MARKETING & PROMOTION
Total Budgeted: $2 1 5 ,8 3 1
Night & Day marketing awareness campaign promoting the downtown constituents
Including:
- Printed Brochure
- Newspaper ads
- TV ads
- Email marketing
- Magazine ads
- Social Media
- Visitor Information Center
- Website management and refurbishment
Total Exposure: 140Million Media Impressions
Objective 1 : Continue Advertising locally and regionally to strengthen the brand, build awareness
and increase sales within the DDA district
Tactics:
1. Strengthen the “Award Winning” Night and Day Downtown Delray Brand and increase momentum by continuing
to promote and message through advertising vehicles that target the local and regional market
Main Goal: create continuity across all channels of the marketing elements: Print/Digital/MultiMedia and deliver a
consistent message of the monthly campaign
- Direct Mail – post card Completed and sen t over 50 00 cards to leads generated to date through advertising
leads and phone inquiries
- Magazine Advertising – Local/Regional/National
o Proposed : 2012 Travel Guide to Florida; Florida Travel Life; Southern Living ; Travel Host/Clubhouse
Living :): Produced Full Page ads + editorial for Travel Guide to Florida, Florida Travel Life Nov/Dec
and Jan/Feb editions, Horizon Travel Jan/Feb and April editions, Crossings Magazine – November
issue, Quarter page ads in AAA Magazine Annual pub, Coastal Living May edition, Ame rican Styles
fall and winter issues ; Delray Beach Mag and Boca Raton Magazine (Determined not to run
Travelhost or Clu bhouse as the DBMC ads running in publication
- Comcast Cable/ Channel 5 – :15 second TV spots promoting the monthly campaign
Ran 165 spots on WPTV News Channel 5 morning and afternoon; Ran 1,400 spots on Comcast Cable –
3 to 4 channels per month (Bravo, ET, Lifetime, Hallmark, Style, Food)
- D o w n t o w n G u i d e b o o k – d e s i g n , p r o d u c e d a n d d i s t r i b u t e d –
4 5 p a g e s o f t h e 2 0 1 2 D o w n t o w n G u i d e b o o k l i s t i n g a l l c o n s u m e r r e l a t e d b u s i n e s s e s
I n c l u d e d b u s i n e s s o w n e r t e s t i m o n i e s
U s e d o w n p h o t o s
S o l d a d s
P r o d u c e d a n d d i s t r i b u t e d o v e r 5 0 ,0 0 0 t h r o u g h o u t F l o r i d a (5 w e l c o m e c e n t e r s d i s t r i b u t e s t h r o u g h o u t t h e
y e a r )
- Concierge Book – Selected not to pursue this program at this time due to timing and staffing
- Palm Beach Post (editorial/advertorial special sections) Ran 8 half page ads in TGIF and received 3 inkind -
total 11 ads; Ran a Co -Op double page promotion of the Dining on Atlantic Avenue and included Night and
Day Downtown Delray logo
- Monthly Merchant Promotional Campaign by building upon the Night & Day brand
Produced monthly brochures and posters; email blasts and online brochure including over 70 0 merchant
offers from Nov. – May (increase of 2 5 0 offers over last year)
Produced the Centennial Brochure October 2011 creating a unique way to promote the history o f Delray
and our businesses.
DDA Annual 2011 – 2012 Goal s & Objectives with Results
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Presented July 2 , 201 2
- Social Media Plan implementation:
Per the Boards direction, the DDA enhanced the online and social media marketing plan with the
following goal: To creatively introduce social media into the existing marketing mix; amplifying
awareness and engagement of the over 1000 constituents within the DDA District to both visitors and
residents, while assisting merchants in expanding their own social media success.
Integrated the Night and Day Monthly campaign look and feel into the Facebook page bringing social
life to the Brochure and the merchant offers; innovatively creating a conversation about the downtown
businesses of the month
Enhanced the printed version of the brochure and amplified the message, targeting a specific local
market to drive business downtown
Successfully promoted the over 70 0 offers that coincided with the brochure ; Drove customers to
businesses with 4 -5 contests per month; Spotlighted the Mar keting sponsors and connected directly to
their landing pages
Increased the Downtown Delray DDA page fan base by 4,200 fans within 8 months which is an
increase of 700 % increase (As of October 1 – 7,070 Fans showing a 1500% increase in 11 months)
Designed pages on site based on direct ad customer response
Drove over 50,000 new visitors to the Downtowndelraybeach.com site assisting with the decrease in
referrals from the delraybeach.com site dismantled by the Chamber of Commerce
Built a page that encourages engagement and drives traffic – has resulted in a living community of
individuals who share a passion for Delray Beach on Facebook
2. Increase opportunities for merchants coop advertising within local and regional markets
Florida Travel & Life advertorial co -op; American Styles full page co -op, Palm Beach P ost; Delray Beach
Magazine
D o w n t o w n G u i d e b o o k
Holiday TV Spots (produced 20 different spots)
3. Implement new and innovative methods of promoting through ads (QR codes: using video and web)
Utilized the QR code ; added video’s to Youtube, website and Facebook
4. Continue to enhance the partnerships with the Palm Beach CVB and VisitFlorida that will provide new and
innovative marketing opportunities for the Downtown Businesses
- Through Travel Writer Visits and Media Trips that are cond ucted by the CVB and VisitFlorida - participated in
the Palm Beach CVB New York Media Trip by providing a full press pack and media release resulte d in over
60 new media contacts. Leveraged new co -op opportunities with VisitFlorida advertising to target Ca nada
and New York City; engaged with travel writer from Daytona Beach, Burlington, VT, both resulting in stories
5. Reproduce the Downtown Guidebook as an inclusive resource of downtown information (city, hotels, events) and
advertising tool for the merchants Enhanced the design and layout of the Guidebook to create a consistent look
within the marketing branding campaign
6. Update content, design and production of the Downtown Kiosk Signs completed the new downtown kiosk signs
integrating the Night and Day logo and look for 2012
Objective 2 : Maintain and Upgrade the Layout and Functionality of the D owntowndelraybeach .com
site
Tactics:
1. Enhance the navig ation for the user to ensure i t is customer friendly that will increase the number of page
views
Created and developed new SEO content and pages; enhanced the navigation, developed new interactive
maps; added the phone number (resulting in an average of 5 new calls per day)
Web visits have increased organically by 66% ( main referral site - delraybeach.com portal page was down
causing a 60% decline in the referral; but the organic visits increased)
2. Continuing to update the merchant listings and monthly promotion components - created new pages for the
site and continue to upda te the content and make changes
3. Create welcome page, update other pages and enhance the photography - implemented the new design of
DDA Annual 2011 – 2012 Goal s & Objectives with Results
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Presented July 2 , 201 2
the site that is now consistent with the overall marketing campaign
4. Update the administrative tools and reporting functionality enhanced the tools and in tegrated social button
5. Monitor analytics and increase site traffic monitor monthly status and analyze the results to make adjustments
where necessary and measure how the advertising currently performing
Objective 3 : Marketing of Downtown Clusters and Economic Development Programs
Tactics:
1. Christmas Lighting Displays and Sphere Tree, Valentine’s Day Heart displays / Mother’s Day Orchid
campaign/ Earth Day
Very successful responses for these programs especially the Valentine’s Hearts – positive customer
feedback per emails received and merchant comments
Mother’s Day Orchid Campaign received great coverage and was a huge win for the downtown shops
$40,000 in sales receipts shown within one week giving away 200 orchids – encouraging customers to
shop local
2. Continue to work with restaurants on Savor the Avenue and Tastemakers promotions
Savor the Avenue : r aised the level of the event by enhancing the operations, planning, layout, décor ,
merchant involvement (informal mo deling) and marketing communications - 18 restaurants sold out at
1,050 seats; raising $5,205 for Charity , $66,652 direct restaurant revenue, and over 10 million
impressions ;
Tastemakers - sold 2100 passports at an increased price of $30 a total of $63 ,000 with 2 0 restaurants
participating raising $3,045 in revenue for each restaurant.
3. Create the giveaway cross promotion for the Merchants (Tote Bag )
5,000 Reusable Tote Bags sponsored by Waste Management distributed to over 350 merchants and
hotels within Downtown Delray Beach in the month of April to give to Customers – Over 4,000 have
been given out to date
4. Develop Downtown Day/Night trip /packages in partnership with the merchants (galleries, restaurants and
shops) targeting to local gated communities
Water Garden Condominium Dining and Gallery Evening in Downtown Delray Beach – 40 residents of
Ft. Lauderdale participated , toured 4 galleries, dined at 4 different restaurants, all 40 have returned to
Delray Beach on their own time and look to schedule a tour as part of Tastemakers ; planning additional
tours throughout the summer
Objective 4 : Customer Service Campaign for Merchants
Tactics:
1. DDA Staff continued support to the merchants – one on one and group meetings
Communicate monthly with the businesses through emails, meetings and phone calls; instrumental in
administering the Greater Atlantic Avenue Association meetings throughout the year (5 meeti ngs were
held); DDA held 2 socials meeting after hours
2. Celebrate merchants birthday’s and business anniversaries
continue to work to celebrate the milestones of our many businesses and owners (1 st year
celebrations to 60 year celebrations)
3. Implement surveys quarterly to ensure quality of service as well as reinstitute the E - Newsletter ;
Implemented an important news update for the downtown business to receive from the desk of the DDA
informing of road closures, safety concerns, new programs and other important items that will assist in
their communication with customers and employees
Objective 5 : Promote to Local Residents/Other Retail Promotions
Tactics:
1. Brochures, posters , target facebook and const ant contact (email marketing)
Continued to distribute 10,000 brochures monthly to the downtown businesses within the DDA district,
condo’s, the Visitor Information Center, hotels and offices to handout to their customers; hung posters in
windows;
DDA Annual 2011 – 2012 Goal s & Objectives with Results
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Presented July 2 , 201 2
Email Blasts: produced emails designed to reflect the monthly campaign sent to the DDA database of
locals of the community and those that live here seasonally or visit and have signed up for email blasts
2. Customer Research - Create Customer Event and focus groups to assist in gaining feedback and insights
Produced a very Successful Customer Appreciation Luncheon Event in January 2012
60 people attended
Customers from 10 businesses within Downtown Delray Beach
Hosted by the Delray Beach Marriott
Gained written feedback on the messaging of Delray Beach and the DDA
Shared the DDA message with the customers
Local merchants were able to model their clothes
Objective 6 : Visitors Information Center
Tactics :
1. Leverage the center and volunteers by enhancing the knowledge and information within the center
Continue to update the materials within the center
Enhanced the landscape outside the center and worked with the Clean and Safe High School team to
pressure spray and clean the area
8 volunteers working 7 days a week
Greeting over 13,000 visitors this year so far
2. Add Digital frame of pictures – creating photo album to be displayed
3. Continue to hold meetings for the Volunteers at local businesses – conducted quarterly meetings with the
Volunteers
4. Enhance the training and uniforms of the Volunteers – shi rts to be purchased this summer
5. Volunteer appreciation event – Set to be held in October
2. COMMUNICATE & COLLABORATE WITH LOCAL BOARDS & CITY DEPARTMENTS
Objective 1 : Promote DDA’s presence to Community
(Press releases , Newsletter/website campaign for visibility)
Tactics:
1. Ensure the DDA logo is on all materials produced; presentations when asked to community groups,
merchants and individual businesses
Achieved consisted branding for the DDA logo on all materials printed and electronic as well as the Night
& Day logo
Presented at Merchant meetings, State & National association events, Concierge meetings, restaurant
meetings
2. Continue as a speaker for any community group – Rotary, Kiwanis, etc.
Presented to local retirement centers and business group organizations
3. Participate with the Chambers Leadership Delray by conducting one of the educational classes in downtown
Successfully produced a “Downtown Delra y Beach Day” for the 2011/2012 Leadership Delray Beach
Class – involving 3 restaurant locations 4 merchant speakers and walking the entire downtown district
visiting many of the shops and cafes
Objective 2 : Continue to be active and communicate regarding all Planning Studies that involve the
DDA District
Tactics:
1. Master Plan Progress; West Atlantic Plan, Cluster Study, Osceola Neighborhood Plan with CRA – continue to
communicate and meet to assist in the planning where necessary ; created and produced th e fundraising
brochure for the Delray Beach Pavilion project led by the BPOA & the City Parks and Recreation Team
2. DDA board continue to remain active regarding cluster 4 retail and restaurant conversions - successfully
participated in the recommendations to the City Commission
3. Periodic review of C ity Planning Documents - continue to capture all the data to present a full view of the
DDA Annual 2011 – 2012 Goal s & Objectives with Results
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Presented July 2 , 201 2
projects for approval as it relates to the DDA’s mission
Objective 3 : Be present at relative Board and City Commission Meetings , Town Hall Meetings
Tactics:
1. Board Members representing DDA on community boards –board present on the Parking Advisory Board,
Pineapple Grove Arts District ; Merchant Committee and Chamber of Commerce
2. More in -depth comments on City projects for A pproval –DDA Board was very forth right this past year in their
comments on City Projects as it related to the DDA’s responsibilities
Objective 4 : Semi -annual G oals Workshop with CRA/City/DDA/Chamber of Commerce for clear
work plan definition
Tactic: Participate with the organizations by presenting the marketing plan to the partners and finding ways to
collaborate – presented to the City Commission December and planning to present to the CRA in September ‘12
3. SUPPORT DELRAY BEACH MARKETING COOPERATIVE
Total Budget: $50,000 cash + $38,000 inkind
- $30,000 Christmas Tree
- $10,000 First Night Celebration
- $10,000 July 4 th Celebration
Objective 1 : Events & Marketing
Tactics:
1. Include DMC events within DDA Marketing Brochure and Guidebook – Include DBMC in 7 months of Night &
Day (70,000) brochures where relevant and within the Special Event section of the Downtown Delray Beach
guidebook (90,000 books)
2. Co -promote through social media vehicles and email blasts (4 per month) Nov. 2011 -May 2012
DDA promotes the DBMC Downtown Delray Beach events through Facebook page and hosted the
DBMC facebook link on the Downtowndelraybeach.com site event page since July 2010
Email Blasts: DDA produced as part of the Night & Day campaign 3 -4 emails per month to over 3000
people sending back to the website
3. Engage with Staff monthly to review programs and opportunities –
S taff meetings held to communicate each organizations plans and communication schedule to the
businesses, customers and others to ensure there is not duplication .
The DDA spearheaded the Centennial Celebration and worked closely with the DBMC with the co -
p roducing of the On the Ave event in October 2011.
4. Include DMC events within Special Press Release opportunities available through the CVB – included the
DBMC information in a D o wntown Delray Beach Press Release created to send to New York City with the
CV B. The DDA paid for the press release space at $200.
5. Provide DMC with use of the Downtown.com website and Constant Contact database – costs assumed by
DDA for both –
Website: DBMC list s all the DBMC events and information, sponsors, images , access to the website
administration page to update their events; provide the DBMC with a separate page listing information
about the DBMC group.
Constant Contact (Email Database and Graphic images ): Email database generated by email signups
from the do wntowndelraybeach.com site and through contests. Shared the database w ith DBMC
sending emails from each organization to same database
6. Enhance the opportunity to assist with Merchant Communication s as it relates to the Downtown
Collect information from DBMC concerning events in downtown and assist in communicating to DT
Merchants when possible
7. Continue to share the golf cart for distribution of materials throughout downtown – DDA limited use of the cart
DDA Annual 2011 – 2012 Goal s & Objectives with Results
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Presented July 2 , 201 2
Objective 2 : Christmas Tree/ First Night /July 4th Sponsorship
Tactics:
1. Provide continued sponsorship funding for Tree and First Night and July 4 th Celebration
Funding provided; worked with the DBMC as part of the Centennial Committee to have Delray’s
Centennial promoted through the Tree Light Ceremony, the Tree and with First Night
2. Market the event within the monthly advertising
Promoted the Holiday Festivities on the Downtowndelraybeach.com site, facebook.com/delraydda site
and within the Night & Day Brochure
T O T A L B U D G E T F O R P O S I T I O N M A R K E T I N G : $2 6 5 ,8 3 1 + $3 8 ,0 0 0 I N K I N D T O D B M C = $3 0 3 ,8 3 1
DDA Annual 2011 – 2012 Goal s & Objectives with Results
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Presented July 2 , 201 2
PLACE MAKING
Goal: Clean, safe, lighting, signage, ambience and all the things that make Downtown a great
physical and experiential place
Total Budget: $0
1. SECURITY & CRIME
Objective 1 : Communicate Hospitality Resource Panel Research and insights gained
Tactics:
1. RHI Case Study completed of Delray Beach (on hold by RHI)
Delray Beach PD and DDA to present at the RHI Summit in July in Maryland
2. To reprint and update the Good Neighbor Handbook
Creating content and outlining the format and will implement the handbook in the Fall as part of the
Customer Service campaign
Objective 2 : Downtown Security Plan / Meetings with Businesses Working with Police Department
Tactics:
1. Continue communicating with the PD and work closely to help each other with keeping the downtown safe
Communicate on a weekly basis with the Clean and Safe officers on issues and receive updates;
worked closely this year to meet more of the new staff and enhance the working relationship; involved
the PD team at the merchant meetings and at the DDA board meetings
2. C ommunicate updates to the Merchants on their behalf
Instrumental in communicating on behalf of the merchants with the PD on the panhandling issues,
initiated the cleanup efforts of the Starbucks corner on SE 5 th Ave
Objective 3 : Providing input to PD and City
Tactics:
1. Conducted nighttime watch time activity downtown on a quarterly basis and more if found necessary –; staff
worked until 2:30am periodically reporting findings sent to the city and PD
2. Ensure that any learnings from other cities, webinars, or feedback is communicated to assist the city and PD
Involving the PD and Clean and Safe staff in the monthly webinars from RHI to assist in new learnings
Objective 4 : Implement Downtown Nighttime Ambassador Program
Tactics:
1. Acquire the tools and information needed to implement the Program in partnership with PD (mobile site/I -Pad)
Successfully implemented th e Downtown Delray Beach Ambassador program in partnership with the DB
Police Department Volunteer program
Began March 2012; 20 Volunteers tot al; Shifts from 6pm 10pm Thursday, Friday, and Saturday evening
Patrolling on Atlantic Ave from Swinton to E. 6 th Ave
First 6 months of the program is training and to see the tools needed in addition to the literature
provided.
2. Create press releases to promote the program ;
Press Release prepared to go out following training
3. Communicate and train the downtown businesses /volunteers on the program
Successfully led the orientation of the Volunteers, toured with them, introduced personally to the
downtown businesses and communicated to all the downtown the Ambassador program
DDA Annual 2011 – 2012 Goal s & Objectives with Results
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Presented July 2 , 201 2
2 . CLEAN & SAFE
Objective 1 : Effective Monitoring of the Dumpster/Trash a nd Lighting
Tactics:
1. Perform Weekly monitoring program and communication sheets to Assistant City Mgr, that will help with the
ongoing maintenance of the Downtown
Bi -weekly tracking sheets implemented with the city where the DDA communicates on behalf of the
businesses and residents of any Clean and Safe issues; Provided over 10 tracking sheets consisting of
various code issues, lighting, graffiti, broken banner pol es and issues
2. Implement the Atlantic High School Clean team to complete the downtown sidewalks and store fronts
AHS Clean Team completed pressure spraying for: 18 businesses resulting in $3,200 donation from the
businesses;
Instrumental in implementing a nd managing grant funds – assisted with sourcing the vendor of the Hot
Pressure Washer and making that transaction happen; Worked closely with the Head Coach to
organizing the weekly clean ups with the businesses.
February – determined that in order to ut ilize the Grant Funds, the students could not be paid by the
businesses and at that point the team worked with the City Staff directly to clean up the Public areas.
Accomplished by June 2 : 1,327 Student Volunteer Hours, Over 1000 ft of sidewalks cleaned; over 40
garbage bags filled
3. Institute a communication plan that will allow the merchants the opportunity and correct information of who to
contact with Clean and Safe issues
Provided the businesses the contact information and overview of the staff duties to assist with requests
4. Work to engage more businesses with the opportunity to green your business as started with the Green
Restaurant Audit
Working closely with the City on the new PACE program and the businesses to encourage signups and
savings;
Working on p rogram to assist with the clean up of the cooking oil and providing incentives for the
restaurants ; Invited to attend Green 100 City Summit
Objective 2 : Regenerate the “Maintenance Plan” for Downtown
Tactics:
1. Generate a meeting with City Staff and o rganizations that would be involved in the resurfacing of the plan
2. Create set of accomplishments to be made by year end To come
3. TRAFFIC – PARKING - NOISE
TRAFFIC
Objective 3 : Reproduce the Truckers Map for Downtown
Tactics:
1. Update , Produce and Promote Atlantic Avenue Truckers Map – to come
2. Communicate and update the constituents as it relates to the re construction of US1 / Fed Hwy
Instrumental in communicating to the downtown businesses that various construction projects that were
occurring this year and the impact to the business community (Worthing Park and the Atlantic Avenue
Bridge painting project)
PARKING
Objective 4 : Monitor and Update of the Pedestrian Way finding Signs
Tactics:
1. Promote the current parking locations throughout downtown
Successfully created a detailed directory of all the Downtown Delray Beach Parking lots ; marketed
through the DT Giudebook, online at downtowndelraybeach.com and on the mobile website
2. Monitor and report on the parking usage in downtown
Non -struct ured reports have been completed through observation only
3. Assist with the creation of the new way finding signs as part of the Beach Master Plan implementation
DDA Annual 2011 – 2012 Goal s & Objectives with Results
9
Presented July 2 , 201 2
Program has been put on hold as the pavilion is the next project
4. Participate on the Parking Implementation Committee as support of the Downtown
Participated in the weekly meetings and communicated monthly the progress to the Board
5. Work to create an Employee Parking program throughout the Downtown
Working this summer on the Employee program with C ity Staff
Objective 5 : Continue support of Downtown Shuttle System
Tactics: On hold as per direction from City Staff
1. Create a customer service plan that will enhance the shuttle services
2. Promote shuttle as an asset to our residents and visitors through marketing collateral and messaging
3. Encourage customer service training and managing of the shuttle staff
4. Work to generate a resort/hotel fee through local hotels that will support the Downtown Shuttle System
NOISE
Objective 6 : Support the Community, the PD/Code Enforcement with Noise information
Tactics:
1. Continue to educate and communicate the City codes and ordinances to the businesses and communities
within the district that will provide a more responsible and customer friendly envir onment
Working closely with the PD and City Staff to create opportunities to meet with merchants to review
policies and ordinances (participated in the Restaurant meeting with the City)
2. Work closely with the City Staff to monitor the Clean and Safe mainte nance taking place in early AM
Ongoing program with businesses and clean and safe team through the tracking sheets and one on one
communications
DDA Annual 2011 – 2012 Goal s & Objectives with Results
10
Presented July 2 , 201 2
ECONOMIC DEVELOPMENT
Goal: Target as far as the city wants, recruiting new merchants and retaining the merchants that
we have through success
Total Budget: $44,550
Includes:
- Expenses for Savor the Avenue
- Expenses for Tastemakers
- Holiday street lighting
- Database upgrades
1. RESEARCH - RETAIN – RECRUIT
Objective 1 : B usiness developm ent – Recruiting and R etention
Tactics:
1. Create, invest and promote Retail Recruitment Package that will engage new merchants
Online page of the downtowndelraybeach.com devoted to the Retail Retent ion and Doing Business
Downtown; waiting for updated data
2. Participate in Monthly Economic Development Meetings with local agencies
Attending monthly meetings and participating with the CRA and Chamber
3. Collaborate with the CRA Marketing team to co -promote each other’s services
Promoting to the downtown Business es the many services provided by the CRA and any new programs
that are created on an ongoing basis
4. Continue working with Florida Redevelopment Association , Florida Main Street, and International Downtown
Association regarding inclusion in conference progra mming and presentations / awards
Presented the Marketing Program to help other downtowns and business improvement organizations at
the Florida Redevelopment Assoc. Conference and at the International Downtown Association
Conference; submitted for three awa rds to both organizations
Objective 2 : Cluster Study Update Data/ Blount Hunter meetings as needed
Tactics:
1. Continue to w orked with Blount Hunter where necessary as it relates to the Cluster development to come
2. Complete the data for Cluster 7 and 5 to come
3. Work closely with the City Staff to update the property assessments into the database
Purchased the new database and in the process of the data switch over
Objective 3 : Promote the Cluster Progress
Tactics:
1. Message the areas progress through meetings and press releases to strengthen the opportunities of the
Downtown – property owners meeting to be scheduled to unveil the new data base
2. Increase the awareness of the positive impact of the cluster balance
Promote the cluster progress through the marketing program and the press releases created as well as
online as we developed new pages within the site geared towards
O bjective 4 : Physical Enhancements
Tactics:
1. Assist with the development and implementation of the Beach Master Plan
Participate actively in the Beach Master Planning sessions; produced and distributed the fundraising
brochure
2. Create a potted plant program for the Merchants that will enhance the downtown and drive sales as reporte d
3. Alley Clean up program to promote the alley navigation of the downtown
Working with the PGAD and the A rtist Alley group over the next year assist in improving the surrounding
area
DDA Annual 2011 – 2012 Goal s & Objectives with Results
11
Presented July 2 , 201 2
Objective 5 : Promote Downtown Delray’s Revitalization
Tactics:
1. Continue Consulting and conference attendance or speaking opportunities
Consulted other communities looking to revitalize their downtown: Panama City; Sanford, Daytona and
Ft. Lauderdale ; Speaker at FL Main Street; IDA; FRA
2. Leverage media stories as ways to promot e Delray’s changes
VisitFlorida via the CVB reached out to the DDA for media stories of the revitalization of Delray Beach –
DDA provided over 6 stories/articles written between 1994 and 2000 – article to be published in the fall
Objective 6 : Communicate to Property Owners as Necessary
Tactics:
1. Property Owners Meeting – increase awareness of the DDA and the assets available to them as owners and
investors in the community – with new database – to come
PHYSICAL IMPROVEMENTS
Objective 7 : Side Street & Atlantic Avenue Beautification
Tactics:
1. Engage with the City and Public Art Board to implement the Bike Corrals throughout the downtown on hold
2. Develop a program that will allow for new Adirondack Chairs to be placed within the Downtown that will
enhance s ociability
Objective 8 : Monitor & suggest physical improvement within DDA District
Tactics:
1. Work closely with City Staff on the Gateway Feature and the redesign of Veterans Park and Worthing Park
Assisted in the construction communications and planning of the ribbon cutting of Worthing Park;
working with the City Staff and construction team on the Gateway Feature that is beginning to implement
2. Ensure the communication takes place throughout the ye ar to the downtown business community
Developed special email communications and timeline to deliver direct and current information to the
businesses that resulted in up to date details that could be communicated to the downtown customers.
Objective 9 : Communicate Construction Updates
Tactics:
1. Communicate to the businesses with a consistent message as needed
Produced communications to the downtown businesses and visitors to inform and educate of the
construction taking place within the DDA district
Downtown Development Authority Interim Income & Expenditure at 5/31/12 Plus approved budget 2012/2013
Revenue & Expenses Actual for year
Approved
Budget Actual to date
Estimated 4
mnths to
9/30/12
Estimated Total
at 9/30/12
Adjusted Approved
Budget
Revenues 2010-11 2011-12 2011-12 2011-12 2011-12 2012-13
1 Ad Valorem Taxes 449,112 477,520 470,471 17,049 487,520 494,566
2 Interest earned 1,576 2,000 245 1,755 2,000 2,000
3 Sponsorship Income - Marketing 23,000 10,190 22,500 32,690
4 Misc. Income - Not Marketing 13,300 4,200 3,300 7,500
5 Guide Book Income 18,150 18,150 20,000
6 Howard Alan -Legacy Partner 33,000 33,000 30,000 3,000 33,000 33,000
7 Other Legacy Partners 30,000
8 Total Revenues 519,988 512,520 533,256 47,604 580,860 579,566
11 Expenditures
12 DDA Payroll 138,204 142,000 94,666 47,334 142,000 171,260
13 Contracted admin help 5,334 7,500 3,518 1,900 5,418 7,500
14 P/R taxes,SUTA,FUTA 11,375 11,245 7,827 3,638 11,465 14,004
15 Health Insurance 9,590 12,060 8,389 3,808 12,197 11,097
16 Worker's Comp, Ins 0 893 893 0 893 900
17 Retirement 9,940 6,627 3,313 9,940 10,238
Sub Total Payroll Expenses 164,503 183,638 121,920 59,993 181,913 214,999
21 External Audit Fees 6,800 6,800 6,800 0 6,800 6,800
22 Bookkeeping & Payroll Svcs 3,108 3,707 2,476 1,231 3,707 3,750
23 Dues, Subscriptions 2,283 2,225 3,010 391 3,401 3,500
24 Liability Ins + Office Contents 6,475 5,582 6,634 0 6,634 6,634
25 Property Appraiser Fee 3,742 3,780 2,474 906 3,380 4,113
26 Conferences Travel Meetings 9,190 8,000 6,896 4,317 11,213 10,000
27 Legal Fees 593 5,000 350 350 5,000
Sub Total Operational Expenses 32,191 35,094 28,640 6,845 35,485 39,797
31 Car allowance 2,640 2,640 1,760 880 2,640 3,600
32 Phones 5,029 5,460 3,637 1,363 5,000 5,800
33 Office Supplies & repairs etc 6,757 5,000 2,692 908 3,600 5,000
34 Postages & Printing 1,213 1,500 756 744 1,500 1,500
35 Office rental 13,700 14,400 9,600 4,800 14,400 14,400
36 Sub Total Office Expenses 29,339 29,000 18,445 8,695 27,140 30,300
37 Total Office/Administrative 226,033 247,732 169,005 75,533 244,538 285,096
Marketing/Promoting
41 DMC Events 67,000 50,000 50,000 0 50,000 40,000
42 Downtown Guide Book 1,015 1,500 18,960 0 18,960 20,000
43 Pineapple Grove 4,000 5,000 46 4,954 5,000 5,000
44 West Atlantic 4,857 5,000 5,000 5,000 5,000
45 Retail Promotions 9,127 10,000 8,228 0 8,228 10,000
46 *Total Marketing / Advertising 187,625 145,450 184,958 30,873 215,831 132,900
47 Total Marketing/Promotion 273,624 216,950 262,192 40,827 303,019 212,900
50 Total Economic Development 27,323 44,550 31,942 31,942 35,000
60 Total Place Making Clean & Safe 45,000
70 Total Revenues 519,988 512,520 533,256 47,604 580,860 579,566
71 Less Total Expenses 526,980 509,232 463,139 116,360 579,499 577,996
72 (Over)/under spent for period (6,992)3,288 70,117 (68,756)1,361 1,570
DDA Budget 2012-13
2012-13 Budget Differences to Current Year
Revenue:
7 – Other Legacy Partners + $ 30,000
Expenses:
Office/Administrative :
12 - Add itional Part time staff + $ 27,214
12 - 3% Payroll increase for current staff + $ 4,260
31 - Car allowance increase to $300 mo + $ 960
33 - Office supplies (printer / copier repair) + $ 1,400
27 - Legal Fees + $ 4,650
17 - Retirement + $ 298
Position Marketing:
41 - DBMC Christmas Tree / First Night - $ 10,000
42 - Guide Book + $ 1,040
51 – Total Marketing & Advertising - $ 19,931
50 - Economic Development: + $ 3,058
Database redone
Sphere Tree
Mobile Website
Savor the Avenue
Tastemakers
Annual Report
Holiday Decorations
60 - Place Making / Clean & Safe: + $ 45,000
Roof Top Lighting - $60k
Nightlife/Good Neighbor Handbook redone $3,500
Landscaping/Planters for outside Retail Shops $10k
Adopt a Block – sidewalk maintenance $10k
Green initia ti ves – recycling cooking oil
Employee Parking Strategy
Shut tle Flyer redone $3,500
Parking information Brochure - $3,500
Worthing Park Lighting - $3,000
Total: $93,000 (prioritize to accomplish and fund)
Revised Information for the October 9, 2012 Workshop; Item WS.3
DDA SALARY OUTLINE 2010 - 2012
STAFF BACKGROUND SUMMARY
Payroll analysis 2010/11 Increas L Simon $5000 from July.
Name Gross Increase Payroll Taxes SUTA/FUTA Health Ins Cell Allow.Car Allow Retirement Total year
7.65%4.30%
M Ferrer 92,000 7,038 301 4,795 1,200 2,640 107,974
L Simon 45,000 3,443 301 4,795 900 0 54,439
(+ $5000 Incr)1,204 92 0 1,296 Anniversary date 7/11
Total 2010/11 137,000 1,204 10,573 602 9,590 2,100 2,640 0 163,709
Estimated Payroll analysis 2011/12 @ 5/31/12 + June thru' September Estimated to Year end.
Name Gross Increase Payroll Taxes SUTA/FUTA Health Ins Cell Allow.Car Allow Retirement Total year
7.65%4.30%7%
M Ferrer 92,000 0 7,038 301 6,099 1,200 2,640 6,440 115,718
L Simon 50,000 0 3,825 301 6,099 900 0 3,500 64,625 Anniversary date 7/12
Proof
Total 2010/11 142,000 0 10,863 602 12,197 2,100 2,640 9,940 180,342 180,342.12
Marjorie Ferrer - Work Experience:
B.A. Degree – Fashion Merchandising, Florida State University
1993 – Present: Executive Director, Delray Beach Downtown Development Authority
1993- -2010: Executive Director Downtown Marketing Cooperative (Joint Venture)
1088 – 1993: Assistant Managing Director, Miami Seaquarium
1968 – 1988: Retail Buyer, Jordan Marsh Department Stores
Laura Simon – Work Experience:
B.S. Degree – Tourism Management, Clemson University
2010 – Present: Associate Director Delray Beach Downtown Development Authority
2000 – 2010 – Office Depot, Inc: Manager Corporate Events; Marketing Manager Business Solutions: Program Manager, Corporate Event Marketing
1988 – 1997: Convention/Catering Planning and Tourism Marketing: The Breakers: PGA National Resort & Spa: Innisbrook Resort & Golf Club:
Tamarron Resort & Golf Club
Combined Work Experience: 68 years
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RECAP TOURISM ADVERTISING DDA 2003 -2012
May 22, 2012
Advertising :
AAA Magazine
AirTran Inflight Magazine
American Styles Magazine
Art & Culture Magazine
Boca Magazine
Clubhouse Living
Coastal Living Magazine
Crossings Magazine
Delray Beach Magazine
Dining Out Magazine
Explore Guide
Film Resource Guide
FL USA Advertising – Getaways
Florida Educational TV
Florida Table Magazine
Florida Travel & Life Magazine
Florida Travel & Lifestyles Magazine
Florida Turnpike
Florida Vacation Guide
Gold Coast Magazine
Gri ffon Newspaper
Guest Informant – Where Book
Horizon Magazine
2
Oceanfront
Palm Beach Illustrated Magazine
PBC CVB Visitors Guide
SEE Magazine
Simply the Best Magazine
Southern Living Magazine
Travel Guide to Florida
Travel Host
USA Today
Visit Florida – Downtowns & Small Towns
Visit Florida Calendar
Visit Florida Co -op Beach Magazine
Visit Florida Videos
Vogue Magazine
Worth The Drive Magazine
DDA Investment Tourism Advertising :
03/04 $ 60.0
04/05 $ 109.5
05/06 $ 125.0
06/07 $ 223.9
07/08 $ 190.1
08/09 $ 187.1
09/10 $ 154.1
10/11 $ 152.4
11/12 $ 195.5
TOT $ 1,397,600
+ Guidebook $380,000 *( Downtown Guidebook funded separately since 1993))
+ Website $ 99,447
+ Social Media $ 38,355
TOTAL $ 1,915,402
In -Kind Support to the Delray Beach Marketing Cooperative
2011 -2012
9/13/12 provided by L. Simon, DDA
Website In -Kind: $12,709
Overall 139,320 visits at .05 each =$6,966
Highly Targeted :
On The Ave 12,038 at .10 each = $1,203
First Night 10,201 at .10 each = $1,020
Holiday Festivities 10,195 at .10 each = $1020
Websit e refurbishment by Maas Media : New pages designed, creative and content : $2,000
Website page populating contracted staff : $500
Facebook In -Kind : $10,371
36,913 page visits at .05 = $1,846
7 ,599,638 total page impressions (unable to measure exactly how many are focused on DBMC events) -
low estimate of 1/12 of posts focusing on activities in Downtown Delray – 633,302 at .002 each = $1,266
Downtown Holiday Happenings Page Visits 1,920 at .10 each = $192
Facebook Ads:
Holiday Events ad spend from Nov – January 3 = $1,830
4th of July Promotion June 15 – July 4 = $157
Design of Pages to promote specific events on FB DDA Cost: $200 each (1 for Christmas Tree & 1 for
Holiday Events) $400 total
Best of the Road – Most Fun Voting Campaign and Promotion (May – Aug)
5 Ads Run: Total cost s : $820.45
Total impressions from all ads run: 1,930,355 at .002 per impression $3,860
[provided by Realtime Marketing Group]
In -Kind Support to the Delray Beach Marketing Cooperative
2011 -2012
9/13/12 provided by L. Simon, DDA
Email Marketing: $2,225
3 per month to 2,500 people x .10: $250 each = $1,250
(Oct., Nov., Dec., Jan., May)
Production: $750
Monthly Fee for Constant Contact Account : $225
Print Materials : $12,600
Downtown Guidebook – 50,000 produced at .10 each = $5,000
Night & Day Brochures: (Oct., Nov, Dec, Jan, May): 10,000 per month at .05 = $2,500
Signage at Florida Welcome Centers: (inclusive of Best of the Road Logo): $2,600
Production costs: $2,500
Overall In -Kind Support Total: $37,905
Total Cash Funding 2011 -2012 to DBMC: $50,000
$40,000 for 100ft Tree and First Night
$10,000 for July 4 th Celebration
2011 -2012 Overall Total Funding: $87,905
*Additional Marketing creative design and production as well as impressions are additional value to the DBMC and
Delray Beach as a whole throughout the entire year. (Unable to measure exactly how many focused on DBMC
events)
*Amount does not include admini strative time provided by DDA
[Not e : a mounts determined by the IEG Valuation Method]
MEMORANDUM
TO:Mayor and City Commissioners
FROM:Robert A. Barcinski, Assistant City Manager
THROUGH:David T. Harden, City Manager
DATE:October 4, 2012
SUBJECT:AGENDA ITEM WS.4 - WORKSHOP MEETING OF OCTOBER 9, 2012
JOINT MEETING WITH THE DELRAY BEACH MARKETING COOPE RATIVE
(DBMC)
ITEM BEFORE COMMISSION
As requested by Commission, the Delray Beach Market ing Cooperative (DBMC) board and staff will
make a presentation and will be available to answer Commission questions.
BACKGROUND
Attached is backup information provided by the DBMC for their presentation and discussion.
RECOMMENDATION
Recommend Commission provide any direction that may be deemed appropriate to the DMBC board.
Short List of Businesses and Industries
Due to the expanded boundaries of the DBMC, the Cooperative is able to market
the destination as a whole with a broad perspective. Below is a list of examples of
businesses and attractions that the DBMC is able to market. Those on this list are
not included in the Downtown Development Authority District.
Things to Do:
Delray beach playhouse
Delray Boat Club
Oceanside Beach Service
Regal Cinema Delray Beach
Park and Recreation:
Anchor Park
Atlantic Dunes
Seacrest Soccer Complex
Miller Park
Pompey Park
Sandoway Park
Catherine Strong
Delray Beach Swim and Tennis
Richwagen’s Delray Watersports
Sports Authority
Bucky Dent Baseball School
Accommodations:
Berkshire by the Sea
Berkshire on the Ocean
Breakers on the Ocean
Cranes Beachouse and Tiki Bar
Dover House
East Wind Beach Club
Hamilton House
Highland Beach Holiday inn
Historic Hartman House Bed and Breakfast
Parliament Inn
Sloan Properties
Sundy House
Wright by the Sea
Grove Beach Condos
Sea Fields Club Inc.
Dining:
50 Ocean
Boston’s on the Beach
Sandbar
Caffe Luna Rosa
Cies Artisan Café
D’Angelo Trattoria
Fifth Avenue Grill
Jersey Mike’s Subs
Sundy House Restaurant
Blue Bell Creameries L.P.
Shopping:
South Ocean Beach Shop
BD Grocery Store
Ann’s Quality Grooming
Walgreen’s Liquors
Girls Strawberry You Pick
Boys Farmers Market
Cultural Arts:
Art Glass Environments
Delray Art League
Cason Cottage House Museum
Ethel Sterling Williams History Learning Center & Archives Annex
Morikami Museum and Japanese Gardens
Sandoway House and Nature Center
Delray Art League
Delray Beach Historical Society
Hispano ‐ Latino Cultural Alliance
Milagro Center
Sister Cities
Art House
Baterbys Art Auction
Other Services:
Chase Bank
City National Bank
Gulfstream Business Bank
TD Bank
Hair Cuttery
Hare, Hair, Hare
Mimose’s Hair Design
The Red Tent
Walgreen Co
Spa Eleven
Bella Renna Spa
Salt Suite
Parking Lots:
Ingraham Lot
Sandoway Lot
Orange Grove Lot
Atlantic Dunes Lot
Anchor Park Lot
Gleason Street Lot
Gladiola Lot
Cason Cottage Lot
Bankers Row Lot
Parking Garages:
Robert Federspiel Garage
Transportation:
Tri Rail
Eco Tourism:
Wakodahatchee Wetlands
Green Cay Wetlands and Nature Center
Equestrian:
Delray Equestrian Center
Equines and Equestrians Inc.
Carriage Hill Farms
Sunshine Meadows Equestrian
Cypress Hills Stables
Johnsons Folly Horse farm
Golf:
Delray Beach Golf Club and restaurant
Lakeview Golf Course
PGA Store
Delaire Country Club
Gleneagles Country Club
The Hamlet Country Club
King’s Point
Villa Del Ray Golf Club
MEMORANDUM
TO:Mayor and City Commissioners
FROM:R. Brian Shutt, City Attorney
DATE:October 4, 2012
SUBJECT:AGENDA ITEM WS.5 - WORKSHOP MEETING OF OCTOBER 9, 2012
DIRECTION REGARDING THE RELOCATION OF THE CHAMBER O F COMMERCE
ITEM BEFORE COMMISSION
Discussion regarding the relocation of the Chamber of Commerce.
BACKGROUND
The City, the CRA, the Chamber and the Old Library Development LLC entered into an Agreement
known as the Chamber of Commerce Relocation and Pub lic Parking Space Agreement dated April 21,
2008. The Agreement provided (through Amendment No. 1) for the build out and relocation of the
Chamber space to the northwest portion of the Old School Square garage retail space. Under the terms
of the Agreement, the relocation would not occur un til the closing of the old library property had
occurred. Also, Old Library Development would pay t o the City the cost of the rough shell construction ,
$567,810.00 and the cost of the build out of the sp ace $473,175.00; the developer would also pay
approximately $15,000 to the Chamber for moving exp enses and other miscellaneous expenses; the
CRA would pay to the City the difference in the fai r market value, based on the original appraisal, an d
the rough shell cost in the amount of $315,450.00. All of these costs would be paid at or subsequent t o
the closing on the old library site.
The CRA, on September 12, 2012, terminated their ag reement with Old Library Development LLC and
pursuant to the existing agreements the ownership o f the Chamber site and old library parking lot
property would revert back to the City.
City staff has met with CRA staff and representativ es of the Chamber to discuss the possibility of a n ew
agreement. The terms of the proposed new Agreement would be as follows:
1) The CRA would buy out the City’s interest in the property at the current appraised
value. The entire site was recently appraised at $2 .6 million, or $40.00 per square foot. Using that
value the City’s portion of the site would be worth approximately $1.6 million. A second
appraisal has been ordered for comparison. An arran gement could be made whereby the CRA
could pay for the property over a specified period of time with interest (i.e. 10 years at 3%
interest), or if the CRA receives market value for the property from a developer the City could be
paid off earlier. The CRA having ownership of the e ntire site provides the greatest amount of
flexibility in terms of how future development can occur (i.e. outright purchase, a land lease,
etc.).
2) The Chamber would be relocated as soon as possible to the City-owned space in the Old School
Square garage, and the City would hold the lease fo r the remaining term. The CRA would pay
the costs for the build-out, and as previously agre ed to by the CRA Board (1-26-12), the
Chamber would repay the CRA $250,000 of those costs over a 15-year period at 4% interest.
3) The CRA would reimburse the City for the cost of th e building shell ($567,810). This would
replace the $315,450 that the CRA had previously ag reed to pay the City to compensate for the
value of the garage space.
Other provisions of the existing Agreement regardin g the CRA being responsible for the future
maintenance of the joint public/private parking fac ility would presumably remain the same. There was
some discussion regarding the amount of public park ing that would have to be replaced on the site in a
future RFP. The consensus was that it should be red uced to reflect that the Chamber of Commerce
offices will no longer be there generating a demand (approximately 23 spaces). A further reduction
could also be considered for the library building i tself as well—that number would have to be
determined through additional analysis.
At this time staff is seeking direction on whether or not to continue with a revised Agreement, as
outlined above. If direction is given to proceed, w e anticipate placing the revised agreements, which
would also include a revised lease agreement with t he Chamber, on an agenda in November or
December.
~ CRA BOARD SUMMARY ~
OLD LIBRARY SITE—NEXT STEPS
Background
With the action of the CRA Board on September 12, 2012, terminating the purchase and sale
agreement on the Old Library Site with Old Library Development LLC, CRA staff initiated a meeting
between the Tri-Party participants that were involved in the assemblage of the various parcels related
to the site. These include the City, Greater Delray Beach Chamber of Commerce and the CRA. The
discussion related to next steps regarding disposition of the properties and relocation of the Chamber.
By way of historical background, in July of 2003 the City, CRA, and Delray Beach Public Library
Association, Inc. entered into a Tripartite and Interlocal Agreement providing for the relocation of the
public library from SE 4 th Avenue to CRA-owned property in the south 100 block of West Atlantic
Avenue. The agreement and subsequent amendments allowed for the exchange of the CRA-owned
site with the City-owned library property on SE 4 th Avenue for the purposes of soliciting development
proposals for the former library/parking lot/Chamber site. The Agreement stated that upon the sale of
the property to a developer the CRA was entitled to receive the first $1.7 million of the sale proceeds.
This amount was equivalent to the appraised value of the West Atlantic property the CRA had provided
for the new library. The City would rece ive any residual proceeds from the sale.
After the library relocated into the new building on the West Atlantic site, the CRA issued an RFP for
the CRA and City-owned properties, which collectively became known as “The Old Library Site.” On
October 12, 2006, the CRA considered two responses to the RFP and selected the redevelopment
proposal from Coastal Design and Development Group (CDDG), which subsequently became known
as Old Library Development LLC. Their proposal was for a multi-use complex that included retail, office,
a hotel and a public/private parking facility.
There were several contingent requirements of that RFP, including relocation of the Chamber of
Commerce and replacement of public parking currently on the site. The CRA board voted to approve a
$315,450 contribution to the City to relocate the Chamber of Commerce into the commercial space on
the ground floor of the newly constructed Old School Square Parking Garage. This amount was to
partially compensate the City for the value of the garage retail space. An agreement between the City,
the developers, the CRA, and the Chamber of Commerce regarding the details of the Chamber
relocation was ultimately approved.
Existing Tri-party Agreement
In February 2008, the City, CRA, and Chamber of Co mmerce agreed to a separate Tri-party Interlocal
Agreement regarding the transfer of the City-owned parcels to the CRA as well as the Chamber of
Commerce lease. The Agreement included the following provisions:
The City agreed to transfer ownership of its parcels to the CRA for the purposes of offering the
entire site in an RFP. This was accomplished by warranty deed. The Chamber’s lease with the
City was subsequently assigned to the CRA. The CRA agreed to transfer the property back to
the City and re-assign the Chamber lease back to the City in the event that the closing with the
developer did not take place.
20 N. Swinton Avenue
Delray Beach, FL 33444
Additional Information for October 9, 2012 Workshop Meeting; Item WS.5
It restated the financial conditions whereas the CRA would receive the first $1.7 million from the
sale of the property to the developer and the CRA would contribute $315,450 to compensate the
City regarding the relocation of the Chamber to the Old School Square garage.
It further stated that the CRA would pay the public’s pro-rata share of the costs of maintaining
the public parking spaces in the newly created public-private parking facility that the developer
would construct on the premises. The reason that the CRA was asked to cover these costs was
because 95% of the TIF that would accrue from this development would go to the CRA, not the
City.
Old Library Purchase and Sale Agreement (Terminated)
The Purchase and Sale Agreement with Old Library LLC had the developer paying $3 million for the
property as well as the following costs associated with the Chamber relocation:
$567,810.00 ($50/sq. ft. reimbursement of City’s cost to construct the retail shell)
$473,175.00 ($75/sq. ft. estimated cost to build out the space for the Chamber)
$15,000.00 (to cover moving expenses and some furnishings)
$312,000.00 in lieu parking fees
Shortly after the execution of the Agreement economic conditions worsened to the point that the project
was not feasible under the stated terms. Several extensions were granted but conditions have still not
improved to the point where the project could move forward without substantial revisions, and the
contract was terminated.
Proposed New Tri-Party Agreement
As noted above, the existing Tri-party Agreement includes a reverter clause stating that if the CRA
does not convey the property to the Developer, the CRA shall convey the property back to the City. On
September 20, 2012 Vin Nolan and I met with City Manager David Harden, City Attorney Brian Shutt,
and Chamber of Commerce representatives Mike Malone, Scott Porten and Francisco Perez-Azua.
The purpose of the meeting was to discuss how to move forward with the redevelopment of the site
under a restructured Tri-Party Agreement.
After considerable discussion a proposal was put forward to keep the property intact under the CRA’s
ownership, and replace the existing Tri-party Agreem ent with a new Agreement. The terms of the new
Agreement would be as follows:
1) The CRA would buy out the City’s interest in the property at the current appraised value. The
entire site was recently appraised at $2.6 million, or $40.00 per square foot. Using that value
the City’s portion of the site would be worth approximately $1.6 million. A second appraisal has
been ordered for comparison. An arrangement c ould be made whereby the CRA could pay for
the property over a specified period of time with interest (i.e. 10 years at 3% interest), or if the
CRA receives market value for the property from a developer the City could be paid off earlier.
The CRA having ownership of the entire site provides the greatest amount of flexibility in terms
of how future development can occur (i.e. outright purchase, a land lease, etc.).
2) The Chamber would be relocated as soon as possible to the City-owned space in the Old
School Square garage, and the City would hold the lease for the remaining term. The CRA
would pay the costs for the build-out, and as previously agreed to by the CRA Board (1-26-12),
the Chamber would repay the CRA $250,000 of t hose costs over a 15-year period at 4%
interest.
Additional Information for October 9, 2012 Workshop Meeting; Item WS.5
3) The CRA would reimburse the City for the cost of the building shell ($567,810). This would
replace the $315,450 that the CRA had previously agreed to pay the City to compensate for the
value of the garage space.
Other provisions of the existing Agreement regarding the CRA being responsible for the future
maintenance of the joint public/private parking facility would presumably remain the same. There was
some discussion regarding the amount of public parking that would have to be replaced on the site in a
future RFP. The consensus was that it should be reduced to reflect that the Chamber of Commerce
offices will no longer be there generating a demand (approximately 23 spaces). A further reduction
should also be considered for the library building itself as well—that number would have to be
determined through additional analysis.
While the arrangement suggested above places a somewhat greater financial burden on the CRA than
the previous agreements and contracts, it will help to ma ke the City whole in terms of its share of the
property as well as preserve the public parking benefit. Relocating the Chamber expeditiously and
reducing the number of public parking spaces that have to be replaced on site will make the property
more attractive to prospective developers. Due to the fact that the site is owned by a public entity it is
currently exempt from ad valorem property taxes. As previously noted the CRA will receive 95% of the
TIF revenues that will be generated from future privatization and redevelopment of the site.
At this time staff is asking the Board to discuss these proposed terms in light of the current
circumstances and provide direction. The City Manager intends to schedule a discussion of the item
with the City Commission in October. If a cons ensus is reached among the parties formal agreements
can be drawn up for consideration in November/December.
Submitted By : Diane Colonna, Executive Director &
Vin Nolan, Economic Development Director
Attachment(s): City/CRA/Chamber Triparty Interlocal Agreement dated February 21, 2008
Additional Information for October 9, 2012 Workshop Meeting; Item WS.5
MEMORANDUM
TO:Mayor and City Commissioners
FROM:R. Brian Shutt, City Attorney
DATE:October 4, 2012
SUBJECT:AGENDA ITEM WS.6 - WORKSHOP MEETING OF OCTOBER 9, 2012
DIRECTION REGARDING THE OSS GARAGE RETAIL SPACE
ITEM BEFORE COMMISSION
Staff is seeking direction regarding the Old School Square garage retail space.
BACKGROUND
At its September 4, 2012 meeting the Commission dir ected staff to update its prior appraisal for the
retail space. The updated appraised value for the s pace is $2,060,000.00. The City currently has the
space listed for sale at a price of $2,000,000.00. The City has received two letters of intent for the
purchase of this property. The Letter of Intent fro m Marcus and Millichap is in the amount of 1.7
million dollars. The Letter of Intent from Kanner & Pintaluga is in the amount of 2 million dollars,
however, this group has also requested the exclusiv e use of 100 parking spaces in the garage and the
termination of our lease with the CRA.
In structuring the financing of the construction o f the OSS garage the City issued a taxable line of
credit totaling 3 million anticipating that the eve ntual sale of the retail space to a private entity would
pay off the line. The balance on the line of credi t is $2,479,000.
At this point, based on the updated appraisal, and input from the City’s broker, Ingrid Kennemer, I
would recommend that the asking price be raised to an amount closer to the $2,479,000 balance on the
line of credit.
From: Ingrid Kennemer [mailto:Ingridk@bellsouth.net]
Sent: Thursday, October 04, 2012 2:23 PM
To: Shutt, Brian
Subject: OSSPG
Brian,
Kanner & Pintaluga have revised their offer on the space at the parking garage. Please see
below.
If you have any questions please let me know.
Regards,
Ingrid Kennemer , CCIM
561 ‐441 ‐0967
Ingrid, per our conversation earlier today I have spoken with my client the Law Offices of Kanner
& Pintaluga and they propose the following:
1. Increase the purchase price to $2,060,000 the current appraised value.
2. Pay as additional compensation the sum $440,000 upfront bringing the total
compensation to $2,500,000.
3. The $440,000 will be utilized to secure annual parking permits at the cost of $95.40 per
parking permit. The rate suggested is the same rate the city charges for annual parking
permits. This will provide the purchaser with parking as needed for their business.
If you have any questions or require clarification please let me know.
Thank you,
Jim
MEMORANDUM
TO:Mayor and City Commissioners
FROM:Robert A. Barcinski, Assistant City Manager
THROUGH:David T. Harden, City Manager
DATE:October 1, 2012
SUBJECT:AGENDA ITEM WS.7 - WORKSHOP MEETING OF OCTOBER 9, 2012
CONSIDER BID PROPOSAL FOR THE FED CUP SEMI -FINALS
ITEM BEFORE COMMISSION
Commission is requested to provide staff direction concerning submitting a bid to be the host site for
FED Cup semifinals to be held in the U.S. April 20 - 21, 2013, if the U.S. team and Czech Republic
teams win their quarter final matches.
BACKGROUND
Attached is the USTA notice for bids for the FED Cu p semifinals, which could be held in the U.S. April
20 - 21, 2013. Also attached, is the Bid Guidelines for hosting the FED Cup.
The FED Cup is the women’s equivalent of the Davis Cup. The cash requirement to host this semifinal
event is $200,000 versus the $400,000 required for the Davis Cup finals. We did receive a commitment
from the CRA in the amount of $75,000 and the TDC $75,000, with approval to the Sports Commission
to provide additional funding for the Davis Cup fin als.
We would again try to secure funding from these org anizations, hotel room commitments, as well as
revenue sharing from the USTA and work to get room commitments from our local hotels. Economic
impact for this event would probably be closer to $1,000, 000 versus $2,000,000 for the Davis Cup
finals.
RECOMMENDATION
Staff recommends Commission consideration of author izing staff to submit a bid for the FED Cup
semifinals.
MEMORANDUM
TO:Mayor and City Commissioners
FROM:Douglas E. Smith, Assistant City Manager
THROUGH:David T. Harden, City Manager
DATE:October 4, 2012
SUBJECT:AGENDA ITEM WS.8 - WORKSHOP MEETING OF OCTOBER 9, 2012
DISCUSSION REGARDING STATE AND FEDERAL LOBBYING SER VICES
ITEM BEFORE COMMISSION
The item before Commission is a discussion regardin g state and federal lobbying services.
BACKGROUND
At previous Commission meetings, Commissioner Carne y mentioned an interest in state level lobbying
and Commissioner Gray expressed interest in federal level lobbying.
The City's most recent state level lobbyist was the Aleksander Group who was retained to represent the
City regarding funding and regulatory issues at the state level (the City ended the agreement in 2007).
The Aleksander Group's contracted fee was $5,000 pe r month plus expenses.
The City recently received a proposal from Ballard Partners for two state lobbying options: 1). to
represent the City regarding transient housing legi slation at a fee of $15,000 for the 2013 legislativ e
session and 2). to provide comprehensive state lobb ying services at an annual cost of $45,000. Boca
Raton is a current client of Ballard Partners.
For federal lobbying, the City previously contracte d with two firms: Alcalde & Fay and Artemis
Strategies (the City ended these agreements in 2007 ). Both firms were contracted for federal lobbying
services including assistance with federal appropri ation requests. The Alcalde & Fay agreement also
provided for grant assistance. The contracted cost for each firm's services was $5,000 a month plus
expenses.
The purpose of this workshop discussion is to obtai n direction from the Commission regarding whether
to pursue federal and/or state lobbying services at this time. Staff will provide the Commission wit h
additional proposals and/or agreements, as needed, for any services the Commission may wish to
pursue. Staff does not feel that federal lobbying would have a significant impact in terms of federal
grant funding at this time. However, lobbying for a specific issue, such as federal beach renourishmen t,
could be pursued as well. Funding will need to be allocated for any lobbyi ng services that the
Commission selects.
RECOMMENDATION
Staff is seeking Commission direction regarding pos sible state and/or federal lobbying services.