Loading...
04-07-92 Special/Workshop " CITY OF DELRAY BEACH, FLORIDA - CITY COMMISSION SPECIAL/WORKSHOP MEETING - APRIL 7, 1992 - 6:00 P.M. COMMISSION CHAMBERS AGENDA 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 or hearing, such persons will need a record of these proceedings, and for this purpose such persons may need to ensure that a verbatim record of the proceedings is made, which record includes the testimony and evidence upon which the appeal is to be based. The City does not provide or prepare such record. Pursuant to Section 3.07 of the City Charter of the City of Delray Beach, Florida, Mayor Thomas E. Lynch has instructed me to advise you of a Special Meeting of the Commission to be held in the City Commission Chambers at 6 P.M. on Tuesday, April 7, 1992. This meeting has been called for the purpose of considering the following: 1. Award and approve the contract for Fire Station No. S. Û£on Y[tæltftp llcar Alison MacGregor Harty City Clerk WORKSHOP AGENDA 1. Presentation regarding All-America City Application. 2. Distribution of Comprehensive Plan Amendment 92-1. 3. Use of Premium Tax Funds to augment the Police and Firefighter Pension Fund. (DISCUSSION TO COMMENCE AT 7:30 P.M.) 4 . Commission Comments. 1 mf:. C4Pr¿n J05/5é)d - 3;;J1X) . f ~ PI " . . MEMORANDUM TO: Mayor and City Commission FROM: Agenda Coordinator SUBJECT: BACKUP MATERIAL FOR SPECIAL MEETING/FIRE STATION NO. S DATE: April 3, 1992 At the time the agenda was completed, backup material for the special meeting item regarding Fire Station No. S was not available. The backup material will be forwarded to you separately prior to the April 7, 1992 special/workshop meeting. /CL S?(\ .. ¡,OJ " . " .- [IT' DF DELRA' BEA[H 100 N.W. 1st AVENUE . DELRAY BEACH, FLORIDA 33444 . 407/243-7000 MEMORANDUM TO: Mayor and City Commission FROM: David T. Harden, Ci ty Manager t77t-1 SUBJECT: ARCHITECTURAL SERVICES FOR FIRE STATION #5 DATE: April 6, 1992 Attached are the detailed manhour estimates in support of the fee proposed by Gee & Jenson for architectural services for Fire Station #5. The proposed contract amount of $19,500 for Phase III, Preparation of Contract Documents, includes $3,185 for reimbursables. The details supporting the reimbursable estimate are also attached. The staff does not recommend that our Fire Station #5 be an exact copy of any of the fire stations submitted to us in response to our request for proposals. The four firms selected to make presentations to you had designs which came closest to meeting our needs. In the case of Gee & Jenson's design, some changes should be made to save construction costs. For example: l. Space between apparatus doors can be reduced from 4 feet 8 inches to 2 feet for a savings of approximately 260 square feet. 2. The amount of glass on the front of the building can be reduced to save on cost of hurricane shutters. - 3 . The rolling fire shutter providing two hour fire protection between the apparatus floor and the living area can be eliminated. 4. The heating system for the apparatus floor can be eliminated. 5. Emergency generator can be reduced from 45 kilowatts to 30 kilowatts. 6 . The apparatus doors can be standardized for savings in future maintenance costs. THE EFFORT ALWAYS MATTERS ~ · - There are also other features which should be changed or are required to be changed. For èxample: l. The bathroom sizes must be altered to comply with the Americans with Disabilities Act. 2. We store our protective clothing in a separate room and not on the apparatus floor. 3. We require a separate decontamination room. 4. We require hurricane shutters. These kinds of changes, while they probably increase our architectural fees by $3,000-$4,000, will save us much more than that in construction costs while also giving us a building that will better meet our needs. Since a fire station should last us from 30 to 50 years, we should design in as much flexibility and functionality as we can at this stage. We have also looked at the possibility of a design build contract. state Statute requires that before we could award a design build contract, we would have to adopt an ordinance including certain minimum procedures prescribed by the Statute setting forth how a design build contract would be awarded. The Statute also requires that we select, through the consultant competitive negotiation act procedure, an architect or engineer to prepare a design criteria package and the design criteria package must be sealed by the architect or engineer selected by the City to prepare it. It appears to me that if we were to decide to go the design build route, it would require four or five months before we would be ready to go out for bids. At this stage I believe we could receive bids on the building two or three months sooner by proceeding as planned with a conventional architectural services contract. - A representative from Gee & Jenson will be present at the Commission meeting tomorrow evening to answer any further questions you may have about their contract proposal. DTH:nr Att .. t . . . . *~,< April 3, 1992 ~i1ii¡~;' \~\?~~;~ ~_% }í.~.. '~~;X'" ~~"t:.£:~ ~" "( ~,. .-..< - EXHIBIT "AI. Delrav Beach Fire station #5 Manhour Estimates Phases I & II Lump sum fee (Labor & Reimb.) $12,187 (reproduction reimbursables = $144, see Exhibit C) $12,187 - 144 reimb. $12,043 Labor - Code/Agency Reviews (incl. meetings) 1. site: County - road/access signalization turn lanes sewer/water easements/setbacks/retention - green areas Lake Worth Drainage District SFWMD 2. Building: Occupancy Classification construction type fire protection ADA/handicapped Potty Parity Architect - 12 hrs $ 780 Engineer - 8 hrs 520 - Review owner-provided survey and soil tests/report Arch/Eng. - 1 hr $ 65 - Site Design & Alternatives == Architect - 8 hrs $ 520 civil Eng.- 24 hrs 1,560 Sr. Elec. Eng.- 4 hrs 320 - Building: Modifications/Alternatives Architect - 20 hrs $1,300 - Review/Working Meetings with Owner (2 meetings @ 2 hrs. each) Architect - 4 hrs $ 260 Sr. Mech/Elec. Eng. - 2 hrs 160 . ,.,.... .. , ~ '. ., . _. Delray Beach Fire station #5 ~Manhour Estimates - Page 2 - Drafting: 12 sheets for sch.des. & des. dev. incl. requirements for Planning & Zoning (Tech. Advisory Conun.) and site Plan Review and Approval Board. 12 sheets @ 8 hrs/sht = 96 hr $3,840 - Planning and Zoning Meeting Attendance Sr. Architect - 3 hrs $ 240 - site Plan Review and Approval Board Meeting Attendance Sr. Architect - 3 hrs $ 240 - Answer Boards' Comments, Review/Resubmit Architect - 4 hrs $ 260 Drafting - 4hrs 160 - Detailed Cost Estimate Architect - 28 hrs $1,820 Phase I & II Est. Manhours/Labor 217 hrs. $12,045 - .. · . Delray Beach Fire station #5 :Manhour Estimates - Page 3 Phase III Lump sum fee (Labor & Reimb.) $19,500 (reproduction reimbursables = $3,185.00, see Exhibit C) $19,500 - 3,185 reimb. $16,315 Labor - Permitting: Engineer - 32 hrs $ 2,080 Note: - Estimated drawing sheets = 29 total (incl. 1 survey sheet supplied by Owner). Thus, 28 shts of drawings required to produce. - 12 sheets started in Phases I & II - Complete 12 drawing sheets from Phases I & II Drafting - 4 hrs/sht X 12 = 48 hrs $ 1,920 - Title Sheet Drafting - 3 hrs $ 120 - Totally new drawing sheets required (no modifications or re-use) - 2 sheets Landscape & Irrigation L. Arch. - 16 hrs $ 1,040 Engineer - 4 hrs 260 Drafting - 32 hrs 1,280 - 2 shts. civil/Site, Paving & Draiñage, site Lighting Engineer - 24 hrs $ 1,560 Drafting - 40 hrs 1,600 - 2 sheets Fire Protection/Sprinklers Engineer - 12 hrs $ 780 Drafting - 20 hrs 800 'f . '. Delray Beach Fire station i5 . . ·:Manhour Estimates - Page 4 - 9 shts. (Arch.,Mech.,Plumbing,Elect., struct.) which will use previous modifications/design items. Drafting - 12 hrs/sht - 108 hrs $ 4,320 - specifications: Review/Modifications (all disciplines) including coordinate front end of spec. from Owner Arch/Eng. - 24 hrs $ 1,560 - Cost Estimate: Update/Review Sr. Arch. - 4 hrs $ 320 Phase III Total Est. Manhours & Labor 367 hrs * $17,640 *NOTE: This total includes producing 21 sheets (75% of total shts) based on using previous modifications/design items. These sheets are estimated at 12 hours a sheet to produce. Typical manhours required to produce a new sheet for this type of project is 38-42 hours/sht. average. Thus, manhours listed for the majority of drawing sheets indicate a 70% average reduction per sheet for manhours and related dollars. " ,.., · .-Delray Beach Fire station =#5 Manhour Estimates - Page 5 Phase IV Lump sum fee (Labor, no reimb.) $2,438 - Pre-Bid Meeting: Preparation and Attendance Architect - 4 hrs $ 260 - Answer questions during bidding/prepare-issue any addenda Arch/Eng. - 24 hrs $1,560 Clerical - 4 hrs 100 - Bid opening: Preparation & Attendance Architect - 4 hrs $ 260 - Review/Recommend Bids Architect - 4 hrs $ 260 Phase IV Est. Manhours & Labor 40 hrs $2,440 - - ~ ,. . .. , :Delray Beach Fire station 45 Manhour Estimates - Page 6 Phase V Lump sum fee (Labor, no reimb.) $14,625 7 month est. construction schedule - Pre-Construction Meeting: Preparation & attendance Architect - 4 hrs $ 260 - Shop Drawings: Review & Process Architect - 30 hrs Mech/Plum.Eng. - 12 hrs Elect.Eng.- 10 hrs Struct.Eng.- 8 hrs $3,900 - Colors/Samples/Materials Architect - 4 hrs $ 260 - Field Visits: Equivalent of (2) 2 hr.visits/wk for 26 wks Field Rep. - 104 hrs $5,720 Arch/Eng. - 16 hrs 1,040 - Pay Request Review & Processing (7) @ 2.5 hrs each Architect - 17.5 hrs $1,138 - Substantial Completion & Punch List Architect - 10 hrs Mech.Eng. - 4 hrs - Elect.Eng.- 4 hrs - $1,170 Clerical - 4 hrs 100 - Final Inspection & Closeout/Coordinate Record Dwgs Architect - 16 hrs $1,040 Phase V Est. Manhours & Labor 2l3.5 hrs $14,628 '. '··'1 - ,. . '- DELRAY FIRE STATION i5 RECAP Proposed Phase Est. Labor Est.Manhours Reimb. Tot.Est. Contract Amount I & II $12,045 217 hrs $144 $12,189 $12,187.00 III $17,640 367 hrs $3,185 $20,825 $19,500.00 IV $ 2,440 40 hrs - $ 2,440 $ 2,438.00 V $14,628 213.5 hrs - $14,628 $14,625.00 $46,753 843.5 hrs $3,329 $50,082 $48,750-.00 - - .. . " . " : EXHIBIT "B" BASIS FOR COMPENSATION HOURLY RATE SCHEDULE 1991 - 92 SENIOR PRINCIPAL 150 PRINCIPAL 125 SENIOR TECHNICAL SPECIALIST 95 PROJECT MANAGER 85 SENIOR ENG-ARCH-PLNR-SURV 80 ENGINEER-ARCHITECT-PLANNER-SURVEYOR 65 CADD DESIGNER 65 SENIOR DRAFTER - TECHNICIAN 55 CADD DRAFTER 50 DRAFTER - TECHNICIAN 40 FIELD REPRESENTATIVE 55 SECRETARY 25 COMPUTER TECHNICIAN 55 SURVEY CREW 4 PERSON 100 3 PERSON 85 2 PERSON 65 - MANAGEMENT-FINANCIAL CONSULT 70 RESEARCH CONSULTANT 45 COMPUTER TIME CADD WORKSTATIONS - PER HOUR 24 PERSONAL COMPUTERS (PCs) - PER HOUR 8 RATES EFFECTIVE THROUGH JUNE 30, 1992 ~ , . - . . - . ~ . EXHIBIT "c" Reimbursables (Reproductions only - no charge for telephone/fax, postage or vehicle mileage) Phases I & II - Planning & Zoning (Technical Advisory committee) - site Plan Review & Approval Board 2 submittal - 6 shts ea. = 12 shts X 10 sets (incl. Owner's copies) 120 shts X 1.20/sht $ 144.00 Phase III - 60% Review Submission: 20 sheets X 3 sets = 60 shts 60 shts X 1.20/sht 72.00 - 90% Review Submission: 29 sheets X 3 sets = 87 shts 87 shts X 1.20/sht 104.40 - 100% Review Submission: 29 sheets X 3 sets 104.40 800 page spec X .12/pg X 3 sets 288.00 - Finals: 29 shts X 1.20/sht X 10 sets 348.00 800 page spec X .12/pg X 10 sets 960.00 - Sets for Contractors: (10 sets - same as finals) - 348.00 800 page spec X .12/pg X 10 sets 960.00 Phase IV None Phase V None Total Reimbursables $3,328.80 Say $3,329.00 ~ " (Jj/ . - I.!,v CITY COMMISSION WORKSESSION DOCUMENTATION SUBJECT: ALL-AMERICA CITY AWARD APPLICATION MEETING ~ PREPARED BY: OVACS, DIRECTOR OF PLANNING BACKGROUND: Pursuant to direction from the City Commission, our Community Partners Panel has been working to create the application for the 1992 All-America City Award competition. The application is complete and is on its way to Denver. Reviewing our progress over the past few years is an activity which the Community Partners Panel wants to share with you and with the citizens of Delray Beach. We have invited the many individuals who have volunteered, in one way or another, to view our presentation and to be recognized for their efforts. Enclosed is a copy of the invitation. Also, enclosed is the presentation outline. Attachments: * Presentation outline * Invitation letter * Application transmittal letter * Application DJK/T:CCDOCAAC.DOC -wS/I .. " . , --.--..--... ---.-. --_._-~._..,".---_... ---.- , . "-~--'-'-".'_._- .-..."- FORMAT FOR PRESENTATION TO CITY COMMISSION, APRIL 7, 1992 DEL RAY B E A C H - A N ALL A MER I C A CITY I . The All America city Program j * Overview by Lula Butler ( 7) * V ideo / (10) * Introduction of Audience../ ( 3) II. The Application * Community Background Kovacs (8 ~ * Project 11, Decade of Excellence Simon ( 5 * Project '2, Neighborhoods Parker (5)J * Project 13, Renaissance Weiner (5)/ * The Civic Index, Introduction Butler (2)/ * Citizen Participation coopersmith(3)/ * Leadership/Performance Beer ( 4V * Volunteering/Information Bourque ( 4)./ * Intergroup Relations Pompey ( 3)/ * Civic Ed/Consensus & Cooperation Durante ( 4) * Vision/Pride - Intercommunity FeIner ( 4) ! * Lessons Learned McKinney ( 4) III. Commission Comments IV. Signing Ceremony DJK/CITYPRES.DOC .. ¡·-'I " . [IT' DF DELAA' BEA[H 100 N.W.1st AVENUE . DELRAY BEACH, FLORIDA 33444 . 407/243-7000 March 30, 1992 YOU ARE INVITED TO ATTEND A SPECIAL PRESENTATION BEING MADE BEFORE THE DELRAY BEACH CITY COMMISSION: TIME: 6:00 PM (SHARP) PLACE: THE CITY COMMISSION CHAMBERS DATE: TUESDAY, APRIL 7, 1992 SUBJECT: THE ALL AMERICA CITY APPLICATION Delray Beach is proud of the many community directed programs and changes which have occurred over the past few years. So proud - that the City Commission is supporting an effort to achieve "All America City" status. Over the past month, fourteen "community partners" have been working together to develop our application. They will make a formal presentation to the City Commission this Tuesday and then there will a "signing" ceremony and the application will be mailed to Denver. The presentation will be a showcase of our community accomplishments. It will take about one and one half hours. WHY ARE YOU BEING INVITED? First, please excuse the impersonal nature of this invitation. Due to the short time frame and number of people who have been involved, we have resorted to a form announcement as opposed to individual letters. You are being invited due to your participation in one, or more, of the the many community action and citizen participation activities which have occurred in the last four years. See the listing on the attached sheet. WE ARE LOOKING FORWARD TO SEEING YOU THIS COMING TUESDAY! Staff coordinators: ~~ Lu a But er COMMUNITY PARTNERS APPLICATION COMMITTEE: Sandy Simon Jean Beer Spencer Pompey Helen Coopersmith Jay FeIner Wanda Gadson Lilly Parker Frank McKinney Frances Bourque Charlotte Durante Michael Weiner Kevin Egan Bill Wood Jay Alperin Tm=;EftFORT ALWAYS Mr~TTEHS " " LISTING OF COMMUNITY AND CITIZEN PARTICIPATION ACTIVITIES WHICH ARE INCLUDED IN THE "ALL AMERICA CITY" APPLICATION * VISIONS 2000 * Various Task Teams which worked on the Comprehensive Plan * The Neighborhoods Task Team (#1 & #2) * The DDA, CRA, and the Atlantic Avenue Merchants Association * The Decade of Excellence Bond Committee * The President's Council (of Homeowner and Condo Associations) * The Education Board (original membership to present) * West Atlantic Property Owners Association * The Pineapple Grove Support Group * The Banker's Row Neighborhood Plan Committee * The Peach Umbrella Planning Committee * Board of Old School Square * The Historic Preservation Board (original to present) * Delray Merchants Association * The Delray Beach Chamber of Commerce * The Housing Partnership * The Auburn Trace Joint Venture and Tenants Association * The Planning and Zoning Board DJK/T¡AAINVITE.DOC ~ .. All-America City Award Page 1 Official Entry 1992 I hereby nominate City of De1ray Beach Palm Beach Florida (Community) (City, if different) (County) (State) All-America City Award Applicant (Does not have to be the same person designated as the program contact) NAME Thomas E. Lynch TITLE Mayor ORGANIZATION Citv of Delrav Beach ADDRESS 100 NW 1st Avenue CllY/STATE/ZIP Delray Beach, Florida 33444 TELEPHONE (407) 243 7010 SIGNED DATE April 7. 1992 All-America City Award Contact (Major contact person available throughout competition and for follow-up) NAME Lula Butler TITLE Director of Community Improvement ORGANIZATION Citv of De1rav Beach ADDRESS ]00 NW l!';t AVf'nllf' CITY\ST A TE\ZIP. nplr~y Rp~rh, Flnr;~~ 11444 TELEPHON F (407) 243-7204 SIGNED DATE April 7. 1992 COMMUNITY STATISTICS For the figures provided below, please indicate the year upon which statistics are based and the source of the information. FORM of GOVERNMENT Council - Manager UNEMPLOYMENT RATE 10.4%, August 1991 source: source: Florida, Division of Labor POPULATION POPULATION BREAKDOWN by AGE GROUP (1990 or most recent) 47.181 (if available) source: below 18 years 7,594 POPULATION PERCENTAGE CHANGE (+ or -), 18-iS 24 3,245 (1970-1990) (19,915 to 47,181) = 137% ~U 25-44 12,654 ~~« 45 54 4,057 POPULATION DENSITY ~U 55 64 4.690 (1990 or most recent) 3,200 people per sq. mile Over 65 14.941 source: Planning Department source: 1990 Census PERCENT AGE MINORITY 28% WORKFORCE DISTRIBUTION by INDUSTRY (percentage of total employed in each) MINORITY PERCENTAGE BREAKDOWN Manufacturing 8,9% Black 26% Trade (retaillwholesale) 26.U% Hispanic 6% ( origin , not as minority group) Agriculture 5.0% Asian 1% Services 34.6% Other 1% source: 1991 Florida Statistical Abstract source: 1990 Census AGE OF HOUSING STOCK 6.5% pre-1950 MEDIAN FAMILY INCOME $43.500 (percentage pre-WW II) source: H.U.D. Circular Ltr 91-30 (May 7, 1991) source: 1990 Census PERCENTAGE of FAMILIES NUMBER of VOLUNTARY ORGANIZATIONS 27 BELOW POVERlY LEVEL 7.8% source: Ci ty of De1ray Beach Parks and source: 1980 Census Recreation Service Organization List .. '··'1 1992 All-America City Award Application· Page 2 COMMUNITY BACKGROUND: Set the background for your comrrunity's story. Summarize your comrrunity situation, not necessarily the three specific projects described in subsequent application questions. but events which contributed to and/or resuned from these undertakings. A. The most basic problems and concerns of the community. B. Extent and nature of citizen participation. C. Degree of success atlained. D. Emphasize activity since 1989. Over 100 years ago, shipwrecked mar iners found shelter on the shores of Delray Beach. The earliest known resident was the keeper of a house built by the government to serve as a refuge for victims of the stormy sea. For many years this quiet seaside hamlet grew and prospered along with the rest of the county. But the pattern of growth changed as more and more peogle discovered the natural beauty of its beaches and climate. During the 198 s, Palm Beach County, Florida was one of the fastest growing areas in the United states. Delray Beach was a participant in this growth. Its boundaries expanded westward with a focus upon retirement communities. New commercial development occurred both within the City limits and unincorporated areas. Simultaneously, the central business district fell into deterioration because of the increasing popularity of suburban shopping malls. Inner city schools located in minority impacted neighborhoods were threatened with closure because of the changing demo~raphics and countx-wide bussi~. The focus u~n westward expansion of uti11ties left behin a substan ard and quic ly deteriorating water, sewer, and street infrastructure. The map of Delray Beach and its surrounding area began to resemble a piece of swiss cheese, with some sections under municiïal jurisdiction, others under the jurisdiction of the County. The enc aves that were created provided havens for drug trafficking and slum housing. As other Florida communities were undertaking the growth management plans required by the 1985 Florida Growth Management Act, the citizens of Delray Beach seized the opportunity to mobilize themselves in pursuit of a vision. Their vision was articulated in 1988, when 120 representatives from all sectors of the community gathered to discuss the most ftressing issues facing Delray Beach. To meet the challenges facing the c ty, the VISIONS 200 Assembly laid out a blueprint of goals and objectives. This consensus statement served as a guide in specific program development, citizen involvement and in the development of the Comprehensive Plan. As the diverse group of VISIONS 2000 participants became active in ad-hoc committees working on individual elements in the Comprehensive Plan, other members of the community joined the crusade. Citizen participation expanded with the creation of a Neighborhood Task Team and a neighborhood planning comlînent in the City administration. Great strides were made to improve the qua ity of life in the older, minority neighborhoods with the implementation of a Community Policing Program, nei~hborhood organization and "Bootstrap" programs directed at getting people 1nvolved in the change and empowering neighborhoods to force chan~es. A Cultural Integration Program was created to bridge the cultural barr1ers between residents and the significant influx of Haitian immigrants who chose Delray Beach as their home. Effective citizen participation created: new housing op¥ortunities which received national design award recognition; the opening 0 a cultural arts facility in the CitJ's first school building; commitments from the Palm Beach County School Boar to renovate existing schools and build new schools in Delrar Beach; and development of public and private partnerships to facil1tate redevelopment projects. The City's Comprehensive Plan, which was adopted one year after the VISIONS 2000 retreat, called for Delray Beach to undergo an economic and cultural renaissance. In order for Delray Beach to become "A City Set Apart in South Florida", the Plan identified catch-up infrastructure needs in addition to special programs for affordable housing and neighborhood stabilization and revitalization. In order to pa~ for these improvements the voters passed a $21,500,000 bond issue. Fina ly, to ensure that these ïrojects were completed, they elected a City Commission who were unif ed in their commitment for reform. KEEP RESPONSES WITHIN LINES ~ " 1992 All-America City Award Application · Page 3 1A. Briefly describe the first of the three main projects (Project 1) that citizens have accomplished in the comrrunity since 1989 to merit an All-America City Award. DECADE OF EXCELLENCE "Decade of Excellence" is the name of a citizen initiated effort which resulted in ~ referendum approving a $21,500,000 bond program for infrastructure improvements and fo investment in the community's cultural and economic renaissance. These improvements wer~ grouped in the following categories: * Fire Facilities $ 5,180,000 * streets, Drainage, Sidewalk, Alley, and $11,215,000 Beautification Projects * Recreational and Cultural Facilities Projects $ 4,605,000 * Neighborhood (School) Improvements $ 500,000 The referendum passed (57%) in November, 1989. The approved funding was to arres deteriorating conditions in older portions of the community; provide essential service (fire and EMS); help in retaining neighborhood schools; and to provide financia assistance to specific economic development activities. 1 B. What prompted these actions and how were they organized? The genesis for the Decade of Excellence project began with the Chamber of Commerc (business community). A steering committee encompassing a broad spectrum of communit leaders approached the City government and proposed use of the "American Assemblies' apïroach for establishing a sense of direction for the community. Resources of ne ghboring university were used for setting up and facilitating the assembly. VISION 2000 focused on seven topics -- community character; community and cultural resources land use; gateways to Delray Beach; downtown revitalization, infrastructure planning an finance; and implementation. This citizen initiated ad-hoc committee formed the basis for a unique, continuin partnership among the public and private sectors and citizens of the community. Cit · officials and staff joined with representatives from civic groups, neighborhoo associations, churches, the business community and the public at large all workin toward a common goaL They acted on the premise that the first step in achievin overall rebirth and revitalization was to correct what was wrong. After defining wha was wrong, they devised a method to finance the improvements. Following the VISIONS 2000 assembly, a special committee of retreat participant continued to function for the purpose of conducting an annual review of progress on th directions which were set; and, for pursuing the passage of the resulting referendum. 1 C. What attempts were made to involve the citizens directly affected by the projects and to what extent were they successful? From the outset, an effort was made to have as wide a range of interests participate a~ possible. The initial steering committee was specifically structured to include al racial, ethnic, geographic, and economic groups of the community. 120 people activel participated in the retreat. The VISIONS 2000 document became a cornerstone to th ~ growth management planning program, which Delray Beach, like all Florida cities embarked upon. That ~lanning program, drawing from the momentum created by VISIONS 2000 extensively used cit~zen task teams in addition to existing advisory boards in creatin~ the comprehensive Pla~.. Large a~v~rtisements were placed in the local newspapers i ~ order to attract new c~t~zen part~c~pants. When it came time to create the listing of specific projects which would be included i~ the bond program, the City Commission - in open session - developed a consensus amon competing interests and formulated a project list which focussed upon long-range goal while still meeting immediate needs and desires. The Decade of Excellence Bond Committee raised more than $30,000 privately to promot ïassage of the referendum. In addition, they conducted 21 town meetings to take th ~ SGue directly to the electorate. The result of this citizen effort was a 57% victory More important though was the message that the citizens of Delray Beach wanted renaissance; that they were willing to spend their dollars to do it; and that loea government needed to be responsive to this broad-based, collaborative effort. KEEP RESPONSES WITHIN LINES '. ,. 1992 All-America City Award Application· Page 4 1 D. For Project 1, list the principal groups and organizations and the number of members actively involved in these efforts. Include comrrunity action groups organized around the specific issues. Name Active Membership Contribution Decade of Excellence 26 Voter education, public relations Referendum steering Committee and fund raising VISIONS 2000 120 Direction, community education, political pressure Comprehensive Plan Task Teams 150 Direction, community education, political pressure Chamber of Commerce 100 Voter education, public relations and fund raising The Presidents' Council 20 Voter education, public relations Of Community Associations and fund raising 1 E. For Project 1, identify three individuals who were active leaders. (Include leaders from the public, private, and nonprofit sectors.) Name/Title Organization! Address Phone Alexander "Sandy" Simon Atlantic Plaza (407) 278-1989 (private) 777 E. Atlantic Avenue Delray Beach, FL 33483 William Andrews City of Delray Beach (407) 276-5823 City Commissioner 100 NW First Avenue (public) Delray Beach, FL 33444 Frances Bourque Old School Square, Inc. (407) 243-7922 (nonprofit) 51 N. Swinton Avenue Delray Beach, FL 33444 1 F. For Project 1, what was the nature of any obstacles to the efforts and from what segments of the comroonity did obstacles originate? How were the specific obstacles overcome? Even thou1h direction from the VISIONS 2000 retreat recommended up to a two mill tax increase or infrastructure improvements, when it came time to actually call for a tax increase, it became necessary to convince the elected officials that, indeed, it was the proper thing to do. To overcome this obstacle, members from the VISIONS 2000 assembly, the task teams, and involved citizen ~rou~s all came forward and publicly demanded that the elected officials follow-throug w~th the financing. This characterized the referendum as a citizen initiative as opposed to a government spending program. The next obstacle to overcome was general anti-tax sentiment and a tendency of local media to be suspicious of spending programs. This obstacle was directly addressed by the Bond Committee 90ing before the editorial boards of five local and regional newspapers. The Comm~ttee had a representative from each ethnic, religious, geographic, and economic interest area. This consortium put forth the message that the bond program was needed in order to provide a base for further reinvestment and redevelopment of the community. The tariteted improvements were identified as an absolute need if the community was to ac ieve the renaissance advocated at VISIONS 2000. There was no editorial opposition or questioning of the referendum in fact, all newspapers supported the referendum. . The next obstacle was to convince the voters that, indeed, there was something in it for them. In part this obstacle was handled by structuring the program so that a wide range of needs would be met throughout the community - everyone would get something, and everyone would be a winner as our renaissance occurred. A vote for the measure was a vote for the future. The other activity was that of the Bond Committee going to condominium and homeowner groups, as well as to their "town meetings" to seek direct voter support. KEEP RESPONSES WITHIN LINES .. · 1992 All-America City Award Application· Page 5 2A. Briefly describe the second main project (Project 2) that citizens have accomplished in the community since 1989 to merit an All-America City Award. NEIGHBORHOOD STABILIZATION AND REVITALIZATION: Within the Delray Beach older city core, there 1.S a s1.gn1.f1.Cant amount of substandard housing and the majority of the City's lower-income households. In the past decade, this area has been impacted by Car1.bbean immigration. These factors, coupled with resources being directed to new growth and a fragmented municipal boundary were, in the late 1980s, causes for a decline in these neighborhoods. In turn, this decline impacted the image and quality of life throughout the City. stagnation and deterioration had set in. While there was wides~read citizen displeasure with the situation, it was the efforts of specific groups wh1.ch spearheaded corrective actions. The Neighborhood stabilization and Revitalization Program has accomplished its initial goals of arresting the deterioration of inner City residential neighborhoods; stimulatinc¡ homeowner and in-fill investments; providing new and improved housing opportunit1.es for De1ray Beach residents; and creating a City-wide network of community associations. While these goals are continually pursued and enhanced through on-going activities, there are significant milestones which have occurred since 1989: * a commitment by the School Board to retain inner City schools as opposed to moving to a "neutral" area; * the construction of Auburn Trace (256 units) the recifient of the "Best Affordable Multifamily Project Award" in the 1991 Pillars 0 the Industry Awards competition; * the construction of Allamanda Gardens, a 36 lot, single family, owner-occupied affordable housing development; * the creation of several neighborhood groups who have organized and mobilized toward the goal of stabilization of their neighborhood. 2B. What prompted these actions and how were they organized? A citizens group prepared, on its own, a document, "Sharing for Excellence for Delray Beach Schools". This document set forth a blueprint for cooperative actions by the City and the School Board to reinvest in existing schools and their surrounding neighborhoods, as opposed to vacating the facilities for new ones in a neutral zone outside the City. The group later became institutionalized by the creation of an Education Advisory Board to the City Commission. The Auburn Trace development was the creation of a consortium of local business interests who desired to provide housing opportunities within Delray Beach for residents who otherwise were in substandard or over-crowded housing. This consortium obtained one of the last Urban Development Action Grant housing project approvals. Allamanda Gardens was the creation of a non-profit organization, the Housing Partnership. This project involved County donation of land, City donation of infrastructure, waiver of fees, and the Partnership's commitment to provide moderate income housing for Delray Beach residents. The success of Allamanda Gardens, with a built-in education program for its homeowners association, has become a model being used by other private investors of in-fill, affordable housing in the City. The neighborhood activism portion of the program is facilitated by the municipal government. Through outreach and education programs, the City informs residents of opportunities which exist for either individual or group activities. Assistance is provided to neighborhoods in formulating action plans for community improvement. 2C. What attempts were made to involve the citizens directly affected by the projects and to what extent were they successful? Early stabilization efforts were City directed through the Community Development Block Grant program and Code Enforcement efforts. Next came formalizing the program and em~wering the citizens. Formalization came through the Housing Element Task Team, wh1.ch drew its members from interested citizens. After Plan adoption, a Neighborhood Task Team (NTT) was created to oversee implementation of the Housing Element programs. Neighborhoods formed associations where they didn't previously exist. A consortium of neighborhood associations (The Presidents' Council) formed to act independently to disseminate information and to promote interaction and cooperation. Through these groups and their networking, neighborhood groups have a significant impact upon decisions which affect the stabilization and revitalization programs. In specific projects, involvement of affected citizens is a pre-requisite whether the activity is City, neighborhood, or development directed. Wh1.le required by the City, the manner is d1.ctated by the circumstances and does not necessarily involve the City. For example, in Auburn Trace and Allamanda Gardens, resident assoc1.ations were formed prior to occupancy. The residents of both projects are active in directing their affairs. These have become model programs now used by others who put forth residential in-fill projects. The resident participation aspects of Auburn Trace is a factor which lead to its receipt of a 1991 Pillars of the Industry Award. KEEP RESPONSES WITHIN LINES '. .. 1992 All-America City Award Application· Page 6 20. For Project 2, list the principal groups and organizations and the number of members actively involved in these efforts. Include community action groups org~nized around the specific issues. Name Active Membership Contribution Community Redevelopment Agency (CRA) 7 Funding allocation Neighborhood Task Team 25 Direction, program development political pressure The Education Board 7 Political advisors West Atlantic Avenue 15 Citizen rarticiPation, Property Owners Association politica pressure Carver Estates Tenant Association 20 Citizen participation Presidents' Council 20 Technical assistance, public relations, networking 2E. For Project 2, identify three individuals who were active leaders. (Include leaders from the public, private, and nonprofit sectors.) NamelTitle Organization! Address Phone Jay Felner Auburn Trace Joint Venture (407) 243-6800 (private) 625 Auburn Circle West Delray Beach, FL 33444 Jay Alperin city of Delray Beach (407) 272-2131 City Commissioner 100 N.W. First Avenue (public) Delray Beach, FL 33444 John Corbett Housing partnership (407) 659-1201 (nonprofit) 3111 s. Dixie Highway West Palm Beach, FL 33405 2F. For Project 2, what was the nature of any obstacles to the efforts and from what segments of the community did obstacles originate? How were the specific obstacles overcome? Initially, the most signif icant problem was resident apathy. This was prevalent within the minority community and the inner City area known as Old Delray. Within this area, much time and effort was spent complaining and finger pointing. Outside the area there was a feeling that "we have our share (of low income housing)". Through the task team efforts, the realization set in that we were all affected by the same deterioratiny conditions. This realization brought the community together on some common prob ems. Individual successes lead to the development of combined strategies and focus of resources on City-wide problems. One success encouraged another and soon there was no stopping community enthusiasm for neighborhood improvement. Another obstacle was the feeling that stabilization and revitalization programs were focussed to regulate some and benefit others. Thus, the housing protects were slow to receive acceptance from the area residents they were to benefit. Th s was overcome by providing target marketing to Delray Beach residents and by providing counselling on financing, eligibility, and other benefits. Finally, actions such as empowering the residents (even before occupancy) through participat~on in an organization showed that the programs were for the residents. The support of the City Commission to the citizen concerns was another key element in the community's acceptance of the program. The Commission's aggressive approach to saving the inner City schools by goin9 to the County School Board meeting, confronting the Board, and supporting the cit~zen generated program was indicative of the Commission's commitment. KEEP RESPONSES WITHIN LINES '. .., .. - _....- -- -. 1992 All-America City Award Application · Page 7 3A. Briefly describe the third main project (Project 3) that citizens have accomplished in the community since 1989 to merit an All-America City Award. CULTURAL AND ECONOMIC RENAISSANCE "The Renaissance Programs" focus upon the theme of "a humanistic revival of culture, literature, and enthusiasm and an economic revival building on the past for a prosperous future". They draw upon Delray Beach's past as a cultural center in South Florida and its one-time existence as a trade center and a tourist center. They blend historic preservation and economic development. First came the saving, restoration, and conversion of the community's first school buildings into a cultural arts center called Old School Square. This was followed by the creation of an identity for an area in close proximity to the new cultural center. This commercial and industrial area located on the fringe of the central business district became known as Pineapple Grove. Nearby, Banker' 8 Row, another innovative project combined historic preservation and adaptive reuse of historic structures for neighborhood stabilization and community revitalization. A deteriorating commercial block on the main artery leading to the central business district was dubbed Peach Umbrella. This multi-cultural revitalization project has focus upon minority business enterprise. 3B. What prompted these adions and how were they organized? The impetus for the Old School Square Project occurred when the School District abandoned the site of the City's first school and slated it for demolition. Individuals who were concerned for the historic fiber of the City sought to purchase and reuse the entire block and its three buildings. A private foundation was formed. Grants and matching funds were sought from the City, State, and private resources. Pineapple Grove emerged when its business community looked at the deterioration and declared a new identity for the area. After gaining neighborhood support, the "Pineapple Grove Support Group" petitioned City Hall for the first of the "neighborhood plans" to be generated by the Planning Department in concert with neighborhood groups. The Banker'. Row Project was initiated by historians who sought "adaptive reuse" as a way in which this historic neighborhood could be retained. They sought funding from the State Division of Historic Resources to layout a preservation/revitalization plan. Each property owner participated in the plan's evolution. The owners then formed a nonprofit corporation and obtained City commitment for code changes to accommodate the mixed use concept and (CRA) commitment for construction of necessary physical improvements. The Peach Umbrella business and property owners launched the effort for restoring this commercial block. They looked to the Community Redevelopment Agency for design assistance. These minority building owners and business people have recruited new businesses and are creating the ambience for reinvestment on "the Avenue". 3C. What attempts were made to involve the citizens diredly affected by the projects and to what extent were they successful? In every instance, the activity was citizen initiated, with some participation by the City. The success of each project is directly attributed to the citizen organizers and implementers. * Old School square was prov1.ded with seed money from the city. The citizen formed foundation or9anized its own efforts and obtained $1,000,000 in State grants and over $800,000 l.n private contributions. Unique events such as the auctioning of "street names" and several community focussed, on-site fund raisers involved many citizens. * Pineapple Grove was spearheaded by the "Pineapple Grove Support Group". They petitioned to have a street renamed to "Pineapple Grove Way". Pineapple symbols appeared on trash receptacles. The concept of "Pineapple Grove" as a potential artist and small business area drew ~ople to the cause. The momentum led to the creation of the first "neighborhood plan" l.n the City. The support group continues to function and advocate for the incremental implementation of components of the plan. * Sanker'. Row invol ved the 17 property owners wi thin the proj ect boundaries. The evolvinc¡ plan became a site specific årogram for the use and enhancement of their propert1.es. Several meetings were hel ; many were without City participation. The owners then formed a corporation and agreed to assess themselves for their share of the infrastructure improvements. * Peach Umbrella involved citizens much like Banker's Row did. However, this project also lead to the creation of The Delray Merchants Association, property owners and business people along Atlantic Avenue who were interested in making a concerted effort to revitalize the area. The Association has branched out to address issues such as loitering and to incorporate community policing. KEEP RESPONSES WITHIN LINES ~ 1992 All-America City Award Application· Page 8 3D. For Project 3, list the principal groups and organizations and the number of members actively involved in these efforts. Include community action groups organized around the specific issues. Name Active Membership Contribution Pineapple Grove Support Group 30 Direction, Political Pressure Pineapple Grove Association 12 Direction, Political Pressure, Public Relations Old School Sq. Historic District 300 Direction, Political Pressure Old School Square, Inc. 15 Direction, Fund-Raising, Political Pressure Historical Society 300 Direction, Fund-Raising, Political Pressure Community Redevelopment Agency 7 Direction, Fund-Raising, Public Relations Banker's Row Association 17 Direction, Fund-Raising, Political Pressure Peach Umbrella Plaza Assoc. Inc. 10 Direction, Fund-Raising, Political Pressure Historic Preservation Board 7 Direction, Political Pressure Delray Merchants Association 25 Direction, Fund-Raising, Political Pressure 3E. For Project 3, identify three individuals who were active leaders. (Include leaders from the public, private, and nonprofit sectors.) Name/Trtle Organization! Address Phone Frank McKinney Banker's Row Association (407) 274-9696 (private) 72 S.E. 6th Avenue Delray Beach, FL 33483 Charlotte Durante Peach Umbrella Plaza Association (407) 265-0200 (nonprofit) 2160 W. Atlantic Avenue, Suite 100 Delray Beach, FL 33445 Kevin Egan Community Redevelopment Agency (407) 276-8640 (public) 207 E. Atlantic Avenue Delray Beach, FL 33483 3F. For Project 3, what was the nature of any obstacles to the efforts and from what segments of the community did obstacles originate? How were the specific obstacles overcome? In general, obstacles to the successful fulfillment of these protects included lack of organization and money. The formula for each was the same. T e City or (Community Redevelopment Agency) provided initial funding for feasibility studies or development of overall strateg1.es or plans. During this developmental phase the City provided logistic support and organizational guidance with each £roject having its own steering grouf. Later these groups took on their own organizat on and operated independentlr. Fund ng for implementation and improvements came from donations, grants, and publ c allocations. While the above paragraph may give the illusion that all of these renaissance projects were easy, that was not the case I The momentum that was built up during the VISIONS 2000 effort (see Project 11), the enthusiasm by the entire community for seeing the City "turned around", and a strong commitment by City Leaders (be they elected off1.cials, business people, or community activists) to listen to the citizens and to actively support and participate in forums, meetings, and whatever it took to achieve results made any obstacle Just a hurdle to be stepped over. There was always a willingness to seek out another way to reach an end. And, there were always individuals who would stand up and take a leadership role when needed. KEEP RESPONSES WITHIN LINES ,. PI .. 1992 All-America City Award Application· Page 9 4. On the next two pages, assess how well your community is doing, based on each of the league's ten Civic Index components (Civic Index included with application). A. Citizen Participation The Community Partner. who ~repared this application rated Citizen Participation as our strongest trait. Besides t e numerous groups identified in this application, there are 17 citizen Advisory Boards (with more than 150 individual citizens) appointed by the City Commission. * The Presidents' Council, representing more than 80 neighborhood organizations, meets quarterly to disseminate and share information. Special hearings are held annually to assess neighborhood needs. These hearings, proceeded by newspaper articles, and announcements to associations draw dozens of speakers. * The 1990 municipal election which followed VISIONS 2000 and the "Decade of Excellence" activities had seven candidates vying for three seats. There was a 41' voter turnout - 50' greater than in the previous election. B. Community leadership The citizen driven call for public funding through increased taxation demonstrates the risk-takin9 posture of the community and its elected officials. This is a demonstrat~on of a results directed, business-like orientation of the City. * As with the citizen group that was the driving force behind VISIONS 2000 and which had representation from every sector (racial, religious, cultural and business diversities of Delray Beach) of the community, the more recent Neighborhood Task Team (25 members) brings together these same divergent groups to share in creating community programs and direction. * Many of our citizen participants have come from the Chamber of Commerce "Leadership Delrat" program. This program assists in developing individuals for leadership roles y providing an in-depth look at how our communitr functions and encourages involvement. Many community leaders evolve out of our ongo ng neighborhood planning activities where they receive training as citizen activists. C. Government Performance The candidates that emerged from the citizen directed efforts in 1990 ran unopposed in the 1992 elections, due to a general satisfaction with their performance and their focus on customer service and running the City like a business. The openness of the City's governance is demonstrated by its use of a citizens review process to assist in the selection of the current City Manager and Police Chief. Similarly, the annual meetin9s for establishing infrastructure priorities and inviting group and individual partic~pation in bi-annual community goal setting demonstrates openness and a commitment toward equitable provision of services and improvements. * Local officials and City staff are always participants at meetings of our numerous citizen directed grouEs ranging from the Drug Task Force to the minorit~ organized Delray Beach Merc ants Association, not to mention association groups suc as Progressive Residents of Delray, United Property OWners and others. D. Volunteerism & Philanthropy From the resource of senior citizens who farticipate in a City organized volunteer ~rogram to the Council of 100 (a group 0 business people who actually pay to be ~nvolved in soliciting and courting business relocations), volunteer ism runs high in Delray Beach. Volunteers power many activities such as the Cason Cottage Museum, which is maintained by the Historical Society. * Foundation and corporate focus is on a larger geographic area, but it does help in meeting our community's needs. Allamanda Gardens, a beneficiary of foundation funds channeled through the Housing Partnership, is an example of philanthropy and coordination. * Localll' Old school Square received private donations in excess of $800,000. Police and F re receive annual donations totalin9 more than $34,000 from homeowner groups. The Community Child Care Center, a nonprof~t day care center for disadvantaged youth, is supported by individual donations, service organizations and local government. E. Intergroup Relations The VISIONS 2000 assembly had a unifying imyact upon the diverse elements of this community. Recognition of meaningful contr but ions made by cultural and ethnic minorities has lead to activities such as the dedication of five historic sites in the Black community into our local historic reiister. This melding is further exemplified by the quarter century, downtown Delray A fair expanding west, while the 14 year old Roots Cultural Festival, highlighting the Black emphasis, expanded east. The Martin Luther King National Holiday is celebrated as a three day event, which culminates in a freedom walk led by community leaders and elected officials. * The school system has responded to our cultural diversity by implementing magnet programs in the local public schools. The Foreign Languaa.e Experience (FLEX) is a multicultural awareness and prejudice reduction program esigned for elementary school students in grades K-S. Enylish for Speakers of other Languaïes (ESOL) is a transitional, bi-lingual program wh ch teaches students sufficient Eng ish to enable them to progress satisfactorily in regular classrooms. KEEP RESPONSES WITHIN LINES '. . 1992 All-America City Award Application· Page 10 F. Civic Education To supplement academic programs, the city sponsors a "Students In Government Day". High School students shadow City officials and staff to learn, first-hand, how the City is run. An activity directed toward elementary school students includes a tour of City Hall during which a "fun book" which illustrates government work is given to the students. * The local high school encourages civic responsibility through youth clubs and organizations, which emphasizé community service activities such as tutorial assistance to disadvantaged youth, special projects with the elderly and outreach services. The Chamber of Commerce recognizes such efforts through a Student of the Month award. Additionally, the Delray Citizens for Delray Police provide an annual scholarship for community service in memory of a fallen police officer. * Community fraternal groups support community youth through voters registration drives, health fairs, computer training and role modeling (mentor) programs. G. Community Information Sharing Governmental issues are featured in a local paper distributed free within the community semi-weekly. Also, there are four regional newspapers each of which has a reporter assigned to cover City Hall and local news. * As part of its public outreach efforts, the City issues press releases and public service announcements on a timely basis to inform citizens of public works projects, public hearings and pertinent issues. The City also issues a monthly newsletter, "News For Neighborhoods", to more than 200 neighborhood organizations and businesses. In turn, many of these groups use items from the City's newsletter in their publications. * The many advisory 9roups hold open discussions on topics (e.g. schools) prior to forwarding recommendat~ons to the elected officials. For citizens which do not know of the many avenues which are available, the City Commission accommodates an "open agenda" for public comment at its regular meetings. A follow-up report is made at the next meeting. H. Capacity for Cooperation and Consensus Building Consensus building is a stalwart of our local governance. Issues are referred to Advisory Boards or ad-hoc committees where objectives and strategies are developed and then placed before elected officials. Use of this community planning process takes the politics out of most decision making and allows for conflict resolution by citizens. Outside City Hall, there are many groups that meet on a regular basis to resolve' community conflicts. For example, the Delray Merchants Association and the West Atlantic Property OWners Assoc~ation are groups which meet on a regular basis to address items such as community policing, loitering, trash removal, minority invol vement in business development and minority recruitment. The Neighborhood Task Team meshes minority area and affluent area representation in order to address all facets of neighborhood issues on a community-wide basis. Due in part to the accessibility of the elected officials and staff, all disputes which have occurred l~tð~u~evgr~~&1ÞrkFee years have been resolved outside the court system. Just look at us 1 We declared that we would become the "Village by the Sea" and we have! An active citizenry lead us to where we are today. A "citizens 9'1ide" was the precursor to our Future Land Use Element. VISIONS 2000 was an "Amer~can Assembly" retreat which established vision and policy direction of the City for the next ten years. The City Commission has a bi-annual goal setting program. The program includes a day of open agenda testimony from citizen groups and individuals whoses comments assist the City Commission in setting short and longer term objectives. * Delray Beach has made its diversity an asset. Throughout the year, special events and activities are hosted by nonprofit groups, service clubs and the City's Department of Parks and Recreation, which highlight and celebrate our cultural mosaic. Old School Square is a singular monument to this spirit of building on the past for an economic and prosperous future. J. Intercommunity Cooperation There is a structure for intergovernmental coordination in our metro area. Outside that structure, cities in South Palm Beach County have an informal "council of governments" through which elected officials come together to view regional issues. Delray Beach citizens who participate locally also serve on county-wide committees. Through such networking, Delray Beach is an influential actor in regional activity. * Our involvement with others is exemplified through a partnership with Palm Beach County resulting in the construction of a courthouse, which is situated to act as a catalyst in downtown redevelopment. Our work with the School Board to change its policy of "neutral zones" and to reinvest in City schools are, perhaps, our most significant examples of intercommunity cooperation. * Service delivery extends beyond our boundaries through cost-effective, inter local agreements with neighboring communities for police, fire/rescue, code enforcement activities and the provision of water and . ,peì{er ,-ervic;:es. . K. uverall, whicn of the ten components IS the strongest? By vote of the Communitv Partners Panel: Citizen Participation 75% Whichistheweakest?By vote of the Community Partners Panel: Intercommunity Cooperatìon 83% KEEP RESPONSES WITHIN LINES ~ · 1992 All-America City Award Application· Page 11 5. What lessons were learned through the implementation of the initiatives presented in the application that would prove valuable to other communities facing similar challenges? For each of the three projects, describe these lessons. Be certain to include any unique aspects of the execution of the projects, as well as suggestions of actions to be taken and actions not to be taken. ' Project 1 The most significant lesson gleaned from the "Decade of Excellence" bond program is that a well thought-out bond program, with initial citizen involvement, leadership and support can produce a successful bond referendum that is supported by the public at large. A key strategy to the effort was that project identification was done in public forums with efforts directed to ensure all segments of the community would be recipients and that the program thrust remained true to the initial citizen direction. Another significant lesson was that it proved to be beneficial to focus on the long-term aspects of the program and not on immediate benefits. Finally, we learned that the detailed identification of projects and assurances of governmental compliance was essential for voter support. The public's acceptance of the bond program grew as City staff participated in over 18 community meetings providing information without advocating for the passage of the bond program. The effort was truly an example of citizen and government team work. Project 2 The lessons are many, with the most significant being the emphasis on "empowering the citizen in the decision-making process." A large dose of citizen participation was necessary to move the stabilization and revitalization programs to reality. The City kept the focus on solving neighborhood problems which, added together, solved community problems. The committee who worked on the Housing Element of the Comprehensive Plan came up with a process and a menu of solutions instead of an end product. The Neighborhood Task Team provided the next step in this process by defining the objectives and program descriptions for new and improved housing opportunities and neighborhood improvements directed at mitigating declining conditions. The City supported the concept to let the people act directly on what is best for their community. The results are providing for "revitalization" instead of traditional "redevelopment". In time, the individual's strong commitment to their neighborhood can lead to tackling problems beyond the "sticks and bricks" and be directed toward solving problems of drugs, nuisances, and the like. Project 3 The main lesson learned from this project is that there is a special dedication and sense of pride established when property and business owners assist in the planning efforts and make personal investments to accomplish revitalization efforts. The end product produces a sense of pride and ownership. The creation of public/private partnerships develops open lines of communication between the elected officials, city staff and the public which provides for positive working relationships. Each of the activities was uniquely tied to the common theme of "Delray Beach, an Urban Village By-The-Sea, South Florida Renaissance City." KEEP RESPONSES WITHIN LINES ~ " CITY COMMISSION WORK SESSION DOCUMENTATION . SUBJECT: DISTRIBUTION OF PLAN AMENDMENT 92-1 MEETING DATE~RIL~92 ~ '-'0 ,~ U PREPARED BY: D VID J. KOVACS, DIRECT~ANNING BACKGROUND: By previous action, upon recommendation from the Planning and Zoning Board, the City Commission formally initiated Plan Amendment 92-1- While most of the items have come forward with a recommended action, a few were deleted from the amendment. There were two new subjects. One deal t with adding water and sewer main relocations (in conjunction with Atlantic Avenue widening) to the 5-year CIP; the other dealt with improving or relocation of the municipal tennis facility and pursuit of a tennis stadium for tournament use. The complete amendment (less background material) along with the list of deleted items will be distributed at the work session. On April 14th, you will consider the transmittal of Amendment 92-1 to D.C.A. for required reviews. A public hearing is required at the time of transmittal. The quarter-page ad (notice) is to run on Tuesday, April 7th. Attachments: * none DJK/CCTRANS.DOC WSI ;:)- ..