Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
07-16-13 Special/Workshop Meeting
CITY COMMISSION CITY OF DELRAY BEACH, FLORIDA SPECIALIWORKSHOP MEETING - TUESDAY, JULY 161, 2013 6:00 P.M. DELRAY BEACH CITY HALL MLF.A1 SfACH .AD -A lcaDty .#0,. Tgg3 2MI 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 the City Manager 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. SPECIAL MEETING AGENDA Pursuant to Section 3.12 of the Charter of the City of Delray Beach, the Mayor has instructed me to announce a Special Meeting of the City Commission to be held for the following purposes: 1. ACTION ON A MOTION TO WITHDRAW AN APPOINTMENT TO THE COMMUNITY REDEVELOPMENT AGENCY (CRA) BOARD: Reconsider a motion to withdraw Commissioner Frankel's recommendation for an appointment to the Community Redevelopment Agency (CRA) Board. 2. SELECTION OF STATE LOBBYIST /BALLARD PARTNERS, INC.: Consider approval of the Selection Committee's ranking and authorize staff to enter into contract negotiations with Ballard Partners, Inc. to provide state lobbying services to the City regarding sober house legislation. 3. SELECTION OF FEDERAL LOBBYIST /ALCALDE & FAY: Consider approval of the Selection Committee's ranking and authorize staff to enter into contract negotiations with Alcalde & Fay to provide federal lobbying services to the City regarding sober house legislation. 4. LETTER OF SUPPORT /JUSTICE ASSISTANCE GRANT (JAG) FUND: Authorize the Mayor to sign a letter in support of funding allocations for Countywide Justice Assistance Grant (JAG) funds for FY 2014. (Addendum) WORKSHOP AGENDA 1. Vision 2020 Forum Report 2. Public Arts Master Plan Presentation 3. Review of Advisory Boards 4. Commission Comments Please be advised that if a person decides to appeal any decision made by the City Commission with respect to any matter considered at this meeting, such person will need to ensure that a verbatim record includes the testimony and evidence upon which the appeal is based. The City neither provides nor prepares such record. MEMORANDUM TO: Mayor and City Commissioners FROM: R. Brian Shutt, City Attorney DATE: July 11, 2013 SUBJECT: AGENDA ITEM SP.1 - SPECIAL/WORKSHOP MEETING OF JULY 16, 2013 ACTION BY COMMISSION ON A MOTION TO WITHDRAW REGARDING A CRA APPOINTMENT ITEM BEFORE COMMISSION The Commission is requested to take action on a motion to withdraw made at the July 9, 2013 Commission meeting regarding a CRA appointment. BACKGROUND At the July 9, 2013 City Commission meeting Commissioner Frankel made a motion to withdraw his motion recommending a person for the CRA Board, after the motion had been seconded but prior to a vote on the motion. I incorrectly informed the Commission that since there was a motion and a second that the motion on the floor needed to be voted upon. That motion was voted upon and Commissioner Frankel's recommended appointment was not approved. At the end of the meeting Commissioner Frankel made a request to see if either myself or the City Clerk could check Roberts Rules of Order to see if the proper procedure had been followed. Pursuant to our Rules of Procedure, the general parliamentary procedure to be followed, except as otherwise modified by the Commission, is Robert's Rules of Order. After reviewing Robert's Rules of Order regarding the withdrawal of a motion, I have determined that what should have happened after Commissioner Frankel made his motion to withdraw is a question should have been asked to see if anyone objected, if no one objected then the motion could have been withdrawn. However, if someone did object, then it would be necessary to obtain the consent of the Commission for the motion to be withdrawn, which would have required a motion and a vote on the motion. If the motion passed then the motion on the recommendation could have been withdrawn. In order to correct the action taken by the Commission based upon my incorrect advice, I am recommending that the Commission reconsider the motion to withdraw. If there are no objections to the motion to withdraw, Commissioner Frankel may make another recommendation on the CRA appointment at the July 25 Commission meeting. If there is an objection then the consent of the Commission must be obtained, by a motion and vote, for the withdrawal of the motion to occur. If consent is granted then Commissioner Frankel may make the recommendation at the next Commission meeting. If consent is not granted then the recommendation for appointment will go to the next Commissioner. RECOMMENDATION Commission discretion. MEMORANDUM TO: Mayor and City Commissioners FROM: Terrill Pyburn, Assistant City Attorney THROUGH: R. Brian Shutt, City Attorney DATE: July 11, 2013 SUBJECT: AGENDA ITEM SP.2 - SPECIAL/WORKSHOP MEETING OF JULY 16, 2013 SELECTION OF STATE LOBBYIST /BALLARD PARTNERS, INC. ITEM BEFORE COMMISSION Selection Committee is requesting consideration of approval to enter into an agreement with Ballard Partners, Inc. to provide state lobbying services to the City regarding sober house legislation for an estimated cost of $15,000.00 for the year. BACKGROUND The City sent out the "Invitation To Submit" #2013 -52 on June 20, 2013. In response, five (5) firms submitted proposals by the requested due date July 3, 2013. The five (5) proposals were submitted by All Florida Solutions, Inc., Ballard Partners, Inc., Ericks Consultants, Inc., Greenberg Traurig, P.A. and Ronald Book, P.A. The Selection Committee met on July 11, 2013 to discuss the proposals submitted by each of the five (5) firms and ultimately decided to rank the top three (3) firms because they had the most prior relevant experience, they had excellent recommendations by other local governmental entities, and they were priced the lowest. The Selection Committee ranked the firms as follows: 1. Ballard Partners, Inc. was ranked first - $15,000 for the year 2. Ericks Consultants, Inc. was ranked second - $40,000 for the year 3. Ronald Book, P.A. was rank third - $60,000 for the year RECOMMENDATION Consider approval of the Selection Committee's ranking of responses for RFP 2013 -52 for state lobbying services to the City regarding sober house legislation; and authorize staff to enter contract negotiations. ITS OPENING: JULY 3, 2013 @ 3:00 P.M. INVITATION TO SUBMIT LOBBYING SERVICES REGARDING SOBER HOUSES ITS NO. 2013-52 COMPANY NAME ADDRESS CITY, STATE, ZIP CONTACT PHONE! FAX EMAIL 1 ALL FLORIDA SOLUT[ONS PO BOX 81 -1433 BOCA RATON FL HENERY HANDLER 561 .997.99951561.997.5280 hbh allfloridasolutions.cam 2 EALLARD PARTNERS 403 EAST PARK AVENUE TALLAHASSEE, FL 32301 JOSEPH MCCANN 850.577.0444! 850,577.0422 mcc— ballardn. cm 3 ERICKS CONSULTANTS, INC 205 SOUTH ADAMS STREET TALLAHASSEE, FL 32341 CANDICE ERICKS 954.648.3204 candice erlcksconsultants_mm 4 GREENBERG TRAURIG P.A. 101 EAST COLLEGE AVENUE TALLAHASSEE, FL 32301 FRED BAGGETT 850222.6691 (850.681.02B7 ha et F tlaw.com 5 RONALD BOOK P.A. 18851 NE 29TH AVENUE SUITE 1010 AVENTURA, FL 33150 RONALD BOOK 305.935.8558 roof dhookna_eom. REMARKS: Offers from the Vendors listed herein are the only offers received timeiy as of the above opening date and time POSTED ON 07.00.2uV BALLARD I PARTNERS July 1, 2013 Ms. Patsy Nadal Purchasing Manager City of Delray Beach 100 NW 1" Avenue Delray Beach, FL 33444 Re: Invitation to Submit #2013 -52 Dear Ms. Nadal: Pursuant to your letter dated June 20, 2013, we submit the following proposal for State Lobbying Services Regarding Sober Houses before the State of Florida. This representation includes the Florida Legislature, the Executive Branch, all executive agencies and any other board or commission necessary to successfully achieve our agreed upon goals. We appreciate this opportunity to continue our professional relationship with the City of Delray Beach. It is our understanding the issue of primary focus for the next year will be the continued advocacy of regulations regarding "Sober Houses ". We were pleased to have been involved in the passage of the budget proviso language during the 2013 session, and look forward to working with the City to advocate for and support the development and execution of the licensure and registration process. We believe our experience with this topic will be of great benefit to the City in the coming year. We propose an agreement, limited to advocating for the passage of legislation dealing with "Sober Houses ". This includes any and all work associated with passing a bill and working with the Governor's office to obtain a successful signature once it gets to the Governor's desk. This would address the contract period of July 15, 2013 to July 14, 2014 and would include all of the work necessary before session as well as after to obtain the Governor's support. It will be necessary to assist in the drafting of the proposed legislation, obtain sponsors in both the House and Senate, establish "champions" within the Legislative Delegation, meet with the executive agencies such as the Department of Business and Professional Regulation, and obtain legislative support from leadership and any and all members of the House and Senate. We propose a fee of $15,000 for this representation. While I will serve as the City's primary contact, all of the firm's principals will be utilized when necessary. We believe it is our combined expertise and relationships at all levels of government that is uniquely beneficial to our clients. All representatives of the firm may be contacted through our Tallahassee office: TALLAHASSEE 403 EAST PARK -WE. TALLAHA55EE. FL 323631 B5C_577.0444 B.SC_577.0C22 FAX WEST PALM BEACH SOS 5_ FLAGLEP. OP.., SUITE 145t] WEST PALM BEACH. FL 33401 561 253.323.2 56 1 .253.3230 FAx JACKSONVILLE 2 k C % SAWGRA55 � I LL = OR PONTE VEPRA. FL 32OB2 904. 5 5 7.8 331 MIAMI 801 BRICKELL AVE_ SUITE 900 MIAMI, FL 03131 305.906 ; O 15 5 TAMPA 2202 N. WE5T 5HORE BLVb, SUITE 200 TAMPA, FL 33607 Ms. Patsy Nadal Purchasing Manager July 1, 2013 Page 2 403 East Park Avenue Tallahassee, Florida 32301 (850) 577 -0444 phone (850) 577 -0022 facsimile Joe McCann — jmccanngballardfl.com Attached you will find examples of our legislative successes from the 2013 Session as well as the requested letters of reference. We would like to further our partnership with the City, and continue to help it to achieve its short term and long term goals. Thank you for your consideration and I look forward to hearing from you. Sincerely, � ,Joseph McCann c� RESULTS We understand that results are what truly matter. We not only develop strategic plans we implement them. We are passionate, persuasive advocates who maximize results for the clients we serve. A few examples of our achievements for clients the 2013 Session include: Spring Training Facilities Senate Bill 406 Each spring, 15 Major League Baseball franchises host their spring training workouts and games in various cities across Florida. More than 1.5 million fans attend spring training games annually, and provide a $750 million benefit to the state each year. This type of economic draw, with limited long term demand on resources, is a tremendous opportunity for the local governments that host these stadiums. At the same time, bringing your professional sports team to a vibrant, attractive, Florida city is a benefit to your team and your fan base. In 2013 we combined the needs of multiple clients; the City of Palm Beach Gardens, the Houston Astros, the Toronto Blue Jays, and the New York Yankees to enhance spring training in Florida. We pushed the Governor's proposed incentive program through the legislative process but more significantly, we successfully increased the total available funds to local governments from $40 million to $50 million. This accomplishment required gaining the support of not only the House and Senate leadership but also the Governor. This increase will help the City of Palm Beach Gardens attract two major league baseball franchises to their town and also help attract more Major League Baseball teams to Florida. Kennedy Space Center Visitor Center Delaware North Companies Delaware North Companies is a global food service and hospitality company that operates in the lodging, sporting, airport, gaming and entertainment industries. They have several properties in Florida including the Kennedy Space Center Visitor Center at Cape Canaveral. Education Tourism is a multibillion - dollar industry, and Kennedy Space Center is on par with top educational attractions such as the Smithsonian. With the end of the Space Shuttle program, there was a tremendous need to enhance the marketing efforts to promote Florida's space tourism industry. In 2013 the Space Shuttle AtlantisSM exhibit opens at Kennedy Space Center Visitor Complex. This new $100 million home of the priceless, historic spacecraft tells the incredible story of NASA's 30 -year Space Shuttle Program. The 90,000 - square -foot Atlantis attraction is the marquee element of the Visitor Complex's 10 -year master plan In 2013 we worked with the Florida Legislature to appropriate an extra $1.5 million in recurring funds to Space Florida to specifically begin a targeted space tourism marketing effort to promote not only this attraction but also this industry. Emergency Shelter Construction Funding Florida Coalition Against Domestic Violence (FCADV) FCADV serves as the primary voice for victims of domestic violence and their children in the public policy arena. It works closely with the Executive and Legislative branches to create and implement public policy that strengthens penalties for batterers and enhances services for survivors of domestic violence. Through this effort, Florida continues to have some of the strongest domestic violence public policy in the country. We were successful during the 2013 Session to assist FCADV in obtaining $10 million in new funds to increase emergency shelter and transitional housing for victims of domestic violence. This effort also included an additional $2 million in recurring funds to provide core services that will be needed with the expansion of shelter capacity and transitional housing. PECO — Altamonte Springs Campus Foundation for Seminole State College of Florida Seminole State College of Florida is a public state college located in Sanford, Florida. As 1 of 28 schools that make up the Florida College System, it is important for it to have its own specific voice in the legislative process. In 2013 we were able to complete a multi -year project for Seminole State College when we secured $7.2 million in State funding that will permit the college to complete the acquisition of land and facilities for a public private partnership satellite campus. When fully developed, the new campus will contain a total of 1.4 million square feet, including 950,000 square feet of educational space and 450,000 square feet of commercial /office development. This is a great example of a client with long term legislative goals. Once completed the total project will have received $25 million in State Public Education Capital Outlay funds, $10.25 million in 2011, $7.5 million in 2012, and $7.25 million in 2013. FAMU Crestview Education Center Funding Florida A &M University Foundation In the fall of 2012, FAMU began accepting students into the four -year Doctor of Pharmacy program at its Crestview campus. The FAMU- Crestview Pharmacy program makes it possible for students from underserved areas in northwest Florida to receive advanced health care training leading to a Pharmacy degree. FAMU recruits students into the program from the five state colleges located in close proximity to the city of Crestview who are committed to practicing in the rural communities of Florida. The Firm was able to secure $1.5 million in operational support. for the FAMU Crestview Education Center during the 2013 legislative session. Drug Repackaging Automated HealthCare Solutions Physician dispensing of medications to workers' compensation patients has been one of the most visible and controversial issues of the past few sessions. The Firm's client in this area (AHCS) works with physicians' offices to collect the claims they bill to insurance companies on behalf of their workers' compensation patients. Workers' compensation insurance companies had been trying for several years to reduce the reimbursement rates to doctors who perform this important service to such an extent that the practice of dispensing would likely end. Prior to our representation, it was discovered that the language had been inserted into one of the budget conforming bills in the final days the 2010 legislative session. We were successful in obtaining a veto of this important conforming bill. During the following two sessions, we defended our client against legislation sponsored by the Florida Chamber of Commerce, Associated Industries of Florida and a vast coalition of workers' compensation insurance companies that would have essentially ended physician dispensing in Florida. This year we went on offense and we successfully negotiated a resolution beneficial to our client. In the end, the reimbursement formula was changed and the dispensing fee, which is the amount that doctors can charge for the service was doubled. This issue was often played out in the press as well as long and contentious committee hearings and floor debates, every vote had to be counted and reconfirmed. It took a fully executed long term strategic plan to shift legislators' opinions on this issue and create a policy environment focused on patient care rather than the assertions made by the insurance industry. OphthalmologistlOptometrists Scope of Practice House Bill 239 Florida Society of Ophthalmology Since optometrists gained the ability to prescribe topical drugs in the mid- 1990s, they have wanted the authority to prescribe oral medications. During the Firm's first year of representation of the Florida Society of Ophthalmology ( "FSO "), we successfully brokered the landmark deal between the physicians and optometrists with the passage of HB 239. FSO is comprised of hundreds of ophthalmologists in Florida — comprehensive ophthalmologists, ophthalmic subspecialists (including glaucoma, retina, cornea, plastics, and pediatrics), rural and urban ophthalmologists, private sector, university, and Veterans Administration ophthalmologists, high - volume and low - volume ophthalmologists, and even retired ophthalmologists. As originally proposed, legislation supported by the Florida Optometric Association would have given the Board of Optometry unbridled discretion to allow optometrists to prescribe virtually all oral medications with the exception of narcotics. While Florida became the 48th state to allow optometrists to prescribe oral medications under HB 239, the prescribing authority is limited to 14 drugs, and those limited drugs may only be prescribed for a ocular conditions and for a short period of time. In addition, the bill included significant patient safety measures. The legislation clearly states optometrists are prohibited from performing "any kind of surgery." Prescribing optometrist are now required to report any adverse incidents to the Department of Health, and the bill requires the co- management of post- operative care between the ophthalmologist and optometrist to be fully transparent to the patient and essentially codifies the co- management guidelines of the American Academy of Ophthalmology and the American Society of Cataract and Refractive Surgeons. Child Protective Investigative Services Broward County Sheriff The Broward County Sheriff's Office ( "BSO ") experienced a 5.7% funding decrease in 2008. In 2013, our first year of representing BSO, we increased the State statutory grant for the Broward Sheriff's Office for Child Protection Investigations by $2 million. Growth Management City of Boca Raton The City of Boca Raton was on the losing side of a lawsuit that would have required them to conduct a city -wide referendum every time they issued a development order outside of the comprehensive plan. This was clearly not the intention of the legislature when they passed sweeping growth management legislation in 2010. Cities that did not have a referendum policy in place before the legislation passed were exempt from this provision. Unfortunately the court felt that the law was unclear in this regard. We were able to rectify this situation with the passage of House Bill 537. This bill clarified that the city would not have to hold referendums for many of the projects already in the pipeline. This legislation dealt with a very controversial area of the law but all concerns were dealt with during the committee process and the bill passed unanimously out of both chambers. Mitigation of Wetlands Martin County Martin County is one of a few counties in the State of Florida that does not allow for the mitigation of wetlands. The county does not allow for the destruction of any wetlands. This policy is one of the strictest in the State and has comes under fire on the legislative front several times. The 2013 Legislative Session was no different. Language that would have preempted the local ordinance was in included in several important bills. Working with Martin County delegation and other concerned interest groups we were able to have this language removed from all legislative vehicles. DOUG SMITH Commissioner, District 1 ED FIELDING Commissioner. District 2 ANNE SCOTT Commissioner, District 3 SARAH HEARD Commissioner, District 4 JOHN HADDOX Commissioner, District 5 TARYN KRYZDA, CPM County Administrator MICHAEL D. DURHAM County Attorney TELEPHONE 772 -288 -5400 WEB ADDRESS http://www.martin.fl.us MARTIN COUNTY BOARD OF COUNTY COMMISSIONERS 2401 S.E. MONTEREY ROAD • STUART, FL 34996 Telephone: Fax: Email: June 27, 2013 Ms. Patsy Nadal, Purchasing Manager City of Delray Beach 100 NW 1 se Avenue Delray Beach, FL 33444 Dear Ms. Nadal: (772) 320 -3095 (772) 2885432 kparmeWmartin.fl.us I am pleased to provide this letter of reference for Ballard Partners. The Martin County Board of County Commissioners has enlisted the support of Ballard Partners in accomplishing our state legislative priorities for nearly 15 years, working primarily with Senior Vice President Joe McCann. Ballard Partners has consistently provided Martin County with excellent service and effective representation. They provide a high level of access, professionalism and experience and Martin County has greatly benefitted from their keen advice and strategic advocacy, resulting in critical legislative outcomes of great importance to our county. In addition to their knowledge and resourcefulness in accomplishing our legislative priorities, they are very accessible and truly enjoyable to work with. Should you have any further questions, please do not hesitate to contact me at (772) 320 -3095 or e -mail lkpannele a)martin.fl.us. Sincerely, Kat Parmelee Inter overnmental & Grants Coordinator Reference Letter for Ballard PaAners.docx �r I HCS Automated Healthcare Solutsons June 28, 2013 Ms. Patsy Nadal, Purchasing Manager City of Delray Beach 100 NW "Avenue Delray Beach, Florida 33444 Dear Ms. Nadal: It is with pleasure that I am providing this letter of reference for Ballard Partners. For the last four years, Automated Healthcare Solutions ( "AHCS ") has enlisted the support of Ballard Partners to accomplish an array of state legislative and regulatory priorities. Ballard Partners has consistently provided AHCS with exceptional service, high level access and effective representation, resulting in numerous legislative victories of critical importance to our organization. But for the strategic counseling, resourcefulness. and unwavering advocacy of Brian Ballard, Joe McCann, and the rest of the Ballard Partners team, AHCS would not have been as successful in a variety of highly debated issues. It is without reservation that I recommend Ballard Partners. Should you have any further questions, please do not hesitate to contact me at (954) 892- 2497 or imaurer(uahcs.com. Sincerely. Jennifer Maurer, Esq. Government Relations Director 2901 SW 149th Avenue ♦ Suite 400 ♦ Miramar, FL a 33027 954.892.2497 • jmaurer@ahcs.com MEMORANDUM TO: Mayor and City Commissioners FROM: Terrill Pyburn, Assistant City Attorney THROUGH: R. Brian Shutt, City Attorney DATE: July 11, 2013 SUBJECT: AGENDA ITEM SP.3 - SPECIAL/WORKSHOP MEETING OF JULY 16, 2013 SELECTION OF FEDERAL LOBBYIST/ ALCALDE & FAY/ FEDERAL LOBBYING ITEM BEFORE COMMISSION The Selection Committee is requesting consideration of approval to enter into an agreement with Alcalde and Fay Federal Lobbying Services to handle a single issue, sober house legislation. BACKGROUND The City advertised a request for professional Federal Lobbying Services to handle a single issue, sober houses. RFP No. 2013 -46 went out for request for proposal on May 20, 2013. The deadline for responses was June 3, 2013. In response to the RFP, four (4) firms submitted proposals to the City, Becker and Poliakoff, Alcalde and Fay, William J. Peebles, P.A. and The Ferguson Group. The Selection Committee met on June 24th, July 1St, and July 11th to discuss the proposals and ultimately decided to rank the top two (2) firms because they had an office in or around Washington, D.C., they had excellent recommendations by other local governmental entities, and they were priced at $3,000 per month, plus costs for travel outside of the Washington, D.C. area only. The remaining two (2) firms were priced higher (William J. Peebles, P.A. at $7,000 /month and Ferguson Group at $3,333 /month). While the Selection Committee had a difficult time deciding between the two (2) low bidders, Alcalde and Fay was voted as the first choice, while Becker and Poliakoff was voted as the second choice. FUNDING SOURCE Funding is available from 001- 1111 -511 -34.90 (General Fund: Operating Expenses — Miscellaneous Other Contractual Service). RECOMMENDATION Consider approval of the Selection Committee's ranking of responses for RFP #2013 -46 for federal lobbying services to the City regarding sober house legislation; and authorize staff to enter contract negotiations. BID OPENING; JUN 13, 2013 @ 1:00 P.M. PROFESSIONAL FEDERAL LOBBYING SERVICES RFP No. 2013 -46 ADDENDUM'S 1 Per Month COMPANY NAME ACKNOWLEDGED Cost ADDRESS CITY, STATE, ZIP CONTACT PHONE! FA% EMAIL 1 ALCALDE & FAY NO 3,000.0015,000.0 2111 Wilson Boule ard, 8th Floor Arlington, VA 22201 L.A. "Skip" Befalls 703,841,0626 / 703.243.2876 aaicaide -ra ,com 2 BECKER & POLIAKOFF NO $3,000.00 1275 K Street, NW Suite 850 Washington, DC 20005 Omar Franco 202.621 7122 !202.559.8750 o1rarcolhILackILIRolUNgff .com 1130 Connecticut Avenue, NW Suite 3 THE FERGUSON GROUP LLC YES $3,333.00 300 Washington, DC 20436 Kareem Murphy 202.331.8500! 202.331.1598 km,, h K netccm 4 WILLIAM J. PEEBLES, P.A. YES $7,000.00 310 West College Avenue, 3rd Floor Tallahassee, FL 32301 John W. Smith 850.681.73831 850.681.7271 gh_n,.CGiI Qeehles.com REMARKS: Offers fron the vendors listed herein are the only offers received timely as of the above opening date and time POSTED 6.13.2013 ALCALDE & FAY PROPOSAL TO PROVIDE PROFESSIONAL FEDERAL LOBBYING SERVICES FOR DELRAY BEACH, FLORIDA t f FBI. RFP # 2013 —'q- e DUE JUNE 13, 2013 L.A. "SKIP" BAFALIS, PARTNER ALCALDE & FAY GOVERNMENT AND PUBLIC RELATIONS 2111 WILSON BOULEVARD, 8TH FLOOR - ARLINGTON, VIRGINIA 22201 (703) 841- 0626 BAFALIS@7ALCALDE- FAY.COM ALCALDE & FAY TABLE OF CONTENTS ABOUT THE FIRM TAB A BACKGROUND AND EXPERIENCE IN HOUSING ISSUES AND FEDERAL AGENCY REGULATIONS TAB B ADDITIONAL EXPERIENCE WITH HOUSING ISSUES TAB C APPROACH TO SERVICE TAB D PROPOSED CLIENT TEAM TAB E REFERENCES TAB F SCHEDULE OF PRICING TAB G APPENDIX TAB H ■ DeIray Beach Bid Cone of Silence Form ■ Delray Beach Corporate Acknowledgment Form ■ Delray Beach Bid Signature Form ■ Delray Beach Schedule of Pricing Form ■ Delray Beach Client Reference Form ■ Alcalde & Fay GrantAlert for Local Governments ALCALDE & FAY ABOUT FIRM HISTORY Alcalde & Fay was founded in 1973 by Hector Alcalde, who continues to serve as the Chairman and Chief Executive Officer. The firm is comprised of 45 professionals who reflect a rich diversity in both background and expertise. The partners of Alcalde & Fay include a former Member of Congress, senior staff from Capitol Hill, and presidential appointees. Also included are partners and associates with backgrowzds in public relations, journalism, marketing and law. For 44 years, Alcalde & Fay has successfully managed issues and represented a broad range of large and small public clients before the United States Congress and the Executive Branch. The firm has built a distinguished reputation for effective public policy representation on behalf of numerous municipal governments, as well as a myriad of corporations including those in the transportation, maritime, energy and envirorunental, communications, health care, and defense industries. Alcalde & Fay was one of the first government and public affairs firms to specialize in federal advocacy for public bodies across the country. Our efforts for these clients have included helping to secure legislative appropriations, federal contracts and grants, as well as advocating national policy initiatives. Notably, our firm has a long standing professional relationship with several small -to- "DEAN OF LOBBYISTS FOR large city clients uz Florida, California, Texas, and Virginia. Our substantial roots in Florida .FLORIDA COMMZIlMUS" and extensive experience in advising local - Florida Trend Magazine governments has led to Florida Trend referring to our firm as "the clean of lobbying for Florida communities," which speaks to our firm's ability to achieve measurable results on behalf of our clients. The firm counts 45 partners and professionals on its staff including a former Member of Congress, senior staff from Capitol Hill and the Executive Branch, and presidential ALCALDE & FAY P age 12 appointees who reflect a rich diversity in both background and expertise. Other partners and associates have backgrounds in public relations, journalism, marketing and law. Drawing on the expertise of our staff, we are able to provide effective advocacy on behalf of clients with Congress, regulatory agencies, the White House and numerous Federal agencies. Over the years, we have worked closely with many members of Congress, congressional staff and political appointees, several of whom are in positions of seniority and leadership. These relationships, combined with our understanding and experience in the public policy decision- making process in Washington, enable us to be effective advocates for our clients' goals. LOCAL GOVERNMENT EXPERTISE Alcalde & Fay was one of the first government affairs firms to specialize in Federal advocacy for public bodies across. the country. Since our inception we have represented a broad spectrum of cities, counties, seaports, airports, transportation authorities and public entities. Currently, our firm provides services to approximately 80 public body clients nationwide, including more than 40 public bodies in Florida. On their behalf, we assist in navigating the legislative, appropriations, and authorizing processes on Capitol Hill and the competitive grant, regulatory and policy processes within Federal departments. Our range of expertise is broad and substantial: from transportation and infrastructure projects to those related to environment and water resources; law enforcement and emergency services; community and economic development; health and social services; among others. This breadth of expertise is a great benefit to our local government clients, particularly in developing creative solutions to the most complex problems. BIPARTISAN CONGRESSIONAL RELATIONSHIPS Recognized as a bipartisan firm, the partners and personnel of Alcalde & Fay are drawn from both political parties and have among them close working relations with key legislators and staff on both sides of the aisle. Alcalde & Fay will continue to make it a priority to maintain good working relationships on the City's behalf with the entire Florida Congressional Delegation. ALCALDE & FAY Page 13 Likewise, the team assembled to represent the City of Delray Beach, and partners and associates of Alcalde & Fay, already have a great rapport with the City's Congressional Delegation, which includes: Senators Bill Nelson (D) and Marco Rubio (R), and Representatives Ted Deutch (D) and Lois Frankel (D). The City's Congressional Delegation will provide a strong base of support for implementing your Federal Legislative Agenda. In addition to a strong relationship with the City's Congressional Delegation, Alcalde & Fay has solid working relationships with key chairmen, ranking members, and senior congressional committee staff. Through our representation of clients from across the country, we are capable of promoting the City's initiatives to other key leaders on Capitol Hill who are not from Florida. Perhaps most importantly, the firm is well acquainted with key committee chairmen, ranking members and members of Congress who will be instrumental in achieving the goals of the City, such as those that sit on the House Financial Services Committee (with jurisdiction over housing), Senate Banking, Housing, and Urban Affairs, House and Senate Appropriations Committees, House Transportation and Infrastructure (T &I) Committee, Senate Environment and public Works Committee, and several other congressional committees. EXECUTIVE BRANCH RELATIONSHIPs In addition to Capitol Hill, our long -term bipartisan relationships extend well into the ranks of political appointees and senior career staff in many of the Federal departments. Alcalde & Fay has extensive contacts and significant experience in dealing with the Departments of Housing and Urban Development, Justice, Energy, Transportation, Labor, Homeland Security, Commerce, and the Environmental Protection Agency, among others. Our relationships with federal department officials and staff will be an asset to the City in your efforts to affect administration policy, secure competitive grant funding, fight burdensome regulations, cut through bureaucratic red tape, expedite project review, obtain federal permits, and solve City problems that fall under federal jurisdiction. ALCALDE & FAY Page 14 • r r r r • WORKING WITH THE DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT We have an abundance of experience in representing public bodies before Federal Administrative Agencies, including the Department of Housing and Urban Development (HUD). Two recent examples are as follows: (1) In November, 2012 we were successful with helping Fairfax County, Virginia, obtain a Moving to Work designation from the Department of Housing and Urban Development which allows the County's Redevelopment and Housing Authority to expand its already strong community partnerships and decrease administrative workload allowing housing staff to spend more time working directly with residents to ensure they are connected to the services they need most. In addition, we assisted in identifying unspent HUD dollars that were targeted for rescission by Congress and ensured that the dollars were obligated so that Fairfax County did not lose them. (2) In May, 2012, on behalf of the City of Sanford, Florida, we arranged and attended a meeting in 2012 with HUD officials in Washington, DC, to discuss issues involving the Sanford Housing Authority (SHA), including a $4 million loan that was incurred as a result of HUD taking over SHA in 2005. Later in the year, subsequent to our meeting with HUD, over $2 million of the Ioan was forgiven. WORKING WITH FEDERAL DEPARTMENTS TO CLARIFY OR CREATE RULES In addition to the examples of our work with HUD, we have assisted public bodies with seeking rule changes and/or clarifications before several Federal Departments. Two recent examples include: (1) In July 2012, Flagler County, Florida, sought our assistance in obtaining the Federal Aviation Administration's (FAA) approval of the lease of a County airport property to a charter school. This required us to contact, and continue to communicate, with the FAA Compliance staff in Washington for several weeks. While the FAA opposed allowing "non - aviation schools on airport property ", the FAA ultimately approved the lease in less than 45 days with ALCALDE & FAY Page 15 conditions that were satisfactory to the County. As a result, the County was able to secure a three year lease of the property. (2) In October, 2011, we assisted Osceola County, Florida, with changing the Environmental Protection Agency's (EPA) impaired water status of Lake Tohopekaliga so that no total maximum daily load (TMDL) was needed for the Lake. The County contacted us to request the change, and we contacted EPA in Washington to discuss the issue and request a meeting with the County officials and us. In the end, a meeting with the EPA was not necessary and the EPA granted the impaired water status change. In regard to assisting in the creation of a Federal Administrative Agency rule, we are currently working with Okaloosa County and Escambia County, Florida, and the Department of Treasury to ensure that the regulations drafted by Treasury are consistent with the legislative intent of the RESTORE Act (included as part of S. 1813), which would direct 80 percent of BP oil spill fines to be spent on restoration of the Gulf Coast. We are consulting with Treasury staff to obtain a copy of the regulations prior to their public release, so that we have an opportunity to provide information and comment. Treasury has stated that they will issue the draft regulations to the counties for our review and input prior to publication in the Federal Register. STRATEGY FOR DELRAY BEACH'S SOBER HOUSE ISSUE As it relates specifically to the needs of Delray Beach, we are familiar with the courts inconsistent application of the Farr Housing Amendments Act to sober homes and the need to clarify the law so that cities like Delray Beach can enforce local land use regulations without violating federal law. To that end, we would generally propose the following strategy to meet Delray Beach's objective: (1) Contact HUD staff in Washington to do some reconnaissance on the issue, such as: (a) determine who are the appropriate officials at HUD with experience in this matter, (b) determine if this is a matter in which HUD receives regular communication from other interested entities, (c) has HUD responded previously to other communities with similar questions and concerns, and (d) obtain any written material on the issue, such as previous written responses by IUD, that might address the City's issue. (2) Arrange a conference call, and most likely a meeting, with HUD staff to discuss the issue further and see if HUD is willing to offer a clarification of the issue. We would also brief the City's congressional delegation on the matter ALCALDIE & 17AY Page 16 during this process. We might ask the delegation to attend the HUD meeting with us. (3) If clarification is not provided to Delray Beach by HUD staff, we would solicit the support of the City's congressional delegation, and possibly other members of Congress with communities in similar situations to that of Delray Beach, to send a letter to HUD requesting a clarification of the law. (4) If clarification is not provided at this point, most likely we will need to request that the City's congressional delegation, and other members of Congress, draft legislation that would resolve the matter. This of course would be a difficult path, and one that would require a time and a great deal of advocacy on Capitol Hill, since there could be groups opposed to such legislation and we would have to work on an approach that could generate enough support to pass congress. This strategy might also require coordination and consultation with the Department of Justice, and we would work with them in a similar manner. A successful example of this strategy follows. Last year, on behalf of the Melbourne International Airport (MLB), Florida, we employed a similar approach to solving MLB's problem with obtaining Customs and Border Protection (CBP) agents. In October 2011, MLB sought CBP's approval for the use of temporary CBP agents to service seasonal international flights. The CBP denied the request even though Representative Bill Posey (R FL) and Senators Bill Nelson (D- FL) and Marco Rubio (R -FL) supported it. The CBP stated that it did not have the legal authority to grant the request. We had several conference calls with CBP, and the Congressional Delegation also met with CBP staff, to discuss the problem further and to come up with a resolution. The CBP recognized the problem, and proposed a legislative solution in CRP's budget request to Congress for fiscal year 2013. We then advocated for CRP's proposal, submitted in the President's FY 2013 Budget Request, to the House and Senate Homeland Security Appropriations Subcommittees, which had jurisdiction over the matter. The proposal was ultimately included in Homeland Security Appropriations Committee legislation, and now MLB is in the process of working with CBP to obtain the use of the temporary CBP agents. ALCALDE & FAY Pa g e 17 rr • • Through Alcalde & Fay's local government representations throughout the country, we have a wealth of knowledge and experience in community renewal and urban development initiatives, often assisting cities and counties from the initial planning stages to construction, implementation and maintenance. We have worked extensively on behalf of our public clients to obtain funding for downtown improvement, economic development, urban redevelopment and parks. We are quite familiar with funding available from a I number of different agencies, particularly the EPA - a 4 and the U.S. Department of Housing and Urban Development (HUD). We have supported the granting of HUD Section 108 loans for communities needing a source of financing for economic development, housing rehabilitation, public facilities, and large -scale development projects. Additionally, ' we have supported maintaining Community Development Block Grants (CDBG) along with U.S. Department of Commerce, Economic Development Administration (EDA) grants for revitalization and reuse of idle and abandoned industrial land and facilities. COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM The Community Development Block Grant (CDBG) program provides formula grants to entitlement counties, cities and states to foster self - sufficient urban communities consisting of affordable and stable housing and providing job opportunities, primarily for the low -to- moderate— income community. As a significant beneficiary of CDBG funds, Delray Beach has an interest in a well - funded CDBG program, which was targeted for significant cuts in the 1121h Congress. With its hurricane prone geography, Delray Beach also benefits from CDBG Disaster Recovery Assistance, which is provided by formula to communities that have disaster recovery needs that were not met by other Federal agencies. These formula grants support economic development, housing, infrastructure and hardening to prevent any further damage in area impacted by disaster. ALCALDE & FAY P a g e 1 8 We will continue to identify federal resources for Delray Beach's housing and homeless assistance needs. Several viable programs are highlighted below: • The HOME Investment Partnerships Program that provides grants to States and units of local government through a formula allocation for the purpose of expanding the supply of affordable housing. For FY 2012, Congress appropriated $1 billion for this program. • The Homeless Assistance Grants Program that funds municipal efforts to alleviate the impact of homelessness on children, individuals, and families. In FY 2012, Congress provided $1.901 billion for homeless assistance grants. j The Special Needs Housing for the Elderly Program that supports the development of local housing options to assist older persons to continue living in their dwellings. These options may include home equity conversion, home maintenance, accessory apartments or other secondary units and shared /group residences. In FY 2012, Congress provided $375 million for this program. ■ The Housing for Persons with Aids (HOPWA) Program provides states and localities with resources and incentives to devise long -term comprehensive strategies to meet the housing needs of persons with HIV /AIDS and their families. In FY 2012, Congress provided $332 million for this program. ■ The Revitalization of Severely Distressed Public Housing Program (HOPE VI) provides competitive grants to housing authorities to revitalize entire neighborhoods adversely impacted by the presence of badly deteriorated public housing projects. In FY 2012, Congress eliminated funding for this program and replaced it with the Choice Neighborhoods Initiative, which was funded at $120 million. ALCALDE & FAY Page 19 DEVELOPMENT OF FEDERAL AGENDA Alcalde & Fay's efforts on behalf of each client are tailor -made to meet that client's needs. We pride ourselves in our commitment to service and attribute our high client retention rate to that service. The firm's approach with both new and current clients includes:. • Continuous communication with the client and key decision makers in Congress; • Understanding the agendas of those from whom we �x are requesting assistance so we can fit our client's - objectives into that agenda, • In -depth knowledge of the programs and issues of importance to our clients; Access to decision - makers; and Creative and persistent pursuit of our client's goals. While we recognize that the City's primary objective is to obtain a clarification of the Fair Housing Amendments Act (FHAA), we would like to discuss a couple other services that we could provide to the City. CONGRESSIONAL BUDGET APPROPRIATIONS Congress employs numerous ways to fund portions of projects so colleges and universities can develop plans, implement change, and enhance their campuses. A core ' r part of our practice is assisting colleges and universities secure funding through the appropriations and grant process. It annually considers several appropriations measures that provide funding through grants for numerous activities, such as transportation, housing and community development, energy and environment, education, as well as homeland security and public safety. We are experts in helping our clients navigate this process and our efforts have aided our clients in achieving hundreds of millions of dollars of funding over our long history. ALCALDE & FAY P a g e 1 10 Alcalde & Fay is well equipped to do this for the City of Delray Beach and will work with your congressional delegation, key members of congress, as well as the House and Senate Appropriations Committees to create and/or preserve Federal programs that are important to the College. We also stand ready to draft and develop committee report language and bill language, which has enabled many of our clients to apply for Federal grants and low- interest loans that match an entity's needs. IN -HOUSE FEDERAL GRANTS DEPARTMENT :ALC_& DE&FAV (N " ;r Ai -ei -• ^• uc.ui:rt'tx4w- One of the greatest challenges in securing any Federal appropriations is finding out what opportunities exist and how to capitalize on those opportunities. Grants are no different. Alcalde & Fay utilizes a multi- dimensional approach to assisting clients in the pursuit of grant funding. First and foremost, your Alcalde & Fay team will outline the standard funding opportunities that exist and are frequently used by other colleges and universities. If there are any projects that tit these or other common grant opportunities, your team will instruct you on what strings are attached in receiving the money, assist in drafting and submitting the necessary paperwork, and follow up with the respective Federal agency. Second, Alcalde & Fay monitors grant opportunities on a daily basis and regularly sends out our Grant Alert for Local Governments identifying Federal grant opportunities. An example of our most recent Grant Alert is included in the Appendix. The purpose of this alert is to continue the dialogue between our team and City staff in case you recognize something that might help you and should be pursued. -Once again, your Alcalde & Fay team would then research the grant opportunity, and if desired, assist the City in pursuing the grant awards. As we identify pertinent grant solicitations, Alcalde & Fay's grant writing staff is available to offer a broad range of Federal grant services including: ✓ Customized prospecting services, ✓ Grant writing and Application Development • Peer Evaluation and Critique Services, as well as • Work to develop congressional support for the projects and to coordinate the inclusion of Congressional letters of support in the application package. ALCALDE & FAY Page 111 We closely monitor trends and priorities amongst Federal programs, and we will work to refine your grant proposals and ensure they reflect Administration funding objectives. In addition, we will coordinate any meetings required with program officers at Federal agencies. Engaging in an extensive, coordinated program of visitations with key developmental offices can be critical to a successful grant strategy. Visits of this nature provide high visibility for the City and its projects at executive agencies, and can be an important component of an educational campaign that details the issues Delray Beach faces. ORGANIZING WASHINGTON "FLY -IN" Alcalde & Fay regularly arranges Washington, D.C. visits for our clients and p will arrange meetings with: the Florida ' ,. Congressional Delegation and pertinent committees; professional staff and /grant 1;414111,, program managers at Federal Agencies to �zI L a ~ = <s advocate on behalf of Delray Beach's agenda. Furthermore, we will work with Congress and the Administration providing for opportunities for Delray Beach officials to submit official testimony and comments. The firm is accustomed to handling all the arrangements of our clients' visits, including scheduling and oftentimes transportation between meetings. Prior to any visit by Delray Beach officials, we would prepare necessary documents that articulate your objectives and provide thorough briefings on current and emerging policy issues and priorities and objectives for each meeting and the overall trip. To facilitate our clients' travel to Washington, Alcalde & Fay maintains fully functional guest offices at our headquarters in Arlington, Virginia for the use of visiting city officials or staff. ALCALDE & FAY P a l e 112 PROPOSED As with any good organization, our greatest strength and your best assurance of our successful service on behalf of Delray Beach resides in the team that we would assemble to represent your interests in Washington. Although different members of the client team may take the lead on various projects, each of the team members would be knowledgeable about Delray Beach's objectives. The proposed client team for the City of Delray Beach will be: L.A. "Skip" Bafalis, Jim Davenport, josh Gaboton, Danielle McBeth, and Bill Smith, Jr. Each of these individuals will work from Alcalde & Fay's Arlington office and has substantial experience in representing municipal governments in Washington and brings a wealth of knowledge of these issues to the Delray Beach Client Team. L.A. 'SKIP' BAFALIS A former five -term Congressman from Florida, L.A. "Skip" Bafalis, Partner, has a background that includes business and government representation. He began his political career in Palm Beach County with election to the Florida House of Representatives and then served in the Florida Senate for two terms. He then served ten years in the U.S. Congress and subsequently was the nominee for Governor of Florida in 1982. In Congress, Mr. Bafalis served on the Public Works Committee, now the Committee on Transportation and Infrastructure. He then moved to the Ways and Means Committee. An active member of the Trade Subcommittee and the Ranking Member of the Public Assistance and Unemployment Compensation Subcommittee, he became known for his expertise in trade and tax matters and authored and managed passage of wide- ranging estate and gift tax legislation. Mr. Bafalis has been lobbying in Washington for more than 25 years, and has extensive experience working on behalf of public clients. He maintains close working relationships with members of the House and Senate, many of whom are former colleagues. He holds a B.A. degree from St. Anselm's College in Manchester, New Hampshire. His alma mater has honored him with its "Alumni Award of Merit" for his contributions to the school and to the nation. ALCALDE & FAY ['age 113 JIM DAVENPORT Jim Davenport, Partner, manages many of the firm's public clients from Florida on a wide array of issues including economic development, transportation, education, environmental issues, and criminal justice. In this role, he works closely with numerous members of Congress and their staff, the U.S. Army Corps of Engineers, the Department of Justice, the Department of Housing and Urban Development, the Environmental Protection Agency, the Department of Transportation, and many other federal agencies. Mr. Davenport has been effective in helping public clients secure millions of dollars in federal funding for projects ranging from bridges, roads, beaches and waterways to school programs, health initiatives, water and sewer systems and technology for law enforcement personnel. He is an experienced tactician in navigating the congressional legislative process and the federal agencies to obtain funding and legislative language on behalf of his public body clients. In addition to his work in helping secure appropriations and authorizations for his clients, Mr. Davenport consults and advises clients on the federal budget and congressional appropriations process, agency rulemakings, legislation, and Administration policy. He has positioned his public clients to benefit from federal laws and policy affecting local governments. Mr. Davenport has been active in government and public affairs for eighteen years_ Prior to joining Alcalde & Fay, he served as Legislative Assistant in the office of the late Congressman Gerald S. Salomon of New York where he worked on a broad range of issues including economic development and health care. Mr. Davenport graduated from St. Lawrence University in New York with a bachelor's degree in Government. He obtained a law degree from The Catholic University of America in Washington, DC. ALCALDE & FAY P a C 1 14 JOSH GABOTON Josh Gaboton, Partner, spent more than S years on Capitol Hill under the leadership of current Chairman of the House Committee on Transportation and Infrastructure, John L. Mica. Mr. Gaboton served as Legislative Director and Senior Legislative Assistant for Chairman Mica, and advised the Chairman on issues involving Appropriations, Transportation, Housing, Homeland Security, Telecommunications and Army Corps of Engineers. Prior to joining Alcalde & Fay, Mr. Gaboton, served as a Principal for a Government and Public Affairs Firm in Washington, DC, where he accrued an impressive record of securing federal funds and legislative victories for municipalities and private sector entities nationwide. Mr. Gaboton has in -depth knowledge in the areas of Transportation, Appropriations, Housing, Homeland Security, and Army Corps of Engineers. He worked extensively with the House Transportation and Infrastructure Committee and the Senate Commerce, Science, and Transportation Committee. As a result, he has developed excellent working relationships with the Chairman and Ranking Members of these important Committees, as well as other Members of Congress and staff on key House and Senate Committees. These ongoing working relationships have been a significant advantage to firm clients interested in the development of transportation policy and funding initiatives at the federal, State, and local level. In addition, Mr. Gaboton has experience working with the Department of Housing and Urban Development (HUD) and its Public and Affordable Housing Programs on behalf of numerous public and private sector clients. His work with HUD includes work with Administration officials at the highest levels. On behalf of firm clients, Mr. Gaboton has worked with HUD on a broad range of policy and affordable housing initiatives, and has particular expertise in working with the Office of Public and Indian Housing. Other Administrative agency experience includes work with the Department of Homeland Security, Department of Defense, Department of Commerce, United States Fish and Wildlife, Army Corps of Engineers, and the Environmental Protection Agency. Mr. Gaboton holds a bachelor's degree in History and Political Science from the University of Central Florida. ALCALDE & FAY P z - e 115 DANIELLE WBETH Danielle McBeth, Partner, is a seasoned government relations and public affairs practitioner with government affairs and media relations experience advocating on behalf of corporate, public, and education clients for Alcalde & Fay. Ms. McBeth has worked on behalf of numerous clients on issues related to transportation, economic development, infrastructure, education, technology, and immigration. She has successfully led the lobbying efforts of coalitions and organizations before Congress to amend and promote broad national policies_ Her achievements include securing Federal grants and legislative appropriations for educational institutions and local governments for water and wastewater infrastructure, roadways, law enforcement technology, and marine science research. Prior to joining the firm, Ms. McBeth served as press secretary for the Florida Commission on Education Reform and Accountability where she was responsible for coordinating media relations between campaign and media entities statewide. She also served as the information specialist for Florida State University's Center for Professional Development, coordinating publicity and promotions at the state, national, and international levels. Ms. McBeth began her career working for several newspapers including the Nezo York Tithes Regional Newspapers, the Spartanburg Hertz ld- 10urnal and the Tallahassee Democrat. A native of Jackson, Mississippi, she earned a bachelor's degree in journalism from Florida A &M University where she received the "Outstanding Senior in Newspaper Journalism Award" for her work at The FAMUAN from the Dean of Journalism and her professors. While continuing her career as a lobbyist, Ms. McBeth obtained a Iaw degree from American University, Washington College of Law. She currently serves as Vice President of the Washington Government Relations Group and is a member of the American League of Lobbyists. ALCALDE & FAY P a e E 16 BILL SMHH, JIB. Bill T. Smith, Jr., Florida Affiliate of Alcalde & Fay, is former Mayor and Councilman for the City of Boca Raton, Florida has a distinguished career in south Florida serving the community in various official capacities since 1987. Following his elected service, Mr. Smith was appointed by then - Governor Jeb Bush as Commissioner of the Florida Commission for the Transportation Disadvantaged, and later as Commissioner of the South Florida Regional Transportation Authority. A 62 year resident of South Florida, Mr. Smith has a vast knowledge of the critical issues facing the region. Mr. Smith has been practicing law for over 35 year, and is a Member of Board of Directors of several local non - profit and family foundations. He graduated with a Bachelor of Arts in Finance from the University of South Florida in 1973. Mr. Smith earned his Juris Doctorate from Sheppard Broad School of Law, Nova University in 1978. Other partners and associates of Alcalde & Fay may be utilized on an occasional, as- needed basis, to supplement the work being performed on behalf of Delray Beach. Of course, there will be no additional charge for such work. ALCALDE & FAY Page 117 REFERENCES Alcalde & Fay is pleased to provide the following references of other public clients who would speak to our ability to provide effective Federal lobbying services on behalf of the City of Delray Beach. Melbourne International Airport Richard Ennis, Executive Director One Air Terminal Parkway, Suite 220 Melbourne, Florida 32901 Phone: (321) 723 -6227 Dates of Service: 2006- Present Scope of Services: Comprehensive Federal Government Relations and Grants Consulting Palm Beach County, Florida Todd Bonlarron, Legislative Affairs Director 301 North Olive Avenue, Suite 1101 West Palm Beach, Florida 33401 Phone: (561) 355 -3451 Dates of Service: 2011- Present Scone of Services: Comprehensive Federal Government Relations and Grants Consulting City of Riviera Beach, Florida Ruth Jones, City Manager (561) 845 -4010 600 West Blue Heron Blvd. Riviera Beach, Florida 33404 Phone: (561) 845 -4010 Dates of Service: 1998 — Present Scope of Services: Comprehensive Federal Government Relations and Grants Consulting ALCALDE & FAY Page 118 SCHEDULE OF PRICING Currently, all Alcalde & Fay clients are billed based upon a monthly retainer. Along with our clients, we believe that a fixed monthly retainer provides them with their most cost - effective approach, allowing the client to operate with a firm fixed budget, and for us to perform all the work required to be successful on a client's behalf without concern of whether each hour might ultimately contribute to that success. For the specific services requested in the City's RFP, Alcalde & Fay proposes a monthly retainer of $3,000. Should Delray Beach desire full Washington representation, inclusive of Comprehensive Federal Government Relations and Grant Consulting Services, the monthly retainer would be $5,000. This monthly retainer fee is inclusive of all out -of- pocket expenses for local services such as telephone tolls, copying, messenger service, parking, transportation, and postage. Any expenses for travel outside of the Washington metropolitan area would be additional and undertaken only at the City's request and direction. Reimbursement is based on actual expenses with no administrative overhead applied. In addition, other partners and associates of Alcalde & Fay may be utilized on an as- needed basis, to complement the efforts of the Delray Beach Client Team when such efforts would benefit the client. There will be no additional charge for such work. Furthermore, it should be noted that all Alcalde & Fay contracts include a 30 -day cancellation clause allowing the client to terminate their service agreement if unhappy with the performance of service. ALCALDE & FAY Page 119 1 , ■ Delray Beach Bad Cone of Silence Form ■ Delray Beach Corporate Acknowledgment Form ■ Delray Beach Bid Signature Form ■ Delray Beach Schedule of Pricing Form ■ Delray Beach Client Reference Forrn ■ Alcalde & Fay Grant Alert for Local Governments ALCALDE E'- FAY Page 1 20 CONE OF SILENCE Bidders are advised that a bidder or anyone representing the bidder cannot communicate with any City Commissioner, or any City employee, other than the City employees located in the Purchasing Department, regarding its bid, i.e., a "Cone of Silence ". the "Cone of Silence" is in effect from the date /time that the bid is placed on "Demandstar" by the City. The "Cone of Silence" will terminate upon the posting of the "RECOMMENDATION" of award. However, bidders may communicate with City employees who are present at the mandato re -bid meeting during the actual pre -bid meeting. Once the pre -bid meebnq is over, bidders may only communicate with employees of the Purchasing Division. Contractor's Name A1caZde & Fay__ Signatur+�. --- 51Pa; CORPORATE ACKNOWLEDGEMENT STATE OF Virginia COUNTY OF Arlington The foregoing instrument was acknowledged before me this 11 day of June 2013 by Sue Hedrick, Chief Financial Officer (name of officer or agent, title of officer or agent), of Alcalde & Fa (state or place of incorporation) corporation, on behalf of the corporation. He /She is (personally known to me) (or has produced identification) and has used his/her r SVETUMAYURIUMAYAPPAROVA NOTARY PUBLIC l�i"� ONWEALTN OF VIRGIINIA 1,M, -iCN EXP;RES AML 80, 2014 Comm sim#7379828 (type of identification) as identification. P - Signature of Person Taking Acknowledgment Name of Aeknowledger T pe , Printed or Stamped State f Virginia County of rA Acknowledged befor Rta this .11 of By 2� ► P . Notary Public 91Pa G - a 00 J M. Taft Caryurnfian COMUITSSTIOM CEX ITI"TE of GOOD STAXD -IXG I Certijy- the Tolrowing from the Records of the Commission: That ALCALDE & FAY, LTD. is duly incorporated under the law of the Commonwealth of Virginia; That the date of its incorporation is August 6, 1974; That the period of its duration is perpetual; and That the corporation is in existence and in good standing in the Commonwealth of Virginia as of the date set forth below. Nothing more is hereby certified. i . QoRarioN e r° G rN4, °yam w 1903 CISECOM Document Control Number. 1209275360 Signed and-Seared at Richmond on this (Date. September 27, 2012 , Peck Cerkof the Commission CITY OF DELRAY - - BID SIGNATURE FORM RFP No. 2013 -46 Professional Federal Lobbying Services PLEASE AFFIX SIGNATURE WHERE INDICATED (FAILURE TO DO SO SHALL BE CAUSE FOR REJECTION OF YOUR PROPOSAL) The undersigned bidder certifies that this bid package is submitted in accordancz with the specification ui its entirety and with full understanding of the conditions governing this. bid. Alcal.de & Fay Government and Public Affairs (Virginia 'Name of Bidder (Firm Name as Registered With their State of origin) Business Address: 2111 Wilson Boulevard, 8'-h Floor Street Address (P.O. Box Address is not permitted) _Arlinciton, VA, 22201 City, State, Zip Mailing Address: ff] Check if Same as Business Address above Street Address r City, Authorized Signature (Writtgn) I.A. "Skip" Bafalis Print Name and Title of Person Signing this Form 06/11/2Q13 703 841- 0626 703 243 -2876 Date Telephone t Fax No. Email Address of Authorized 5ignee: bafalis @alcalde -faV. com VENDOR SERVICE REPRESENTATIVE FOR PLACEMENT OF ORDER CONTACT NAME: Skip Bafalis TELEPHONE: ( 703 841 -0626 EMAIL ADDRESS: bafalis @alcalde -fay. com Thank you for your interest in the City of Delray Beach 151 SCHEDULE OF PRICING RFP NO. 2013 -46 Professibnal Federal Lobbying Services Pricing is to be all inclusive of costs and expenses to be paid monthly to CONTRACTOR within thirty (30) days of submission of any invoice to the CITY. $3,000/$5,000* (per month) COMMENTS: *TBD - Based on scope of services. See pane 19--of proposal. Vendor Name: Alcalde & Fay Government and Public Affairs REFERENCES RFP No. 2013 -46 Professional Federal Lobbying Services "Please complete this page or attach your reference page to this sheet. AgencylCompany Melbourne International Airport Address One Air Terminal Parkway, Suite 220 Cit , tate, Zip Melbourne, Florida 32901 ContactPersan Richard Ennis, Executive Director Telephone (321) 723 -6227 Dates of5ervice 2006 - Present Type of Service Comprehensive Federal Government Relations and Grants Consulting Comments: Todd Bonlarron, Legislative Affairs Director AgencylCompany Palm Beach County, Florida Agency/Company City, State, Zi Riviera Beach, Florida 33404 Address 301 Nortki Olive Avenue, Suite 1101 Telephone West Palm Beach; Florida 33401 Mty, State, Zip Typt ofService Comprehensive Federal Government Relations and Grants Consulting ContaetPersan Todd Bonlarron, Legislative Affairs Director (561) 355 -3451 Telephone Date (s) of Service 2011 Present Type of Service Comprehensive Federal Government Relations and Grants Consulting Comments: AgencylCompany City of Riviera Beach, Florida Address 600 West Blue Heron Blvd. City, State, Zi Riviera Beach, Florida 33404 Contact Person Ruth Jones, City Manager Telephone (561) 845 -4010 Date (s) of Service 1998 - Present Typt ofService Comprehensive Federal Government Relations and Grants Consulting Comments: Contractors Name: Alcalde &Fay 131Pti L, r, ALCALDE & FAY GRANT ALERT FOR LOCAL GOVERNMENTS in New in this issue: Department of Health and Human Services • Administration for Children and Families: Basic Center Program (BCP) • Administration for Children and Families: Child Care Research Partnership Grants Department of Homeland Securi DHS - FEMA Preparedness Grant Programs National Endowment for the Arts Art Works National Endowment for the Humanities Digital Humanities Startup Grant Program .NEW GRANT A NNO l.EvcEMENTS DEPARTMENT OF HEALTH AND HUMAN SERVICES Administration for Children and Families: Basic Center Program (BCP) The purpose of the Basic Center Program (BCP) is to provide an alternative for runaway and homeless youth who might otherwise end up with law enforcement or in the child welfare, mental health, or juvenile justice systems. The BCP works to establish or strengthen community -based programs that meet the immediate needs of runaway and homeless youth and their families. The programs provide youth up to age 18 with emergency shelter, food, clothing, counseling, and referrals for health care. Most basic centers can provide up to 21 days of shelter for a maximum of 20 youth at a time. Basic centers seek to reunite young people with their families, whenever possible, or to locate appropriate alternative safe placements. Eligible Applicants State, county, city, township, or special district governments; public and state controlled institutions of higher education; public housing authorities; nonprofits, other than institutions of higher education; private nonprofit institutions of higher education. Funding $16.3 million is expected to be available for approximately 116 awards; Grantees must provide at least 10 percent of the total approved cost of the project. Application Deadline July 22, 2013 Applications and program information may be foanrd here. For further information, please contact Gloria Watkins, Family and Youth Services Bureau Headquarters by telephone at (202) 205 -9546 or via email, Gloria.Watkins@ACF.hhs.gov Administration for Children and Families: Child Care Research Partnership Grants The Child Care Research Partnerships Grants will support new research and evaluation activities developed and conducted through partnerships between Child Care and Development Fund (CCDF) lead agencies in states and territories and researchers from institutions of higher education, research organizations and other eligible organizations. The ACF aims to support active collaborations between CCDF administrators and researchers to investigate questions of immediate relevance to local and national policies concerning child care. Projects are expected to address research questions of high priority for local and state -level child care stakeholders, while adding to general knowledge about the efficacy of child care subsidy policies and quality improvement initiatives in promoting family economic self- sufficiency, children's healthy development and learning, and support for child care providers. The specific goals of the Child Care Research Partnerships Grants Program are: 1. To address issues of current relevance to CCDF decision makers at the local, state, and national Ievels. 2. To encourage active communication, networking, and interdisciplinary collaboration among child care researchers and policymakers on critical issues for child care policies, programs, and outcomes. 3. To increase access to child care and early education policy research at the national, State, and local levels. 4. To build capacity in the child care and early education field to respond to questions of immediate concern to CCDF pollcymakers through high - quality research. Eligible Applicants State; institutions of higher education; or research organizations, including state governments; public and state - controlled institutions of higher education; private institutions of higher education; Hispanic Serving Institutions (HSls); Historically Black Colleges and Universities (HBCUs); non - profits with 501(c)(3) IRS status, other than institutions of higher education; for -profit organizations, other than small businesses; and small businesses, other than sole proprietorships. Funding $1.25 million is expected to be available for up to five awards. Application Deadlines Letter of Intent: June 28, 2013 Applications: July 15, 2013 Application and program infurmation.may be found here. For further information, please contact Ann Rivera, ACF Office of Planning, Research and Evaluation by telephone at (202) 401 -5506, or via email, Ann_RiveraCACF.hhs.g_ov DEPARTMENT of HOMELAND SECURITY FY 2013 DHS - FEMA Preparedness Grant Programs The Department of Homeland Security (DHS) has announced its final allocations for the FY 2013 preparedness grant programs, which total rnore than $1 billion for federal grants to assist state and local governments with preparedness program funding in the form of Non- Disaster Grants to enhance the capacity of state and local emergency responders to prevent, respond to, and recover from a weapons of mass destruction terrorism incident involving chemical, biological, radiological, nuclear, and explosive devices and cyberattacks. The following preparedness grant programs may be of interest to municipalities as they fund a variety of activities including planning, organization, equipment purchases, training and exercises_ The overview to the following grants can be viewed here. Homeland Security Grant Program (HSGP) —$968 million targeted for states or urban areas to build capabilities critical to security. HSGP consists of the following programs: ➢ State Homeland Security Program (SHSP) — $354.6 million is allocated by formula to states to build capabilities at the state and local levels to implement the state homeland security goals and objectives identified in the State Preparedness Report. The 9/11 Act requires states to dedicate 25 percent of SHSP funds to law enforcement terrorism prevention- oriented planning, organization, training, exercise and equipment activities. Additional information can be found here. ➢ Urban Areas Security Initiative (UASI)— $558.7 million to enhance regional preparedness by strengthening capabilities in 25 designated high - threat, high- density urban areas across the country. The 9/11 Act requires states to dedicate 25 percent of UASI funds to law enforcement terrorism prevention- oriented activities. A complete list of all eligible UASI entities can be found here. Emergency Management Performance Grants (EMPG) Program — $332.4 million to assist state and local governments in enhancing and sustaining all- hazards emergency management capabilities. FY 2011 EMPG funds will be allocated by formula with each state receiving a base amount of 0.75 percent of the total available grant funding. Additional information can be found Here. Port Security Grant Program (PSGP) —$93.2 million to help protect critical port infrastructure from terrorism, enhance maritime domain awareness and strengthen risk management capabilities in order to protect against improvised explosive devices and other non - conventional weapons; conduct training and exercises; and implement the Transportation Worker Identification Credential (TWIC). By law, DHS must direct these funds to the Nation's highest risk ports. To comply with this requirement, the PSGP covers a total of 145 ports identified as critical. Based upon USCG recommendations, these ports are aggregated into 90 discrete port funding areas. Additional information can be found here. Transit Security Grant Program - $83.7 million to owners and operators of transit systems (including intracity bus, commuter bus, ferries, and all forms of passenger rail) to protect critical surface transportation and increase the resilience of transit infrastructure. Eligible transit agencies are determined based on daily unlinked passenger trips (ridership) and transit systems that serve historically eligible Urban Areas Security Initiative (UASI) jurisdictions. Certain ferry systems are eligible to participate in the FY 2013 TSGP and receive funds. Additional information can be found here. Eligible Applicants Please note that the majority of funding under these programs is allocated by formula to States. We encourage you to contact your respective State Administering Agency (SAA) for program and eligibility requirements specific to your state. A list of SAA's can be found here. Application Deadline The application deadlines vary by each program. Most states will have an earlier submission deadline than that of the federal program. If you are interested in the submitting an application, please contact your State Administering Agency as referenced above. Application and Program Information As you may be aware, states and designated urban areas are the only eligible applicants under several of these preparedness programs. We encourage you to contact your respective DHS -PEMA office for program and application materials specific to your community. Additional information on all DHS preparedness grant programs and an overview of all preparedness funding announced can be found here. Additional program information can be found here. NATIONAL ENDOWMENT FOR THE ARTS Art Works To make "art work," the NEA has included the advancement of innovation as a core component of its mission as a way to ensure the vitality of the arts. Community -based projects include activities and training in the arts that occur outside of the school system. Activities must occur outside of the regular school day, and may take place in a variety of settings. These activities may be offered by arts organizations or by other community- based, non -arts organizations or agencies in partnership with artists and /or arts groups. Projects could take place in locations such as arts organizations, community centers, faith -based organizations, public housing, tribal community centers, juvenile facilities, or school buildings. While not formally linked to schools or their instructional programs, projects must be based on a curriculum that aligns with either national or state arts education standards and include assessment of participant learning. Eligible Applicants Nonprofit, organizations; units of state or local government; arts organizations, local arts agencies, arts service organizations, local education agencies (school districts), and other organizations that can help advance the goals of the Arts Endowment. Funding Each award will range between $10,000 to $100,000. Application Deadline August 8, 2013 Application and program information may be found Isere. For further information, please contact Nancy Daugherty by telephone at (202) 682 -5521 or via email, dau,gliern@arts.gov NATIONAL ENDOWMENT FOR THE HUMANITIES Digital Humanities Startup Grant Program The Digital Humanities Start -Up Grants program awards relatively small grants to support the planning stages of innovative projects that promise to benefit the humanities. Proposals should be for the planning or initial stages of digital initiatives in any area of the humanities_ Digital Humanities Start -Up Grants may involve research that brings new approaches or documents best practices in the study of the digital humanities; planning and developing prototypes of new digital tools for preserving, analyzing, and making accessible digital resources, including libraries' and museums' digital assets; scholarship that focuses on the history, criticism, and philosophy of digital culture and its impact on society; scholarship or studies that examine the philosophical or practical implications and impact of the use of emerging technologies in specific fields or disciplines of the humanities, or in interdisciplinary collaborations involving several fields or disciplines, innovative . uses of technology for public programming and education utilizing both traditional and new media, and ■ new digital modes of publication that facilitate the dissemination of humanities scholarship in advanced academic as well as informal or formal educational settings at all academic levels. Eligible Applicants State and local governments, institutes of higher education, and nonprofits. Funding Up to $60,000 is available for each grant award. Application Deadline September 12, 2013 Application and program information can be finind I: ere. For further information, please contact the NEH Office of Digital Humanities via email at odh@neh.gov. Applicants wishing to speak to a staff member by telephone should provide in an email message a telephone number and a preferred time to call. PREvious GRA.NTAwouNCEMENI's DEPARTMENT OF COMMERCE Economic Development Assistance Grants: Public Works and Economic Adjustment Assistance Programs The Economic Development Administration (EDA). supports development in economically distressed areas of the United States by fostering job creation and attracting private investment. Under this funding opportunity, EDA will make construction, non - construction, and revolving loan fund investments under the Public Works and Economic Adjustment Assistance Programs. Grants made under these programs will leverage regional assets to support the implementation of regional economic development strategies designed to create jobs, leverage . private capital, encourage economic development, and strengthen Americas ability to compete in the global marketplace. Applications from rural and urban communities to develop initiatives that advance new ideas and creative approaches to address rapidly evolving economic conditions will be considered. Eligible Applicants State, county, city, or township governments, public and state controlled institutions of higher education; nonprofits, other than institutions of higher education, and private institutions of higher education: Funding Award amounts vary. For examples of recently- awarded grants, visit EDA's grant awards page here. Application Deadline The next three funding cycle deadlines are_ June 13, 2013 for funding cycle 4 of FY 2013; and September 13, 2013 for funding cycle 1 of FY 2014. Applications and program information may be found here. For further information, contact Kerstin Millius, Senior Program Analyst, via email at kerstin.mi llius2vda.gov. National Oceanic and Atmospheric Administration (NOAA): FY 2013 Coastal Resilience Networks The purpose of this grant is to implement activities that enhance resilience of coastal communities to natural hazard and climate risks through a regional or national network. Proposals must leverage, enhance, or create a system in which one or more coastal hazard issues can be addressed through Partnerships to improve coordination and collaboration throughout the region. Partnerships must include multiple institutions, disciplines, and sectors at the local, state, and federal level. Proposals should provide beneficial public outcomes for coastal communities to address existing and potential future climate and hazard risks to coastal infrastructure, local economies, vulnerable populations, and the natural environment. Eligible Applicants Regional authorities; nonprofit and for profit organizations; institutions of higher education; and state, territorial, county, local governments conducting projects in one or more of the following three US regions: the U.S.. Flag Pacific Islands, Gulf of Mexico Coast (Alabama, Gulf Coast of Florida, Louisiana, Mississippi, and Texas) and West Coast (California, Oregon, Washington). Funding $500,000 is available for approximately 3 to 5 awards ranging from $50,000 to $100,000. Application Deadline November 11, 2013 Application and program information may lie found here. For further information, please contact Penny Larin by telephone at (808) 532 -3973, or via e- snail, Pen n.y. L ari n Cal n oa a. g o v. Planning and Local Technical Assistance Programs Under the Planning and Local Technical Assistance programs grants, the Economic Development Administration (EDA) assists recipients in creating regional economic development plans designed to stimulate and guide the economic development efforts of a community or region. As part of this program, EDA supports Partnership Planning investments to facilitate the development, implementation, revision, or replacement of Comprehensive Economic Development Strategies (CEDS), which articulate and prioritize the strategic economic goals of recipients' respective regions. Eligible Applicants States, cities, or other political subdivisions of a state, including a special purpose unit of a state or local government engaged in economic or infrastructure development activities, or a consortium of political subdivisions; district organizations; institutions of higher education or a consortium of institutions of higher education; or public or private non -profit organizations or associations acting in cooperation with officials of apolitical subdivision of a state. Funding Annual grant amounts per recipient for EDA's Partnership Planning, Short -Term, and State Planning programs are typically between $60,000 and $70,000. Application Deadline Applications are accepted on a continuing basis and processed as received. Application and program information may be found here. For further information, please contact the appropriate regional office or Economic Development Representative listed in the announcement. EDA's website at www.eda.gov contains additional information on EDA and its programs. DEPARTMENT OF THE INTERIOR National Coastal Wetlands Conservation Grant Program (NCWCGP) Coastal wetlands are valued because they protect against flooding, help maintain water quality, and provide habitat for wildlife. Coastal environments are also important economically, generating billions of dollars annually through such industries as commercial fishing and tourism. The NCWCGP provides states with financial assistance to protect and restore these valuable resources. Projects can include (1) acquisition of a real property interest (e.g., conservation easement or fee title) in coastal lands or waters (coastal wetlands ecosystems) from willing sellers or partners for long -term conservation or (2) restoration, enhancement, or management of coastal wetlands ecosystems. All projects must ensure long -term conservation. Eligible Applicants State governments. If you would like to be a subgrantee, check with the eligible agency in your state for their deadlines and requirements to apply. Funding Approximately $17 million is available for up to 25 awards, with no award being more than $1 million. Application Deadline June 28, 2013 Application and program information may be found Jere. For further information, contact Christy Vigfusson by telephone at (703) 358 -1748 or via email, Christy viefusson@fws.gov. State Historic Preservation Office (SHPO) Historic Preservation Fund Grants in Aid The State Historic Preservation Office (SHPO) Historic Preservation Fund Grants in Aid provide matching grants to states for the identification, evaluation, and protection of historic properties by such means as survey, planning technical assistance, acquisition, development, and certain federal tax incentives available for historic properties, and for the expansion of the National Register of Historic Places. EIigible Applicants State governments. if you would like to be a subgrantee, check with the eligible agency in your state for their deadlines and requirements to apply. Funding Approximately $50 million is available for up to 59 awards, each worth a minimum of $200,000 and a maximum of $2 million. Application Deadline December 31, 2013 ,Gage 8 Application and program information inay be found here. For further information, contact James Tucker by telephone at (202) 354-2067 or via email, hampton tucker ,nps.gtv. Bird Habitat Conservation Standard Grants Program The Bird Habitat Conservation Standard Grants Program is a competitive, matching grants program that supports public- private partnerships carrying out projects in the United States that further the goals of the North American Wetlands Conservation Act. These projects must involve long -term protection, restoration, and /or enhancement of wetlands and associated uplands habitats for the benefit of all wetlands- associated migratory birds.. Eligible Applicants Unrestricted. Funding Approximately $43 million is available. Application Deadline July 26, 2013 Application and program information may be found here. For further information, contact David Buie; Wildlife Biologist, by telephone at (301) 497 -5870 or via email, david buie@fws.gov. National Park Service: State Historic Preservation Fund Grants in Aid Program DIPS' State Historic Preservation Fund Grants in Aid Program provides funding to support projects that expand and accelerate historic preservation activities. Specifically, Program funding will be used to provide matching grants to States: (1) for the identification, evaluation, and protection of historic properties by such means as survey, planning technical assistance, acquisition, development, and certain Federal tax incentives available for historic properties; (2) to expand the National Register of Historic Places; and (3) to assist Local Government agencies, nonprofit organizations and private individuals in carrying out historic preservation activities. BY statute at least 10 12ercent of the allocations to the tates are to be sub ranted to assist Certified Local Governments for locally based activities. Funding may be used for; staff salaries, surveys, comprehensive preservation studies, National Register nominations, educational materials, as well as architectural plans, historic structure reports, and engineering studies necessary to preserve historic properties. Eligible Applicants State governments. Funding It is anticipated that approximately $50 million will be made available for up to 60 awards ranging from $10,000 to $2 million per grant. All estimates are subject to the availability of Congressional appropriations. Application Deadline September 30, 2013 page 9 Application and program information may be found here. For further information, please contact Hampton Tucker at (202) 354 -2020, or by email at hampton tuckerCnps.gov. We also encourage you to contact your .respective State Historic Preservation Office to learn of your state's specific for historic preservation activities. USFWS Recovery Implementation Fund Program USFWS' Recovery Implementation Fund Program provides funding to support projects that help secure information about endangered, threatened or candidate species, to aid in the recovery of these species, to avert listing of species pursuant to the Endangered Species Act, and to help conserve the ecosystems upon which these species depend. Specifically, Program funding will be used to support projects that will contribute to the recovery of FWS- managed endangered and threatened species in the United States, and is limited to projects carrying out actions described in a species - approved recovery plan, in the implementation schedule of a speciesz approved recovery plan, actions recommended in a completed 5 -year status review of the species or in a spotlight species action plan, or projects documenting species response to climate change. For example: securing scientific information about endangered or threatened species, implementing restoration actions that will lead to delisting of a species; help prevent extinction of a species, or aid in the recovery of a species. Projects that address species response to climate change will receive additional consideration. Projects for National Marine Fisheries Service (NMFS)- managged species are not included in this funding o�vortunity. Eligible Applicants States and local governments, landowners, educators, non - profit organizations, researchers, and other partners involved in endangered /threatened species protection. Funding TBD based on the availability of Congressional appropriations. Application Deadline July 31, 2013 Application and program information may be found Isere. For further information, please contact Kelly Niland (703) 358 -2492, or by email at Kel[v Nilandnfws.gov. USFWS Partners for Fish & Wildlife Program The U.S. Fish & Wildlife Service (USFWS) Partners for Fish & Wildlife Program is a voluntary, incentive- based program that provides technical and financial assistance to private landowners to restore and conserve fish and wildlife habitat. The Partners for Fish and Wildlife Program is not a traditional grants program, it is a direct federal assistance program. The Program does not solicit projects through a request for proposals. h stead, projects are developed in collaboration and with substantial involvement from Partners for Fish and Wildlife field biologists. National priority ranking factors for the Partners Program are used to assign funding priority status to proposed projects that meet these conditions: r Improve habitat for Federal Trust Species, including migratory birds; threatened and endangered species; inter- jurisdictional fish; marine mammals; and, other declining species. > Complement activities on National Wildlife Refuge System lands, or contribute to the resolution of problems on refuges that are caused by off- refuge practices. > Address species and habitat priorities that have been identified through Service planning teams (with our partners), or in collaboration with state fish and wildlife agencies. Reduce habitat fragmentation or serve as buffers for other important Federal or state conservation lands. Result in self - sustaining systems that are not dependent on artificial structures. Eligible Applicants Individuals; nonprofits; other than institutions of higher education; private institutions of higher education, and for - profit organizations and small businesses. .Funding $22 million is available for approximately 5000 awards. Application Deadline TBD - contact the local Partners for Fish and Wildlife Program office. Application and progra-in information may be found here. For further information, contact Michael Murray at Michael Murray@fws.gov, or contact the local Partners for Fish and Wildlife Program office. USFWS Coastal Program Similar to the Partners for Fish & Wildlife Program, the USFWS Coastal Program is a voluntary, incentive -based program that provides technical and financial assistance to coastal communities and landowners to restore and protect fish and wildlife habitat on public and private lands. The Coastal Program is not a conventional grants program, in that it does not solicit projects through a request for proposals. Instead, projects are developed strategically, in coordination with partners, and with substantial involvement from Service field biologists.. The Coastal Program integrates all USFWS activities in high priority coastal ecosystems to, > Identify the most important natural resource problems and solutions; Influence the planning and decision - making processes of other agencies and organizations with USFWS living resource capabilities, Implement solutions on- the - ground in partnership with others; and r Instill a stewardship ethic, and catalyze the public to help solve problems, change behaviors, and promote ecologically sound decisions. Eligible Applicants State and local governments, public and private institutions of higher education; special district governments; independent school districts; individuals; nonprofits; and for - profit organizations and small businesses. Funding $6 million is available for approximately 500 awards. Application Deadline TBD - contact the local Partners for Fish and Wildlife Program office. Application and program information may be found here. For further information, contact Michael Murray at Michael MurrayCfws.gov, or contact the local USFWS office. _ page 71 DEPARTMENT OF JUSTICE Second Chance Act Juvenile Reentry Grant Program The Second Chance Act Juvenile Reentry Grant Program provides assistance to develop and implement comprehensive and collaborative strategies to increase public safety and reduce recidivism and address the challenges that reentry poses. Within the context of this initiative, the Department does not envision reentry to be a specific program, but rather a process that begins when the juvenile is first incarcerated (pre- release) and ends with his or her successful community reintegration (post - release), evidenced by lack of recidivism. Eligible Applicants State and local governments Funding Funding has been made available for up to 16 awards ranging from $50,000 to $750,000 per grant. Application Deadline June 17, 2013 Application and pragrain information may be found here. For further information, contact the BJA Justice Information Center at (877) 927 -5657, or by email at 1&hteIesishq.com. Second Chance Act Two -Phase Adult Reentry Demonstration Program The Second Chance Act Two -Phase Adult Reentry Demonstration Program provides assistance to State and local governments in the planning and implementation of comprehensive and collaborative strategies and demonstration projects that promote the safe and successful reintegration into the community of individuals who have been incarcerated or detained. Within the context of this initiative, the Department does not envision reentry to be a specific program, but rather a process that begins when the juvenile is first incarcerated (pre - release) and ends with his or her successful community reintegration (post - release), evidenced by lack of recidivism. Eligible Applicants State and local governments Fituding Funding has been made available for several awards of up to $750,000 per grant. Application Deadline June 20, 2013 Application and program information may be found here. For further information, contact the BJA Justice Information Center at (877) 927 -5657, or by email at Koatelesishq.com. Joint Adult Drug Court Solicitation to Enhance Services, Coordination, and Treatment Grant Program The Joint Adult Drug Court Solicitation to Enhance Services, Coordination, and Treatment Grant Program is collaboration between the Bureau of Justice Assistance (BJA) and the Substance Abuse and Mental health Administration (SAMHSA) to provide funding to enhance the court services, coordination, and evidence -based substance abuse treatment and recovery support services of adult drug courts. The purpose of this joint initiative is to allow applicants to submit a comprehensive strategy for enhancing drug court services and capacity. Applicants are competing for two grant awards (a grant from SAMHSA and a separate grant from SJA) for both criminal justice and substance abuse treatment funds with one application Funding under this program must be used to serve only nonviolent offenders and must operate the adult drug court based on BJA's and the National Association of Drug Court Professionals' publication Defining Drug Courts: The Key Components, which addresses the statutory requirements. This opportunity provides drug court applicants the flexibility to identify the most appropriate evidence- based court (service /docket) model in which to base the drug court, in order to accommodate the needs and available resources of that jurisdiction. Eligible Applicants State and local governments Funding Funding is available for multiple awards of up to $325,000 grant. Application Deadline June 13, 2013 Application and program information may be found Isere For further information, please contact the COPS Office Response Center by telephone at (800) 421 -6770 or via email, AskCopsRC@usdoj , gov. NATIONAL ENDOWMENT FOR THE HUMANITILS Bridging Cultures at Community Colleges NEH BrOging Cultures at Community Colleges grants are intended to strengthen and enrich humanities education and scholarship at community colleges or community college systems. These projects must be planned and implemented in collaboration with another institution with appropriate resources, such as a college or university, museum, research library, or professional association. Grants may be used to enhance the humanities content of existing programs, develop new programs, or lay the foundation for more extensive endeavors in the future. NEH Bridging Cultures at Community. Colleges grants y create opportunities for community college faculty members to study together while improving their capacity to teach the humanities; i enhance or develop areas of need in an institution's humanities programs; and give community college faculty access to humanities resources through partnerships with other institutions with appropriate resources. Eligible Applicants Any U.S. nonprofit organization with tax - exempt status is eligible, as are state and local governmental agencies and federally recognized Indian tribal governments. Individuals are not eligible to apply. Funding NEH expects to award seven to nine grants of up to $120,000 each in outright funds. The award period may run between eighteen and thirty -six months. Projects must begin no latex than September 1, 2014, to accommodate travel to the project directors' meeting in Washington, DC. The estimated award date is April 2014. All applicants will be notified by e -mail of the results of the competition. p,7qe 13 Application Deadline August 27, 2013 for Projects Beginning September 2014 Application and program information may be found here. For further information, please contact the staff of NEH's Division of Education Programs by telephone at (202) 606 -8380 or via email, bcccr�neh.gov. MEMORANDUM TO: Mayor and City Commissioners FROM: Catherine M. Kozol, Esq., Asst. City Attorney/Police Legal Advisor THROUGH: Police Department DATE: July 15, 2013 SUBJECT: AGENDA ITEM SP.4 - SPECIAL/WORKSHOP MEETING OF JULY 16, 2013 LETTER OF SUPPORT /JUSTICE ASSISTANCE GRANT ITEM BEFORE COMMISSION Approval for allocation of the Justice Assistance Grant Federal Funds for the Fiscal Year 2013. BACKGROUND The Criminal Justice Commission of Palm Beach County is seeking the City's approval in obtaining Federal Funds for the County of Palm Beach from the Federal Justice Assistance Grant. The Florida Department of Law Enforcement requires that 51 % of the local governments representing at least 51 % of the County's population agree with the allocation of the funds. The proposed allocation of the funds to be distributed is listed in the attachment. If the Commission apparoves the allocation of these funds to the program listed, a requirement of the grant is a letter of approval from the Mayor, a draft of which is attached. RECOMMENDATION The Police Department recommends approval. 1T HEREH OF DELRAY BEACH All-AmarleaCily July 12, 2013 P)91 lool Mr. Clayton H. Wilder Florida Department of Law Enforcement Office of Criminal Justice Grants 2331 Phillips Road Tallahassee, FL 32308 Dear Mr. Wilder: In compliance with the State of Florida Ride 11D-9, F.A.C., the City of Delray Beach approves the distribution of $342,929 of Federal Fiscal Year 2013 (FY2014) Edward Byrne Memorial Justice Assistance Grant (JAG) for the following projects within Palm Beach County: Sincerely, Mayor Gary Glickatein City of Defray Beach /bcs 'C_�ERVICP , PFPFORMANCE- RESPON519L' - H1A0VA_1_fV I T C Ammopr, FEDERAL SUBGRANTEE PROJECT TITLE FUNDS ;- RECOMMENDED — Palm Beach County Patin Beach County Drug 207,792 Court Treatment Palm Beach County Enforcement Law Enforceent 100,000 Exchanq� Palm Beach County County-wide Re-entry 35,137 Services TOTAL $342,929 Sincerely, Mayor Gary Glickatein City of Defray Beach /bcs 'C_�ERVICP , PFPFORMANCE- RESPON519L' - H1A0VA_1_fV I T C Ammopr, cr "Anal justice commission 301 Narlh Olive Avenue, Suite 1001 k%tst Palm Heach. M. 33401.4705 (501) 355.4443 ['AXE (561) 355 -4991 %- Mv.p5cgov.comlc(Iminaijustice Palm Reach County noard or county Calltmisslpners Stcven L. Abrams. Chapman Pris011a A. Taylor, Vice Chalr 11,51 M VAInChO I 'Aulcue Hnniick Shelley bona Mary Lou Berger joss it, San1amalia County Admtntstrator noben Weisman An pquol0pparMINY AfCrruitheAcrran EmptgyVr' ff i)prinwonlnt7 1 ' July 1, 2413 To All Palm Beach County Mayors, The Criminal Justice Commission (CJC) seeks your approval in the allocation of FY2014 (Federal Fiscal Year 2013) JAG funds, The total FY2014 allocation to Palm Beach County is $342,920. JAG blends the previous Byrne Formula and Local Law Fnforcomont Block Grant (LLEBG) Programs to provide agencies with the flexibility to prioritize and place justice, funds where they are needed mast. The CJC voted to support continuation of existing programs: The recommendation for the FY2014 allocation Is as follows: SUBGRANTEE PROJECT TITLE FEDERAL FUNDS RECOMMENDE D Palm Beach County Palm Beach County Drug Court Treatment 207,702 T Balm Beach County Law Cnf❑tcernent Exchange 1001000 Palm Beach County County -wide Ro-antry Services 35,137 TOTAL. $342,929 The "Florida Department of Law Enforcement (FDLE) requires that fifty -one percent (51 %) of the local units of government representing at least fifty -one percent (51 %) of the county's population agree on the allocation of these funds. For your convenience, we have prepared a sample letter for your use. This sample letter can also be e- malled to you by e- mailing a request to Arlene Griffiths at AGRIFFITI-IS cr7PBCGOV.ORG. Due to the application deadline, we ask this letter be received at the Criminal Justice Commission Office, no hater than July 18, 2013. Please send the letter lo: Palm Bench County Criminal Justice Commission Atln: Arlene Griffiths 301 North Olive Avonuo, Suite 1001 West Patin Beach, FL 33401 If you should roqulre additional Informatton or have any questions, please contact Michael Rodriguez at (661) 356 -4943. Your Immodlato attention to this matter is greatly appreciated. Sincerely, /Zz, I Mic of t., Rodriguez Ex cutive Director Cc: Mr. Douglas Duncan, CJC Chairman All Palm Beach County Police Chiefs MEMORANDUM TO: Mayor and City Commissioners FROM: Lula Butler, Director, Community Improvement THROUGH: Louie Chapman, Jr., City Manager DATE: July 11, 2013 SUBJECT: AGENDA ITEM WS.1 - SPECIAL/WORKSHOP MEETING OF JULY 16, 2013 VISION 2020 FORUM REPORT ITEM BEFORE COMMISSION City Commission discussion and consideration to support the Vision 2020 "Future with History" Forum Report, in concept. BACKGROUND The City Commission elected to initiate the Vision 2020 project using the American Assembly process. At the regular meeting of October 16, 2012, the Commission appointed the seventeen (17) member Steering Committee and Tom Carney, as the Commission's representative, served as chairperson. On December 12, 2012, the City approved the letter of agreement between the City of Delray Beach and the John Scott Dailey Florida Institute of Government at Florida Atlantic University, for technical assistance /facilitation services, to move the project forward. The Steering Committee hosted the Vision 2020 Forum on March 23, 2013, inviting 150 participants from all parts of the town. The final Forum Report was submitted to the City in April, 2013. Eight (8) Framework Goals (topics) developed by the Steering Committee were presented for discussion and action strategies were created by the participants. The consultant then prioritized these using a mathematical rating assigned by participants. I have attached the final Forum Report for reference. Vision 2020 is the fourth time the City has used this process to create a long -term vision for the City. The only one formally adopted by the City, which was done "in concept," was Visions 2005 in June, 1994. The previous Commissions worked through the City Manager to identify items in the Vision Statements that were to be prioritized on an annual basis. Additionally, staff used these documents as a guide and recommended actions in concert with annual Commission goals and budget approvals. RECOMMENDATION Staff is recommending that the Commission support the Vision 2020 document, in concept, as presented, with the understanding that implementation of strategies under each Framework Goal would be prioritized by the Commission upon consideration of recommendations from the City Manager on an annual basis. City of Delray Beach Vision 2020: Future with History Forum Report Event: March 23, 2013 Report Submitted: April 2013 Table of Contents Section Vision 2020 Forum Report Page Introduction............................................... ............................... 1 Forum Purpose Methodology The Work of the Steering Committee .............. ..............................2 Participant Profile ................................. ............................... 3 Framework Goals ................................. ............................... 3 ALook at Today ........................................... ..............................4 Prioritized Results by Framework Goal ............ ..............................5 "Invest in pedestrian and bike pathways... " .............................5 "Protect and enrich our beaches..." ......... ............................... 7 "Provide a safe place..." .......................... ..............................9 "Create economic development vision..." .............................. 10 "Ensure high - quality education..." ......... ............................... 11 "Build vibrant Congress /enhanced West Atlantic..." ................ 13 "Drive future plan, design, development .... ........................... 14 "Balance business and residential diversity..." ....................... 16 Summary Feedback from Attendees ............ ............................... 17 Acknowledgements ................................... ............................... 18 Appendix Steering Committee SWOT Analysis ...... ............................... 20 Vision 2020 Agenda ............................ ............................... 21 City of Delray Beach April 2013 Vision 2020 Snapshot Timeline 2012 October November December 2013 January February March • Steering Committee formed Purpose of forum defined Roles /responsibilities defined and agreed to • Community representation categories identified • Prospective invitee list brainstormed within the categories • SWOT analysis on Delray Beach completed by Steering Committee • Framework goals identified through brainstorming and group prioritization process • Invitations distributed to 160 community members • Agenda and process for Vision 2020 Forum designed /developed • Steering Committee reviews /approves forum agenda • 125 community representatives participate in Vision 2020: Future with History April • Forum report drafted, reviewed, and approved for accuracy City of Delray Beach Vision 2020 Forum Report � Introduction Forum Purpose Building on the past work of visioning forums in 2000, 2005, and 2010, the City of Delray facilitated "Vision 2020: Future with History" in March of 2013 to explore, record, and prioritize the community's desires. Early on, the Steering Committee defined the purpose and format of the forum: "Create the community's `wish list' for the City to implement, and lay out a pathway to achieve the next level of success" with engagement from the full community. The committee wanted to set the framework that would create a vision unique to Delray, integrating the current challenges and opportunities. Methodology The process used to achieve the vision started with a review of what the City had accomplished since the 2005 visioning forum. This was achieved through a pre- reading assignment that prepared forum participants to arrive with an understanding of the City's history. The forum began with small group discussions on the City's current trends, competition, and customer needs. Based on this dialogue, participants were able to focus on the eight framework goals (previously identified by the Steering Committee) and brainstorm objectives to support these goals. Participants were asked to keep one question in mind... In respect to the Framework Goals, imagine Delray in 2020. What would you like to see happen to make that vision a reality? The 125 participants were divided into four groups, with each group working on two primary goals. Through a round -robin activity, groups rotated and generated additional ideas for all of the goals, so everyone contributed to all of the goals. The final step in the process used multi- voting to determine the top priorities, which are presented in this report. "Community visioning is a term to describe community ideals and dreams that get turned into manageable and realistic community goal statements" 1 April 2013 Vision 2020 Forum Report The Work of the Steering Committee Each City Commissioner recommended three people for appointment to the Vision 2020 Steering Committee. The selections were ratified by the City Commission on October 16, 2012. To orient the group to the visioning history, the summary reports from 2000, 2005, and 2010 were provided to the Steering Committee. Additionally, City staff created update reports on the City's actions since the 2000 and 2005 visioning forums for the Steering Committee, the last of which was the pre- reading assignment for all attendees. The Steering Committee participated in seven planning meetings prior to the event. Objectives for each meeting are listed below: November 12, 2012 • Agreement on Vision 2020 purpose and duration /date • Identify key actions for success • Determine roles and responsibilities • Define timeline and action plan November 26, 2012 • Establish committee responsibilities • Create "brand" for Vision 2020 • Identify attendee profile and criteria • Determine invitation process and instrument December 10, 2012 • Decide which invitees committee members will be responsible for contacting January 7, 2013 • Identify key focus areas affecting the future of Delray (SWOT Analysis) January 28, 2013 • Identify Framework Goals based on SWOT February 6, 2013 (Virtual meeting) • Provide updates on RSVPs • Review Framework Goals decided on by committee in Meeting #5 • Preview Vision 2020 agenda March 11, 2013 • Confirm forum agenda process • Define Steering Committee members' forum responsibilities • Brainstorm barriers that may prevent a successful event and suggestions to overcome them The collaborative work of more than a dozen committee members resulted in the forum's structure as well as the participant profile and eight specific Framework Goals listed on the following page. City of Delray Beach 2 April 2013 Participant Profile Identifying who to invite was a critical role of the committee. The recommended parameters were to select those citizens who have a stake in the future of the whole community and are effective spokespersons of their perspectives, but who don't simply serve as advocates for one particular agency. It was important that these stakeholders had minimal political or financial power so their voices are focused on what is best for the City as a whole and not one area or organization. Finally, the forum make up needed to be cross - representative of multiple "community categories ", such as those shown at right. The goal was to invite a group of community members that were... as diverse as possible and focused on ALL of Delray representative of every major interest and perspective Vision 2020 Forum Report Community Categories • Business type (small, medium, large) • Education • Homeowners /Renters • Youth • Non - profit • Merchants • Tourist - driven enterprises • Elected /appointed leadership • Single parent /dual parent households • Institutions (schools, police, etc.) diverse in demographics: age, race, gender, preferences, location, income level, employment, etc. a balance of "old guard" and "new blood" The forum participants represented a balance of the entire community and worked diligently to identify objectives that would bring the framework goals listed below to a reality by 2020. CITY OF PELRAY BEACH kh- Framework Goals for the City of Delray Beach • To invest in a network of pedestrian and bike pathways for recreation and transportation purposes • To protect and enrich our beaches to ensure future sustainability • To provide a safe place to live and work while decreasing crime • To create an economic development vision that is consistent and transparent throughout the City • To ensure high - quality educational opportunities for all ages and diverse needs • To build a vibrant Congress corridor and enhanced West Atlantic passageway • To drive the future plan, design, and development of Delray, consistent with community wants and needs • To balance business and residential diversity while providing a broad range of employment opportunities City of Delray Beach 3 April 2013 A Look at Today Customers Vision 2020 Forum Report To set the stage for effectively envisioning the Delray of 2020, the citizen participants engaged in a discussion around five aspects of Delray as it is right now: customers, competition, what is most valued, trends, and what changes are most desired. Consistent themes emerged from all four subgroups, as summarized below. The customers one would anticipate were quickly identified (i.e., residents, business owners, tourists, parents, children, land owners, and seniors). Once these were recorded, less -often mentioned customer groups and their needs surfaced: immigrants, people in recovery, neighboring cities' residents, young professionals, workforce commuting into Delray, and future residents. Competition Generally, more cost - competitive or higher - quality nearby options were cited. These included residential real estate, office parks /space, and school choices outside of Delray. Cultural and entertainment alternatives were also cited with some examples being: other downtowns /nightlife, museums, arts, sporting events, and area beaches. Safety was discussed in most groups. Less frequently mentioned competitive forces were: incentives for business, ethnic communities, parking convenience, lower tax base, and economic development elsewhere. What you Value Most about Delray Every group cited the small town feel, diversity, and community involvement of Delray. Many of the cultural and recreational alternatives were highlighted as well as an emphasis on preservation and historic architecture. Some groups valued having local shops vs. chain stores and most importantly the police department /safety were repeatedly mentioned as highly valued. Key words shared included: vibrancy, pride, friendly, eclectic, urban lifestyle, family- oriented, and fun. Trends Affecting the City Overwhelmingly, the groups identified economic development, education, technology, density, and tourism as key drivers of Delray's future. Sustainability, innovation, and rehabilitation /recovery businesses and the transient /recovery population were also strongly represented in the discussions. Trends lightly mentioned included natural disasters, "stay- cations ", athletics, and compartmentalization by neighborhood /business district What Changes would you like to see in Delray right now? While a wide range of desires were discussed in the small groups (many of which are included as objectives under specific framework goals on the following pages), when reporting back to the large group, job creation, relevant education, citywide neighborhood improvement, and controlled development were the key areas that were highlighted. City of Delray Beach 4 April 2013 Prioritized Outcomes Within each Framework Goal, all of the recorded objectives /action strategies were prioritized. Mathematical ratings assigned by each participant tallied to arrive at scores for each idea. The top 3 -! for each Framework Goal are highlighted on the fol pages, and the remaining "medium" and "low" prio ideas are presented in "grouped" fashion with relal ideas appearing close to one another - not specifically in descending order of ranking within these two groups. The variation in reporting "top priorities" relates to the scores assigned to each item relative to the complete list of ideas generated. All reporting on the following pages includes all of the ideas generated for each goal. Vision 2020 Forum Report To Invest in a Network of Pedestrian and Bike Pathways for Recreation and Transportation Purposes Five Top -Rated Objectives for this Framework Goal 1. Create and distribute /post maps, signage and smart phone apps to direct users to best paths and multi -modal points throughout City 2. Identify current infrastructure for bikes /walking 3. Revisit the existing bike plan generated by the S.A. F. E. group approximately eight years ago 4. Use City website to publicize resources, laws, etc. relevant to biking and walking 5. Implement "Safety First" initiatives Mid -Level Priority • Plan pedestrian - friendly areas outside of downtown • Partner with bike stores to distribute maps and direct bikers to best areas; Identify and publicize locations of existing bike racks; Include bike paths, bike racks, walking trails, nature preserves, and historic sites on "bike" maps • Develop a bike share or bike rental program throughout the City • Install bus stop covers - that are creative, pretty, artsy ... not just big advertisements) • Create a frequent shuttle service between parking areas and major destinations to create equal status for bikers and pedestrians; Expand shuttle service to include multiple small vehicles to transport bikers from bike park areas City of Delray Beach 5 April 2013 Vision 2020 Forum Report • Enforce biking laws and standardize rules for bikers, including adding more restrictions for biking on A1A • Attain mutual respect between bikers /walkers/ vehicles; Create and install signs similar to "You are entering a bike /pedestrian - friendly area, please be careful "; Install public art into sidewalks (such as quotes) - similar to NW 2nd Ave; Curve sidewalks to create a meandering pace • Remove impediments to walking /biking from sidewalks (meters, cafe tables) • For new construction, set back buildings further to create wider sidewalks • Develop a "greenway" with connecting nodes to centralize biking • Expand these ideas and this framework goal to include golf carts Additional Ideas • Apply sidewalk waivers and standardize widths of sidewalks • Identify and support ways to get people out of their cars, such as: develop a multi- media marketing campaign for biking and walking, i.e., "Ride your bike /walk to work day ". Integrate social media: Instagram, Twitter, videos, and online information • Have a traffic consultant with local knowledge assess the City's bikeability and walkability and develop a comprehensive plan; Identify new locations for bike racks; Install multiple kiosk locations as information hubs for literature, maps, electronic resources etc. (to consolidate efforts to maintain current information) • Make [previously mentioned] greenway area eco- friendly (to create grant funding opportunities) and user friendly (i.e., water fountains) • Pursue and attain the "Bike Friendly USA" designation /award (as Boca Raton has done) • Implement a capital improvement plan for bike paths • Create /provide incentives for employers whose employees bike /walk to work • Designate an area of 441 for dedicated bike use; Make Atlantic east of Swinton (to Federal Highway) a pedestrian /bike only area • Outlaw texting /walking; texting /biking; texting /driving; Reduce speed limits for vehicles; Enforce jaywalking laws and encourage crosswalk use • Provide an "emergency road side service" program for bikers • Cut down on car traffic • Require 10% of total parking requirements for new projects be dedicated to a combination of secured bike parking for residents and public bike parking City of Delray Beach 6 April 2013 Vision 2020 Forum Report To Protect and Enrich our Beaches to Ensure Future Sustainability Mid -Level Prioritv • Replant seagrape /native plants and clean /maintain beach, continuously • Participate in county "Save our Beach" program; Engage the County • Create artificial reefs for preservation • Increase enforcement of no smoking laws • Determine how can the City be known for alternative sustainable beach preservation and include in City brand; Strive for "Blue Wave" clear water recertification as part of the City's branding campaign • Install more bike racks at beach access locations; Increase infrastructure to service increased demand • Transfer responsibility to protect the beach to residents that live on the beach; Increase resident accountability for creating /preserving dunes (i.e., require residences on the beach to place dunes to protect beach and environment) Five Highest Priorities 1. Restrict building on the beach that is too difficult to sustain (i.e., respect the dunes, ensure beach sustainability) 2. Lobby /raise funding for continual beach preservation and sand renourishment 3. Raise awareness and funding for sustainable alternatives to pumping sand 4. Create parking alternatives S. Execute Beach Master Plan; and educate staff on it • Take sea level rise and beach renourishment/ preservation needs into consideration when w approving construction plans • Engage greater citizen involvement with beach -R- cleanup (school involvement; private - - - sponsorships ... strategies that involve no cost to the City) City of Delray Beach 7 April 2013 Vision 2020 Forum Report Additional Ideas - Beach Preservation- related • Increase enforcement of sea turtle protection laws • Educate community on how and why the beach is an important economic driver for the City; Create awareness programs for schools; Increase use of Pavilion to include education about sustainability of the beach • Enlist kids to cleanup beach for community service hours • Provide durability training for beach • Redefine "beach" (not just sand) to include the entire ecology of the shoreline • Improve storm water management techniques • Extend hours and enforcement of charged parking on A1A until midnight and allocate increased revenue (approx. $6 /meter /day) specifically to beach projects; Generate revenue for beach preservation through beach fishing permits and guidelines • Identify ways to incentivize property owners with deteriorated structures to leave the beach and discourage new construction on the beach; Institute a public program to incentivize density decrease or abandonment of existing building /structures Additional Ideas - Beach Access/ Enhance Use - related • Improve pedestrian and bike access to beaches across bridges • Implement City- initiated program to teach toddlers to swim • Maintain the quality of beachfront businesses • Increase lifeguard staffing and expand job description to include promoting a healthy/ sustainable beach • Enhance beach access to the entire community through infrastructure and special events (i.e., transport kids from neighborhoods, greater disabled access, broader racial /cultural participation, partnering with existing non - profits like Race the Ocean, create contests) • Develop public art infrastructure that is unique to Delray (i.e., benches, etc.); Emphasize eco -art • Reconstruct beach pavilion • Allow bonfires on beach to enhance beach -going activities /experience • Make ocean more visible from road (by lowering vegetation, etc.) City of Delray Beach 8 April 2013 Vision 2020 Forum Report To Provide a Safe Place to Live and Work while Decreasing Crimf Five Highest Priorities 1. Bring back community policing and neighborhood watches including block captains. These should mirror the community they enforce. 2. Monitor and regulate transient housing. Identify strategies to support those dropping out of the system. 3. Increase police staff. 4. Create lighting programs for residential neighborhoods, businesses, and garages: "Light Up Delray" campaign. S. Use technology to create awareness and involvement which allows for two -way immediate communication of what crime is happening. In addition, reporting needs to have a truly anonymous number to call or text to ensure police and code enforcement confidentiality. (Current example of awareness program... "Lockyour doors, keep what'syours ") Mid -Level Priority • Educate youth to deter crime and gang involvement; Work with Youth Council, pursue grant money, and look into the Primary Prevention Model (CDC) • Implement better code enforcement for vacant properties • Streamline community improvement processes to minimize time for results to occur (alleys, street lighting, sidewalks) • Strengthen education communitywide and align it with business needs • Analyze root causes of crime Additional Ideas • Increase police visibility downtown "entertainment areas" • Evaluate current youth programs; educate and promote what is available; let schools know what the City offers; create more affordable and quality youth recreation programs • Create more job opportunities for youth • Control pain clinics /pill mills • Provide quality and affordable housing that creates a safer environment • Employ more Creole- speaking police officers and /or provide cultural - sensitivity training • Invest in offender integration program (i.e., GED /mentoring); consider police mentoring as an intervention for first -time offender • Install mirrors in parking garages City of Delray Beach 9 April 2013 Vision 2020 Forum Report To Create an Economic Development Vision that is Consistent and Transparent throughout the City Mid -Level Priority • Host diverse programming events and attract diverse businesses; Create West Three Highest Priorities Delray culture and archive destinations/ hot spots (add trolley tours) 1. Broaden marketing beyond • Develop professional opportunities; Take Atlantic Avenue the focus off of only tourism; Set up business incubators and open offices 2. Have a Develop Innovation • Capitalize on arts and culture (with Corridor (DIC) focus; promote incentives); Capitalize on sports (use the solar energy; and create /update existing facilities) branding in keeping with these • Develop what Delray "is" and play upon changes what we have (build workshops and forums) 3. Continue economic incentives • Develop higher education opportunities (other than universities) • Target people- focused economic development opportunities • Keep dollars and local currency in Delray • Keep our "best" and brightest here • Build a multipurpose structure (for conventions and entertainment); Repurpose existing structures • Invest in a high -speed Internet backbone to be available to businesses • Use the library • Generate an entrepreneurial ecosystem (connect, barter, information network) Additional Ideas • Go green! • Promote plans and make them available to all • Educate students on "Go Green" now • Generate heritage tourism City of Delray Beach 10 April 2013 Vision 2020 Forum Report To Ensure High - quality Educational Opportunities for all Ages and Diverse Needs Mid -Level Priority • All students graduate high school with skills to support graduating post- secondary education • Promote business /school partnerships and create City /school partnerships to develop life skills students need through internships, etc. • Develop mentoring programs for during summer and holiday school breaks • Develop /promote financial literacy programs to prepare young people to work at 18 • Develop magnet /special education programs at all levels (i.e., police, Five Highest Priorities 1. Focus on reading skills in grade levels K -3 2. Generate early parental engagement 3. Strengthen parent's involvement 4. Ensure all schools have technology S. Include education in summer programs construction, career academy) , • Explore teaching techniques that will help students develop common life skills; Improve learning opportunities for special needs students • Include arts and culture in schools • Place greater emphasis and focus on improving middle schools • Offer more adult education and improve family literacy by offering educational programs • Generate media and PR campaigns focused on what is right in Delray • Attract (locate) higher education institutions (colleges) in Delray • Make vocational training (technical and careers not requiring secondary -level education) an option for students • Ensure programs are in place that hold teachers accountable as well as programs to demonstrate appreciation for teachers • Create experience and inspired education opportunities • Teach students self - discipline (a study showed students whom were taught self - discipline with long- term goals were more successful) City of Delray Beach 11 April 2013 Vision 2020 Forum Report Additional Ideas • Expand, market, and generate PR about the Youth Academy • Create a City of inspiration education excellence • Increase family retention (explore why families may be moving out of Delray only to relocate to cities with better schools) • These objectives require that change starts at the top - where people can change policy; also more funding needs to be allocated to schools • Capitalize on the "Principal Connection" (share all of this information with principals so they understand the Vision and to get them involved) • Use research and data (such as crime statistics and education level) to understand and communicate the impact that not having quality education has on crime • Provide pregnancy education programs targeted separately to males and to females • Funds allocated to schools should be fairly distributed - i.e., the football team gets new uniforms /equipment every year when other clubs /school activities are lacking resources • Create 12 -month education programming • Bring Junior Achievement into Delray schools, and volunteer programs (to support learning) • Challenge ourselves by asking "what are we doing that is above and beyond ?" • Involve churches in partnerships with schools and parents to improve the value of education and create successful students • Licensed real estate professionals need educating City of Delray Beach 12 April 2013 Vision 2020 Forum Report To Build a Vibrant Congress Corridor and Enhanced West Atlantic Passageway Mid -Level Priority • Use City incentives to target and promote specific businesses (i.e., green energy) in these corridors • Engage property owners in discussions on what they want to see happen in these two areas • Design and build themed districts (i.e., design, innovation, home improvement, urban, agriculture districts); Ensure unified element throughout varied district themes • Create entrepreneurship programs at schools (long -term initiative to encourage youth to build and stay in Delray) • Enhance public transportation from Congress to downtown (as well as up and down Congress) • Review current West Atlantic redevelopment plan • Promote, communicate, and educate the public on current initiatives regarding these areas • Create government partnership with lending agencies to provide business incentives Additional Ideas • Install entryway signage at all major City entrances • Collaborate with County on these two areas • Partner /collaborate with Alta Vista • Extend public art to these areas Three Highest Priorities 1. Develop a central marketplace with ancillary supporting services including mixed use businesses, and recreational opportunities /events, that are connected via a walkable community... this will become the Congress /Atlantic anchor. 2. Implement an "Adopt -a- Median" program with training on landscaping for local employees to maintain these areas. a. Extend beautification /curb appeal programs and use consistent streetscape b. Design a greenway on Congress 3. Asses both areas and create an economic development plan supported by staff and board (extend CRA or separate funding /taxing district) City of Delray Beach 13 April 2013 Vision 2020 Forum Report To Drive the Future Plan, Design, and Development of Delray, Consistent with Community Wants and Needs Five Highest Priorities 1. Review and update existing plans, and create short- and long -term goals from them 2. Develop plans for areas of the City that do not have them 3. Market and publicize when /where there is positive implementation of the Master Plan to show signs that the plan is in action 4. Review /revise the Master Plan every seven years (consistent with the Comprehensive Plan), and ensure changes are data - driven (vs. emotionally- motivated) S. Draw on social media to gather community input Mid -Level Priority • Ensure a transparent process that allows individuals to participate at their desired levels and to be engaged throughout the process ... not just at "pressure points "; Communicate to all aspects of the City (utilize churches, utility bills, etc.); Create a forum through town hall meetings to assess what current residents want to see more of • Locate additional areas for parking; Communicate where parking currently exists; Coordinate scheduling of events to minimize parking crunch; Designate "employee parking" areas to maintain customer parking access • Enforce existing cafe ordinance setbacks; Revisit the cafe ordinances to consider changing setbacks; Revisit valet parking regulations • Design is more important than density; don't compromise design to get to density • Review /update LDRs (land development regulations); Implement a corridor planning process (for getting in /out of Delray) in addition to neighborhood plans; Revisit West Atlantic Development Plan to address resident's needs City of Delray Beach 14 April 2013 Vision 2020 Forum Report • Incentivize /encourage green development • Modify variance process to require community input and connect the process to the Master Plan (vs. elected official input only and "NIMBY" input); to include distinguishing between true hardship and self- imposed hardship • Determine current funding commitments to existing facilities (which are aging) as well as considering where people will park when using these facilities • Apply conditional use in areas of the City needing resurgence; Be selective (as a City) in the development choices made vs. working to attract development since downtown Delray is already seen as a desirable location to be; Recognize also that other areas of the City do require attracting development • Create diverse clusterings of businesses in areas outside of downtown Additional Ideas • Provide training for City staff on Master Plans • Designate motorcycle parking spaces; Do away with "in lieu of" parking; Designate resident parking and /or develop resident - friendly parking programs • Challenge whether "Village by the Sea" applies to Delray in 2020 • Mixed -use walkable communities citywide • Disallow development of more than one block and a time in downtown by a single developer City of Delray Beach 15 April 2013 Vision 2020 Forum Report To Balance Business and Residential Diversity while Providing a Broad Range of Employment Opportunities Two of the highest - priority objectives in support of this framework goal were two other framework goals: development of Congress and West Atlantic Avenue, and walkability of Delray. Since these are reported on previously, it is noted that these two framework goals are critically supportive of this one ... but they are not listed as priorities here (allowing additional objectives to be highlighted instead). Mid -Level Priority • Generate job creation through vocational training • Develop space for creative /co- operative /executive office space via a business incubator; Expand the current incubator model • Focus on prioritizing neighborhood commercial uses for West Atlantic (grocery store, pharmacies, bank, theatre, medical center, etc.) • Anticipate future jobs in Delray and prepare students to fulfill those jobs (citywide - across all schools); Encourage public private partnerships to prepare students for the employment "pipeline" • Foster and promote private public partnerships for businesses that result in job creation • Encourage Delray employers to create job mentoring programs for students and others and hire from within the community • Plan to attract "green business" development (in a manner that is consistent /compliant with state requirements for green businesses) • Look to Lincoln Road, in Miami, as a model for pedestrian -only area • Create economic incentives to generate manufacturing job growth Additional Ideas Four Highest Priorities 1. Promote mixed use type commercial space 2. Create /invest in alternative transportation solutions (i.e., light commuter rail on FEC, dedicated bike lanes, etc.) 3. Explore regulatory options for mitigating /balancing transient housing stock 4. Protect older and historic neighborhoods adjacent to downtown (identify new/ innovative solutions to parking /traffic) • Focus on government /local partnerships for access to capital • Focus on new urbanism, walkability, and density; Reduce speed limits • Provide employee parking for new businesses • Establish an online database to publicize new job opportunities • Create a business "think tank" (i.e., incubator) • Create an economic development program for Delray home -based businesses • Curb overdevelopment of rental /residential over commercial • Existing LDR is too restrictive on parking; no allowance for alternative transportation City of Delray Beach 16 April 2013 Vision 2020 Forum Report Summary Feedback from Participants "What word best describes your reaction to today's event ?" • Needed • Engaging • Informative • Motivational • Collaborative • Worthwhile • Pride • Positive • Hopeful • Energetic • Interesting • Excellent "The best part of the visioning experience was..." ...the engagement of the community ...listening ...diversity of the group ... interaction: ... of ideas, ...with the group, ...with City stakeholders ...brainstorming ...being able to weigh in on so many important issues for the well being of our people and town ...hearing different viewpoints ...moved quickly and covered important topics ...seeing common priorities emerge from different groups and perspectives ...being in a forum where you can compare thoughts with peers ...participating ...very well organized and moderated — kept to task and avoided potential pitfalls of "agendas" ... meeting: ... neighbors, ...new leaders, ...new people, ...other residents, ...new residents ...sharing ideas Summary of Perspectives on the Visioning Event: • 88% of attendees indicated "I believe my input will make a difference in Delray's future." The remaining 12% were evenly divided between uncertain and disagreeing with the statement. • 84% indicated "I am excited about the results." 10% noted it was too soon to know/ uncertain, and only 6% indicated they were not. • 90% of attendees indicated "I am motivated to be an active participant in implementing the next steps." 6% were not and 4% did not specify. Recommendations for Future Visioning Events • Request for framework goals to be shared prior to event • Logistics: acoustics, temperature • Duration (equally divided between more time desired and shorter schedule preferred) Additional Comments Related to Next Steps • Publicize this process and results • Repeat process in two years • Follow -up with same people quarterly / Have an evaluative update in two years • I have been to strategic planning meetings like this that had no outcome — I am walking away knowing our ideas were recorded and prioritized! City of Delray Beach 17 April 2013 Acknowledgements Vision Steering Committee Members • Tom Carney, Committee Chair • Jay Alperin • Ryan Boylston • Reggie Cox • Evelyn Dobson • Vincent Dole • Alice Finst • Connor Lynch • Alberta McCarthy • Jeff Perlman • Derline Pierre -Louis • Scott Porten • Albert Richwagen • Craig Spodak • Margie Walden Citv of Delrav Beach Staff • Lula Butler, Staff Liaison • Donna Quinlan, Support Staff • Nigel Roberts, Support Staff Vision 2020: Future with History Attendees: Vision 2020 Forum Report Diane E. Alperin Sandra Caruso Diane Franco Jay Alperin Cory Cassidy Kelli Freeman Jennifer Aracri Georgianna Cerola Wanda Gadson Cathy Balestriere Casey Cleveland Ron Gallinsky Bill Bathurst Margo Cohen Joe Gillie Ian Bathurst Diane Colonna Cary Glickstein Marcia Beam Danielle Connor Jeffrey Goldman Jestena Boughton Reginald Cox Benita Goldstein Frances Bourque Evelyn Dobson Karen Granger Jason Bregman Vincent Dole Angeleta Gray Mark Bryan Paul Dorling Michael Greene Elizabeth Burrows Deborah Dowd Linda Gunn John Butler Dorothy Ellington Tim Hernandez Lula Butler Lynn Ferguson Patrick Hidalgo Vincent Cacace Alice Finst Vicki Hill Tom Carney Gene D. Fisher Stephanie Immelman Morris Carstarphen Gerry Franciosa Leslie Jarow City of Delray Beach 18 April 2013 Charlene F. Jones Julia Kadel Debbie Kaiser Linda Karch Andy Katz Jim Knight Alan Kornblau Sharon Koskoff Jan Kucera Kurt Lehmann George Linley Connor Lynch Tom Lynch Brian Lynott Fran Marincola Bob Marks Alberta McCarthy Tom McMurrain Janet Meeks Francesca Mellows William E. Morris Christina Morrison Bill Nix Vincent Nolan Pam O'Brien Additional Contributors Shirley O'Neal- McKennon Sharon Painter Joycelyn Patrick JoAnne Peart Francisco Perez -Azua Derline Pierre -Louis Cheryl Pompey Howard Scott Porten Elisha Porter Rich Reade Chuck Ridley Nigel Roberts Candace Rojas Kevin Rouse Loren Rubentstein Eric Schifferli David Schmidt Stephanie Seibel R. Brian Shutt Thuy Shutt Yalmaz Siddiqui Laura L. Simon Doug Smith Robin Smith Joe Snider Vision 2020 Forum Report Samuel Spear, Jr. Terra Spero Craig Spodak Mary Stacey Perry Stokes Deb Sullivan Shirley Talbert Drew M. Tucker Margie Walden Jimmy Weatherspoon Michael S. Weiner Stacey Winick Ann Wright Talbert Shirley Alyona Aleksandra Ushe Joseph Bernadel Annette Gray A1Jacquet Evens Jules Carolyn Patton Guarn Sims Jeffrey Perlman Jayne King Seabron Smith • Rich Reade, City of Delray Beach Public Information Officer; in appreciation for photo - documenting Vision 2020 • Marriott Delray Beach; in appreciation for waiving parking fees for forum attendees City of Delray Beach 19 April 2013 Vision 2020 Forum Report Appendix Steering Committee SWOT Analysis (Completed January 7, 2013) Strengths — Vibrant downtown — Community involvement — Walkable downtown — Diverse population — Pride in City — Development plans — Current trend of growth — History — Large number of functioning neighborhood associations — Geography— beach — Growing arts community — Parks /sports facilities — Small — Communication vehicles — Visioning process Opportunities — Tri -rail and feeder system — Directions on how to get to Delray via public transportation — Retail — Branding of City not fully capitalized — Full use of public facilities (currently under- utilized) — Congress /Linton /W. Atlantic development and N/S Federal — Transportation — County /state -level FEC rail use — Private sponsorship of public parks /art — Atmosphere conducive to creative and entrepreneurial business — Creating entryway on Linton in addition to Atlantic — Regional coalition building re: development (PBC League of Cities); policies, procedures, best practices — Expand arts and culture — wider audience Weaknesses — Business to residential ratio (business too low) — Contiguous land assemblage in West Atlantic corridor and surrounding area — Congestion (pedestrian and auto) downtown — Poor community /City Hall relationship — Growth and good quality jobs — Dependence on visitors — Occasional racial /territorial tension (vs. overall civic pride) — Expansion of sports facilities (too small) — Lack of quality office space — Short - sighted /lack of confidence /risk averse (i.e., golf /tennis facilities still too small) — Bad downtown tenant mix (restaurant too high, retail too low) — Perceived lack of parking /poor signage to parking — Use of communication tools Th reats — Competition — other cities — Beach erosion — Citizen apathy — Crime — Too many partiers downtown — Lack of media attention (not enough news vs. lifestyle) — Reputation as a rehab community — Lack of planning for future development (what is being financed vs. what we want) — High real estate taxes — Lack of attention to design /impact on history /preservation of districts (losing character) City of Delray Beach 20 April 2013 Vision 2020 Agenda Vision 2020: Future with History Timeframe /Location: Vision 2020 Forum Report • March 23, 2013; 8:30 to 4:00 • Marriott Delray Beach; 10 North Ocean Boulevard, Delray Beach, Florida 33483 Agenda Welcome Review 2005 Vision Results Vision 2020 Program Overview A Look at Today — Assess Today's Climate A Look Ahead — Framework Goals /Objectives and Action Strategies — Lunch --- A Look Ahead "Field Trips" Prioritization Process Next Steps ... Moving Forward Close and Thank you ` r I . I�� City of Delray Beach 21 April 2013 MEMORANDUM TO: Mayor and City Commissioners FROM: Louie Chapman, Jr., City Manager DATE: July 10, 2013 SUBJECT: AGENDA ITEM WS.2 - SPECIAL/WORKSHOP MEETING OF JULY 16, 2013 PUBLIC ARTS MASTER PLAN PRESENTATION ITEM BEFORE COMMISSION Elayna Toby Singer, Palm Beach County Public Arts Administrator, will provide the Commission with an update on the Public Arts Master Plan. BACKGROUND History of Delray Beach Public Art Program and Master Plan Process In 2004 the City's public art ordinance was established which mandates 1.5% of the total eligible construction costs fund artist design services, artwork selection and acquisition, installation, exhibition, maintenance of artworks and administration of the public art program. The ordinance also established the City's Public Art Advisory Board. Per the ordinance, 1.5% of project costs for CIPs with budgets less than $200,000 are to be pooled for other art projects. Eligible CIPs include bond - funded, grant - funded and capital projects funded from other sources. Excluded CIPs are underground infrastructure improvements, water and sewer mains, wastewater or other underground utilities and storm drainage. Unlike municipal public art programs within seventeen along Florida's east and west coasts, (Port St. Lucie, Palm Beach Gardens, Boynton Beach, Coconut Creek, Coral Springs, Tamarac, Lauderhill, Coral Gables, Palmetto Bay, Tarpon Springs, Clearwater, Tampa, Largo, Sarasota, Naples, Key West) Delray's public art ordinance does not include public art funding from private development projects. In December 2011, through an inter -local agreement between the City of Delray Beach and Palm Beach County, the County's Public Art Administrator, Elayna Toby Singer, was hired to facilitate a six month assessment of the City's public art with City staff and stakeholders. The assessment's key findings highlight that since the establishment of the City's public art ordinance, all City, CRA and nonprofit sponsored public art projects have been operating on an ad -hoc basis without public art policies and procedures, not in accordance with nationally accepted best practices, without a public art master plan, and without a public art program manager. City public art projects have not been developed or funded as outlined in the ordinance. The assessment was completed in May 2012. The Mayor and City Commission endorsed the report's recommendations aimed at increasing the City's return on its public art investment: 1) Progress from a Public Art Ordinance with Ad -hoc Projects to a Public Art Program Commit to integrating public art into the City's annual planning and budgeting processes in order to advance goals of capital projects and community programs. 2) Be More Strategic Develop a public art master plan and establish public art policies and procedures in order to build the City's capacity to attain economic and community benefits of public art integration and artist involvement in capital projects, community programs and events. In February 2013, through another inter -local agreement between the City and the County, Ms. Singer was hired to facilitate the City and its stakeholders in Public Art Master Planning and Program Set Up (development of policies and procedures). This sixteen month endeavor will build on the public art assessment's stakeholder conversations, findings and recommendations. Phase I of the Master Plan occurs February -July 2013. During this time Ms. Singer met with City Advisory Boards, City Staff and Strategic Partners. Each meeting included presentations by Ms. Singer of model public art projects related to each stakeholder's unique responsibilities and priorities. All discussions addressed the question, "how can public art and artist involvement advance City & stakeholder goals "? A preliminary review of existing policies, procedures and funding was also conducted. Phase II will occur August - December 2013. This phase is characterized by visioning, strategizing and planning. Ms .Singer will facilitate working sessions with City staff, community partners and stakeholders resulting in an outline of public art policies, procedures and funding strategies to support public art integration into City and stakeholder priorities. Phase II will involve outreach to additional Delray residents and stakeholder groups. To this end, Ms. Singer and City staff seeks Mayoral and Commission support to host an exploratory meeting with private development stakeholders to review opportunities and implications of public art funding requirements and/or incentives for private development projects. Phase III will occur January- June 2014. This phase will produce the final public art master plan and final public art policies and procedures. d E d El E �a L L a AW L a v a O N E O 0 (1) c c Lim a� Y i O i O CL 0 O L CL i O V"A 08 a U :A V CD Cu O QL O O O -0 O C� U) U O .O QL C� .0 QL O L V 0 am L T� N d O am L Q v am I V am L m d CL m U U El i 0 ea z I i c� a L L Q U am I L G E L L a i 0 a� 0 L I N O r. N ca .O N o � U E }' O � v o E con W L c O Q E 0Cl) O = a_ .O Q •- U E � U L O L a O N V Q O L 0 O s 1 a s OO V o L. CL. U O L QL c6 c6 QL C6 i c6 O 4-0 cu U QL a) ca a) • cn E C6 0 E O cnU C6 U O C6 U 0 cn m O O U ca El • C6 L cn m E L V c6 NOUN U cn i ° O a) 9 cn O U O C6 cn �U O QL U m cn w • cn 4-0 i E O C6 O E E O U U .E O O U O O N ca a) • W Q w� V (1) ftc- i V N 0 ,O a) a o � U E }' O � v o E DC con w L W o Q E 0Cl) o � a_ ,O -t N Q .- U_ O � V i UL L (1) AW AW L Q v a m L V 0 L am Mold N d U) cli L Q L MO W C� 4--+ Cn Q U C/) CU O � .0 U }' O J O a) .C/) cl) C/) O QL 06 O � � C ca .� •� O L a- > O U) QL ^L W C: 4--j C� L) a) a) E cl) 0) O u) ca O � o a) co E O Cu �-j 4-0 � U � O O O O CU c)) Q C a) cu �p O 4-0 �Q cn O O O C: U J cn W C: _ •O C: cn m • cn C o O E -a E O cu a) U � p) -,-a O -cn E C: Q U W O O �, }, 0 U :tf � C: ca ca C: �E•oc� � }, ) O U Q U M r N L LL w i V x W r O E 0 L O L O 08 4-0 U U ca E O a 08 a V 2 cn N O L. N 0 O O QL QL V! O U O L- QL tf tu U QL a) 0 O E N U 0 • CD ca V! N N U O vi �U O CD cn .X O a) nL. • cn H Z 5W G �H W Al cn W `� V J L CD C� G U 0 C: E E 0 0 Q ; E a) C U E 0 E O 0 U W a U) N E O W U m 0 a) L a) cn 0) 0 N c6 0) .C: cu w z a a) C L Q 0- }, O O 0U E cn 0- C: o NNa L.1. E E E U • m L cn Q L 0 L 0 N U L a) L 0 U � a) < =3 E a U E 0 0 L a) a) > E o c6 C: U O a) O O U a) E 0 E a) a) C O U Co W U L a--+ cn a) c6 O m � C: m a) E a) U U U m cn � � o� a) oo c Q O U c6 O m0 m 0 m o70 ° m o._ o �m� m }, cu > -0 E CD �, c6 0�-0 O 0 �> E a) -0 CD cu 0 > — 00 cn N O O C: m N 06 -0 < a) > _ ai a U C: L � U N V2 CD FD " � ED =3 a) a--+ Vw�C�=zmmmw m L cn Q L 0 L 0 N U L a) L 0 U � a) < =3 E a U E 0 0 L a) a) > E o c6 C: U O a) O O U a) E 0 E a) a) C O U Co W U L a--+ cn a) L U N d w r 3 R d m Vl d t V R H vi m a� R a� c LU vi m w 0 f+ L 0 L L L c R m d i ca L i �a 0 1 JFT ffm-� I r t i L- a) ZD m i U_ 75 L V O V O V O L O W L CL V a� ° _ i AOF r 1 r r✓ it „`�. :� ✓ _ 1 �; r, :f. , Sew r46_f l -- - ------------ 5 i 0 L N Z � W Wl 1 Of. Vk -111 1 AL �13 M ' r.-, t . r%- - tk L = L s �a •- E (1) O L > O � N � O V L � O s� O� � L 0 .� to a) E ►'l�J z ttJ r v� pit � r -A; F J O • - 1 . T1 lCr -, ell x • � L 4 C f � e j f w I , I ` A 5 I �r .r• rj . yx 4 Ar • x ��- 'fir }�, �• . , j . ti. -iMf.z w t r L I a) i CU CD L a) � CU L J Ak c' "Now � r 1 4: 1111111/ =�'ar- w 0 1■ ■11 ; E�:- 1'4+r �u AMM .�_ _- .bun` imt .0- 4 ..0 irL R /1 a_ +� O .� > � J J O� L N COOO U_ �0 .I. op 0 Post ki w if —31 0 46 LL' T vpq� 41, m fu vi L-3 M� ilk N N N U .s U � C6 cn � _ V 'i Q O ca � CL U ca J o E O W tw M •� t > }' •E c O E L O +•+ O +�•' m N N Uv > 65 ' \ (� U U Q i a~ tale ++ •— O i a; •- u J a ca a O St- i N or U o a� i t C: O 06 a- W 01 u C) ru O_ a ■ ■ ilk i U O L O O 0 L O O U cn i ate-+ E 0 .C: D `I►J W ,a o� v m C Idj .V a i Q Q L c� i O L L E E O U O i c O O > j-0 C6 � O i c a c cn > Q = E 0. _O i c� v i O 'i O t t 0 W O Q m Q tw O S > O �._ W a _ A' 00 •- •M aA M o -0 m 4- -W i O v .w m N • O }' ca � •� > •- 01 Q) m CA v •- tw r m E — 0. 0 °o M o m tw 3 m E ♦-0 m IZ- ♦. -0 N V O IZ- ^�^' W �U ■L _O Q. O 0 L CL O i •L L Q 0) Q C CO LO o ti O O O O O O O O N N N N O O O N m .v J cn 0 a O N cn CD 0 O N O �U c O O V- O U) o N d O 72 N L9 u c� t t d � m O !� E L a m° O co O co O 00 `1 N O 0 V1 � O U 'r C) = � CL U O 70 UUHJ pO M 0 V- C) 0 N N m � m (a O 0 +r d U a d d Y O N ,Re O 0 O O ° cV O ca O U N ._ v O O CL 4- ♦"� �O U 0 O CU L ■O O O a) c, a) • o V U O i C: •— QL Q m QL . _ t/� O — a) cu Za O O O •— U L C ;- O E 0 �'- cn co o a) p -- 4-a m �+ WL O O U O O O � O O X � L O O r O QL O LM M� o a) CL T) cu 7 m u) u.0� >% 0 4) 4--' to L 4- }, mw 0 _m '— CL O ■- O O O U) O p � E L p 0 cn V CD 0 N (M) cn o ._ O LM cn O E - 0 lot o }' > Q E o C: E =3 — v � v Cn X — o- LLJ =3 U) 4 v _0 (D � ) C C: t� — L , — c� U 4 C) ca (D m O •� : O O L 4- 0 Q- _ L O O O CM L a� CU C: � -+ O (� �-+ _ c� � � m C: M a) a) O-0 Z Z O ' E O cn a�ww no V cl*-' _C/) cu O L a) a O a) cu -4--1 U) W U a) U cu ca a) E 0 cn L Q 06 L Q U a U O 2 cu U) -0 V L.L a) L- L a) a U O O L CCS W cl a) L a) U_ cu'^ .O C6 u) 2�-- 4-0 CV v, a N ^L W P1 O o N L 11 C: C6 W }' m U 0,5 c/) a) L a C/) U �O^ V ) O L + 0- 4 Cli N O 0 3: O � U � L CU c1r) � o C6 }+ N + L a) U) O � o � O as > cu U) -0 V L.L O a� o a) L a� U O L CCS cl a) L a) U_ Cn .O C6 2�-- 0- W W U N O o N L 11 C: O a� o cl*- - _C/) cu O L a) a 0 a) cu Cn U a) cu cu a) E 0 cn L ,,Q W L Q U U O 2 t O lot O CL CL Cl) O .N N O V L 0 G cm O O E �s O _O X O C6 cn O cn O O O C6 cn O E QL _O O W ate--+ 3: U W _ 0 > 0 cn U O O O E QL _O O O C6 L O ^n W ^C W U 4 •- O c O C O C: C6 cn � •U — C: � O . E C: � C6 cr c O O � C: C: O =3 QL 4- O 3: U W _ 0 > 0 cn U O O O E QL _O O O C6 L O a) a) a) ^U) W U C� U n O 4--j O c� U U c m ca � W � U O m O O _U O O � O O V ca m i D O U CL O t N Y i O O N O U _M O N t0 The State of Public Art in Delray Beach An Assessment Final Report May 1, 2012 Faith is taking the first step �even when you don't see the whole stair cas Submitted by Elayna Toby Singer, Palm Beach County Art in Public Places On behalf of the City of Delray Beach Public Art Advisory Board :79 • V, AM 4D 2= Ir A lk 4 oil 0 .�•• yu..tl; ...� AAW X X est, 7-1 V. S. W•, m 1141 lie aq PT V, AM 4D 2= Ir TABLE OF CONTENTS Why Conduct a Self Evaluation? ............................................................ ............................... 4 What is the State of Public Art in Cities Across the Nation with Goals Similar to DelrayBeach? .............................................................................................. ..............................6 How Does Public Art Fit into Delray's Plans? ..................................... ..............................9 What is the Status of Delray's Public Art Program Today? ................. .............................10 Operating Without a Public Art Program Manager Operating Without a Road Map Operating Without Nationally Accepted Public Art Best Practices Operating Without Well Defined Public Art Project Scopes and Budgets RECOMMENDATIONS ............................................................................. ............................... 17 APPENDIX A: LIST OF INVITED STAKEHOLDERS ............................... ............................... A APPENDIX B: MINUTES FROM STAKEHOLDER MEETINGS ............... ..............................B APPENDIX C: PUBLIC ART ACROSS THE NATION .............................. ..............................0 POWER POINT PRESENTATION FROM STAKEHOLDER MEETINGS APPENDIX D: CONSULTANT PROFILE .................................................... ............................... D Why Conduct a Self- Evaluation? This Assessment of Public Art in Delray Beach was initiated by a dedicated group of Delray Beach citizens who volunteer their time, talent and service as members of the City's Public Art Advisory Board (PAAB). This Board was established in 2007 to advise and make recommendations to City Commissioners regarding Public Art policy, funding, selection, construction and placement. Aware that the field of Public Art is continually advancing, and as part of their on -going effort to update their knowledge regarding Public Art best practices and successful Public Art installations, PAAB members posed the strategic question, "What is the state t� -- —MMF--- of Public Art in cities across the nation with similar goals to Delray Beach ?" Since the City of Delray Beach does not have a Public Art Program Manager, PAAB approached Palm Beach County's Art in Public Places Administrator, Elayna Toby Singer, and asked her to provide a presentation on the "state of Public Art today ". Ms. Singer's presentation to Delray's Public Art Board included a virtual tour of Public Art installations around the Country with comparable scale, feel and function to the types of projects that would positively influence community engagement, economic development and cultural tourism in Delray. She also presented information about current Public Art best practices, the typical steps of a Public Art project, and the roles and responsibilities of a Public Art coordinator. As a result of Ms. Singer's presentation and PAAB member experiences working on Delray's Public Art projects, PAAB members recognized that the City's process for Public Art, and their role in it, was "broken." The Public Art Advisory Board received Mayoral and City Commission approval to pursue this assessment; demonstrating that City leadership understands the need for Public Art strategic planning and �_0 coordination in Delray Beach. Through an inter -local agreement between the City of Delray Beach (City) and Palm Beach County, in September 2011 the County's Public Art Administrator, Elayna Toby Singer, was - engaged to facilitate the City of Delray Beach in a Public Art Program Assessment. F-•— _ T Page 4 of 19 For sixth months, from October 2011 to March 2012, Ms. Singer facilitated strategic discussions with stakeholder groups including: - Mayor and City Commissioners - City & CRA leadership staff - Delray Non- and For- Profit Cultural Arts leaders - Current & Past Public Art Board members - Public Artists commissioned by both City & CRA The purpose of stakeholder meetings was twofold: 1) To address Public Art priorities outlined in the City and CRA's master, strategic and cultural plans as well as in the City's Public Art Ordinance, and S��SCNGOLB�� 2) To broaden stakeholder understanding and awareness about Public Art In each meeting Ms. Singer presented images and information from dozens of Public Art installations. She also provided an overview of Public Art best practices related to Public Art planning and implementation; from budget allocation and scope development to ribbon cutting and long -term maintenance. Before the City invested in this Public Art assessment, the majority of stakeholders and decision - makers who participated in the process perceived Public Art as a stand -alone sculpture, monument or mural, and had limited familiarity with the typical process and specific steps cities need to involve artists in CIPs and other strategic initiatives. Through this assessment, stakeholders and decision - makers have a better understanding of what Public Art involves including how functional Public Art, (e.g., seating, lighting, gazebos, sidewalks, windows, floors, etc.) can be integrated in Capital Improvement Projects to fulfill architectural and zoning requirements. In addition participants now have a broader view of the potential for Public Art to positively engage Delray's diverse communities. ' Minutes from stakeholder conversations significantly informed the findings outlined in this report. See Appendix A for a complete list of invited stakeholders. See Appendix B for stakeholder meetings minutes. See Appendix C for PowerPoint slides Ms. Singer presented at Public Art Advisory Board, Commissioner Workshop and stakeholder meetings. Page 5 of 19 What is the State of Public Art in Cities across the Nation with Similar Goals to Delray Beach? Unlike in the past, today it's too simplistic to define Public Art only as an artwork permanently or temporarily placed indoors or outside. Today Public Art is also integrated with architecture, landscape and infrastructure. It can be functional, commemorative, decorative, social and /or interactive. By employing technology, text, or sound it can uniquely showcase cutting edge digital and energy innovations. Both the form and role of Public Art varies from project to project and community to community. Public Art contributes to the visual and textural character of a community. Projects create a sense of place and foster community unity; often by celebrating the history of a place and its cultural heritage. Public Art seeks to inspire relationships and communication and has the power to energize our public spaces, arouse our thinking, and transform the places where we live, work, and play into more welcoming and beautiful environments that invite interaction. Memorable Public Art experiences stimulate repeat visits by locals and tourists. In the past ten years there's been a trend away from artworK placed as "plop art" in a public space to an approach that is more site - determined, collaborative, integrated and community driven. And increasingly, temporary Public Art installations and interactive happenings are used by cities to generate excitement, stimulate the local economy, advance neighborhood "green" initiatives and draw visitors. In Florida cities similar to Delray Beach, and in others across the nation, public artist involvement in permanent and temporary strategic place- making efforts have attracted businesses, residents and tourists, resulting in higher tax receipts and increased job opportunities. Page 6 of 19 For example, the temporary event - oriented "Lights On Tampa ", a biennial program of the City of Tampa Public Art Program, drew approximately a million people to six artist installations over a three week period in 2006, the spectacle's first year with a $1 million budget. In 2011, with a $200K budget, the one night event drew approximately 20,000 people to three art installations. "Lights On Tampa' is 25% City and 75% privately funded. With over 40 "Percent for Public Art" ordinances in cities and counties throughout Florida, and over 400 Public Art programs across the United States, cities similar to Delray Beach are reaping significant economic benefits from investing in Public Art. Neu Hampshire O • Washington 0— M Veanoat Maine ��1❑ O O Montana North ➢akota Minnesota O— 0 0 New Yv,k 0 Oregon Idaho O 0 Massachusens _ • Wisconsin 0 0 -.-- South Dakota Og O ' O..p G ,.., ..0 so O --- ihvvnung ra.Im. •a ,.w. Ahvde Island °, 0 ♦ �ennscfraai, a r x r Connecticut 00 a 0•^ Nec�da O O Nebraska ♦ � 000 ZS— ` WO 0• p° 0 r New jersey i •0 Op '�♦• ♦ �^ Illinois - =08'1 Utah p W-Of1r 0"'• © 0 O0 Delaware W A B C 00 Kan s - OW s' Vvgiv�;t California •0 ♦o Maryland O 1 O ,,..,, - - Kentucky carol r „'• Colorado irssaurr �` 0 �O O �.0 0 •,. V Washington D.C. 00 0 O Arizona �`.Co • •y0` Teanessee 0 -© ("Srare'Pru�am and 0 4 ♦ _ w °.` "O Arkamn GSA see ace}-_ beta,.) Q Oklahoma �'" ® S. Carolina 9Or' 0 Neu •� �:, O_ O 0 Mesico - _ •._ ♦O O 0.... q Te 0 - Louisiwa 0 �'" ♦ .� L00�0 A .. yeti r A,-- ee.....N U4q� �- State Public Art Program Q 0 - City County Public Art Program Public Art Programs Fa +ra:i E]- Traasit Rlblic Art Prnpiarn (Rail, Airport, Bus, Port Authority) in the United States {` J` A - United States Urban Arts Federation member (USUAF) State. City. Commty According to the Florida Tax Watch Tourism Research Report, 74.9% of visitors to Florida participate in cultural art activities. Page 7 of 19 In 2008 Florida had 58- million attendees at arts and culture events of which 84% were residents and 16% were visitors. It's also interesting to note that non -local attendees spent 137% more per person ($57.49 vs. $24.25). In the Partners for Livable Communities' publication "How to Incorporate Arts & Culture into Neighborhood Business Districts" it's noted that Public Art contributes to the mix that is a 4miki ik, magnet for people, businesses & tourism and that the public image conveyed by a City can be a critical part of spurring local economic development. Furthermore, enhancing a city's identity through the arts makes the city come alive for investors and visitors. Similarly the University of Westminster study entitled "For Art's Sake, Public Art, Another way Public Art projects help support local businesses is through procurement of local goods and services. Similar to other capital and community projects, Public Artists who lead such projects often hire a diverse group of subcontractors such as engineers, suppliers, fabricators, accountants, electricians, computer techs, and others to design, fabricate and implement their projects. Planning Policies & their Benefits for Commercial Property," investors, developers and occupants of commercial property conveyed that image or attractiveness of a development was a significant factor for them in selecting a building. Sixty -two percent of occupants believe that the contribution of Public Art to their building was considerable and provided a commercial advantage. Page 8 of 19 How Does Public Art Fit into Delray's Plans? In 2004, when City of Delray Beach Comn- a Public Art ordinance to create the City's Public Art Program they, along with City Staff and citizens of Delray Beach, recognized that: • Public Art is consistent with and furthers the goals, objectives and policies of the City's Comprehensive Plan. issioners first approved • Public Art contributes to the aesthetic enhancement of Delray's diverse communities. • The City's built environment is vital to the quality of the life of its citizens, the economic success of its businesses, is an attraction for visitors, and a benefit to tourism. • Public Art can reflect and enhance the City's diversity, character and heritage by integrating artworks and designs by artists into Delray's architecture, streets and landscapes. And, as outlined in Delray's 2004 Public Art Ordinance, 2002 Downtown Master Plan, 2006 Cultural Plan and 2010 City Strategic Plan, arts and culture have been integral to Delray Beach's vision, with an emphasis on the following priorities: ✓ Neighborhood and Facility Beautification ✓ Arts and Cultural Vibrancy ✓ Economic Growth ✓ Community Unity Page 9 of 19 What's the Status of Delray's Public Art Program Today? Priorities and goals outlined in the City's Strategic, Master and Cultural Plans are ripe for artist and public art integration. Ironically, to date, neither artists, nor the public have been engaged to full benefit. Despite the City of Delray's deliberate capital planning and the existence of a Public Art ordinance which specifies using 1.5 % of Capital Improvement Projects (CIPs) for art /design integration, Delray Beach has barely involved artists in the design and development of CIPs or other strategic initiatives aimed at shaping Delray's physical character and economic development. Since the creation of its Public Art Ordinance in 2004, the City of Delray Beach has implemented a handful of Public Art projects to a generally positive public response. And yet, lacking the necessary resources and infrastructure, the Public Art ordinance has not resulted in a Public Art program. Since 2004 Delray has been implementing its Public Art projects without a Public Art Program Manager, without a Public Art Master Plan, without policies and procedures and without adherence to nationally accepted Public Art Best Practices. As successful as Public Art projects appear, it became evident through stakeholder discussions that Public Art projects initiated by the City, CRA and Delray nonprofit organizations have been carried out on an ad -hoc, instead of strategic, basis. The City of Delray Beach has treated Public Art an extra, a mere add -on, instead of the "Untitled" by artist Michiko Kurisu at Veterans Park under Atlantic Ave Bridge strategic "game- changer" it can be if included in the steps Delray takes to attain its strategic goals. Page 10 of 19 Operating Without a Public Art Program Manager The City's need for Public Arts expertise and leadership at the staff level to ramp up, develop and sustain the City's Public Art Program is a lynch pin issue at the heart of many of the challenges outlined in this report. Without a Public Art Program Manager responsible for working with City management, the Public Art Advisory Board and strategic partners such as Delray's CRA, non - profit cultural arts organizations, businesses and community members, Delray Beach has not yet put in place the foundations upon which a successful Public Art programs can be established and flourish. As stakeholder meetings minutes clearly reflect (Appendix B), without a Public Art Program Manager the City lacks coordination among the City departments involved in the various stages of a Public Art project. In the absence of a Public Art Program Manager City staff assigned to deal with individual project segments do so without being given the necessary tools to do so. Without a Project Manager to coordinate the artist's work with the project's other design professionals, economies of early integration and other synergistic opportunities, e.g., budget and design, are missed. Artists commissioned by the City and CRA all remarked that a project coordinator or point person was either non - existent or ineffective; making it very difficult for artists to navigate through City departments and the City's construction process. City and CRA staff assigned to projects often lack Public Art expertise and therefore are unable to answer artist's questions, resulting in artists being bounced around among staff when issues arise. In addition minimal staff oversight and limited review of design, fabrication, installation and maintenance issues were provided. As stakeholder meetings minutes reflect (Appendix B), City staff assigned as liaison to the Public Art Advisory Board (PAAB) are also not given necessary resources to effectively direct and facilitate the Board in its duties. There also appears to be a lack of coordination between PAAB's staff liaison and other City staff. In an effort to support staff and public artists commissioned by the City, volunteer PAAB members have stepped up to the plate to assist in project management, permitting, engineering and other project aspects. PAAB member's diverse expertise and desire to help the City means they pitch where they can to assist City staff. Similarly, in an effort to help, PAAB members have voluntarily offered professional services, free of charge, to artists. Unintentionally, this brings up conflict of interest issues for the City and Board members. Page 11 of 19 Lack of arts coordination and lack of a designated person to "lead the charge" for Public Art and other cultural endeavors the City financially supports, was a repeated theme among stakeholders. Discussions reveal that despite recommendations to improve City -wide arts coordination, accountability and stewardship of the City's cultural arts vision, only nominal changes have occurred since the publication of the 2006 Delray Beach Cultural Plan. Delray nonprofit leaders who participated in this assessment acknowledged that their projects would benefit from having an arts professional to facilitate coordination and communication among Delray's various cultural arts groups. Frustration and lack of faith in the City's past ability to facilitate collaboration was palpable in several stakeholder discussions. Operating Without a Road Map Although for years the City of Delray Beach has partnered with the CRA, Delray's nonprofits, residents and local businesses to build Delray as an artsy cultural destination, stakeholders who participated in this assessment are in consensus that their efforts, and the resources allocated to arts and culture, would benefit significantly from a more strategic and coordinated approach. Without a Public Art Master Plan, Public Art has not been operationally integrated into Delray's annual strategic planning and budgeting, priority setting and implementation. Without a Plan the following Public Art infrastructure and capacity does not yet exist for Public Art in Delray Beach: — Program Vision and Mission — Policies & Procedures — Project Types & Locations — Operational Integration: City /CRA Staff, Public Art Board, Artists — Staffing / Program Management Strategy — Funding Strategy — Artist / Art selection process — Collaboration / Strategic Partnerships — Community Outreach and Education — Agreements: Artist Commissions, Loans, Donations — Documentation of Public Art — Maintenance of Public Art Page 12 of 19 Operating Without Nationally Accepted Public Art Best Practices Without basic yet essential policies and procedures, the City's Public Art program is like a boat without a rudder. Typically, standard operating procedures and policies are developed soon after a City establishes its Public Art ordinance. In the past eight years the City of Delray Beach has not developed the standard guidelines, processes and documentation necessary to successfully integrate artists and Public Art into the City's CIP development process. Without Public Art Standard Operating Procedures (SOPS), City and CRA staff and the Public Art Advisory Board have not been given the tools they need to successfully develop and implement projects to advance City /CRA goals and to protect City interests. ' Without SOPS Public Art projects have not been implemented in accordance with nationally recognized best practices; from scope development, artist selection and contracts to design development, construction, and maintenance. There is consensus i' among City and CRA staff, PAAB members and Delray's Nonprofit Cultural Arts professionals that the lack of structure, process and coordination greatly hinders managing Public Art projects effectively. As of yet City staff and the Public Art Advisory Board have not established an operational blue print for PAAB. Unlike other advisory boards to the City Commission (e.g.: Planning and Zoning, S.P.R.A.B., Finance) which are generally advising /voting only boards, PAAB's role is to be involved in the planning and selection of projects in addition to recommending how Public Art funds are spent. Without defined processes and procedures to support its unique role as a City advisory Board, volunteer expertise and time have not been harnessed to the City's advantage. The City, in creative partnership with PAAB, has great potential for developing projects that support the City's strategic goals. In addition, artist Short List and Finalist selections have not been conducted per national standards. For example, each CIP's architect and /or landscape architect, City staff (and CRA staff if CRA funded) users and other project stakeholders have not been included on selection panels as voting members, in addition to Public Art Board members. Page 13 of 19 To date public artists, as uniquely skilled design professionals, have had minimal to no involvement in the design phase of Capital Improvement Projects. Instead of working early on with the project's architect, landscape architect, City staff and project end - users, public artists have more typically been "ry' involved towards the end of a project resulting in a "Public Art goes here" approach rather than integrating it effective) within the project. This r�g:::� #� approach limits the inclusion of art to MW 1 �'`�� —�� RS one specific location, often in the form of eV now F a sculpture or mural and short circuits the potential for broader reaching aesthetic and community benefits. Today it's widely accepted that Public Art elements added into capital projects as an afterthought, instead of as part of project design and development, do not deliver the same bang for the buck. Operating Without Well Defined Public Art Project Scopes and Budgets In accordance with the City's Public Art Ordinance, 1.5% of the total eligible construction costs are to be appropriated by the City to a "Public Art Fund" to pay for artist design r services and for the selection, acquisition and f display of artworks and for the administration of the Public Art program or as otherwise appropriated in the City budget. For Capital j .r Improvement Projects (CIPs) less than $200,000, 1.5% of the cost of the projects can be pooled for other art projects. Initiated by City management, in March 2012 changes to the Public Art ordinance, as noted above in italics, were approved by City Commissioners. "Fountain" by artist Carlos Alves at Veterans Park Atlantic Avenue at the Intracoastal Waterway Due to the lack of Public Art Program infrastructure to provide project specific budgeting and tracking, discerning how much the City of Delray Beach spends annually on Public Art, or on specific Public Art projects is difficult, at best. That said, based on information provided by and discussions with City staff, it appears that Public Art projects in Delray Beach are funded in several ways. Page 14 of 19 "Cultural Loop Streetscape" by artist Gary Moore NW 5th Avenue between SW 1st Street and Martin Luther King Blvd Public Art projects that have been integrated into City and /or CRA Capital Improvement Projects are funded by the CIP project into which the Public Art is integrated. However, it is unclear if the monies spent on these particular Public Art projects equal the 1.5% of the CIP's total eligible construction costs, per the Public Art Ordinance's goal. Also, some of these CIP Public Art integrated projects did not include an open RFQ -type competition and the Public Art Advisory Board (PAAB) was not involved in artist or artwork selection. Instead, artists were selected by City and /or CRA staff and /or a small group of stakeholders. In projects where CRA funded CIPs are transferred to the City at completion of construction, the process has not been under the aegis of the Ordinance at all. Although the CRA does not have a "percent for art" requirement, they understand that artists and art are strategic tools to fulfilling their mission to transform "blight to beauty." In these instances, CRA staff determines the art budget as part of the project whole. Public Art projects have also been funded with pooled monies from the Public Art Fund, per the Public Art Ordinance. Absent a coordinated strategy between City staff and the Public Art Advisory Board, the Board initiated the use of pooled Public Art funds to projects they envisioned would benefit the City and the community. As successful as these projects are, they also suffer from issues outlined in this report. "Ida 's Cool Spot" by artist Lois Brezinski NE 6th Street / NE 2nd Avenue Page 15 of 19 "Untitled" by Tim Curtis Pineapple Grove There are also nonprofit organizations such as Pineapple Grove Main Street Inc that procure Public Art. Similarly to City and CRA sponsored Public Art endeavors, these projects are often handled without following nationally recognized Public Art best practices and are not part of a City -wide coordinated plan. As stakeholder meetings minutes clearly reflect (Appendix B), artists commissioned for City and CRA Public Art projects report that the projects they were selected for were often under - budgeted, or the scope was inadequately articulated by the City and CRA from the project's onset. Artists interviewed for this report explained that expenses, typically unforeseen for the City and CRA, arose late in projects when there are few options and project budgets are already fully committed. Often artists j,_ were inappropriately asked to shoulder these shortfalls, causing a financial hardship for the artist. In general, under - budgeted projects potentially reduce the pool of applicants because established artists may not apply as they know the project vision can't be realized for the specified budget. Emerging artists may be more willing to take inappropriate compensation in exchange for an opportunity to be commissioned, but they also may be ill equipped to recognize the inherent financial risk they're shouldering. Taking a more strategic approach to the use of available Public Art funds and properly matching those funds with realistically scoped projects will result in better outcomes for the City and for the artists. Page 16 of 19 Recommended Next Steps to Energize & Strengthen Delray Beach's Public Art Program Clearly, Delray Beach has had a longstanding commitment to Public Art, but it has not as yet transformed the intent of the Public Art Ordinance into a full - fledged and strategic Public Art Program. In the years since Delray Beach adopted its Public Art Ordinance, many cities have proven how Public Art Programs can economically benefit cities and Delray Beach is ideally situated to knock this type of program out of the park going forward. Dedicated volunteers and City staff have done their best, with few resources, to implement projects in the past and the question now is "How do we go forward from here ?" Step 1: Reorient and Expand the Vision By reorienting our thinking about what Public Art is and how it integrates with capital and infrastructure projects, we begin to move from a Public Art Ordinance to a Public Art Program, which will better leverage the City's investment. And, by building a Public Art Program that includes artists in capital and community development projects, Delray's streetscapes, public plazas, amenities and temporary blockbuster Public Art installations can become the economic drivers they've proven to be across the nation. The result... Delray Beach residents, businesses, visitors and City coffers will benefit. Step 2: Public Art Master Planning The key to transforming the City's Public Art investment, both of time and financial resources, is the development of a Public Art Master Plan. As a result of the tactical work involved in creating a Public Art Master Plan, Delray Beach will have the necessary strategic road map it needs to further advance the goals and objectives of City and CRA annual Strategic and Capital Plans, as well as the Downtown Master Plan and Cultural Plan. To garner the greatest benefits, it is recommended that the Public Art Master Planning process build on the strategic work that was accomplished over the past six months through the Public Art Assessment process and the stakeholder engagement it generated. The continued involvement of the stakeholders who participated in the Assessment, along with others who represent strategic alliances, is key to the success of this planning process. Based on where Delray is in its Public Art evolution, a Public Art Master Plan, and the process it entails, will lay the foundation for Delray to quickly ramp up new projects as the economy improves and new City & CRA CIP projects come on line. Page 17 of 19 The following essential components are recommended for inclusion in Delray's Public Art Master Planning process. Descriptions provided for each component only minimally represent the full list of issues that should be addressed in the planning process. — Program Vision and Mission Define strategic purpose — Policies & Procedures Acquisition of Public Art: Commissions, Outright Purchase, Donations, Loans Removal of Public Art Support of local artists — Project Types & Locations Identify permanent /temporary Public Art opportunities (environmental, built, cultural) Develop criteria to identify appropriate areas for Public Art Extend Public Art benefits beyond the downtown area — Operational Integration: City /CRA Staff, Public Art Board, Artists Public Art project budgeting, scope development Public Art Board roles and responsibilities, seat requirements, term limits — Staffing / Program Management Strategy Assignment of professional staff to manage the program — Funding Strategy Public Art Ordinance (City /CRA implications) Leverage public with private money (developers, corporate, donations, grants, etc.) — Artist / Art selection process Selection Methodology, RFP /RFQ/Invitational, Selection Panel requirements — Collaboration / Strategic Partnerships Integration of Public Art planning into other community planning efforts Expand partnerships with local organizations, public agencies and businesses — Community Outreach and Education Dialogue with citizens, Strategies to increase involvement and accessibility to Public Art — Agreements: Artist Commissions, Loans, Donations Per Public Art national standards — Documentation of Public Art Curatorial, inventory, appraisal of Public Art — Maintenance of Public Art Dedication of resources to ongoing maintenance Page 18 of 19 Step 3: Create a Temporary Public Art Program & Funding Plan for Tennis Center Expanding the vision and funding of Public Art to include temporary Public Art installations and interactive community Public Art happenings is a perfect fit for Delray Beach. And, while there are many opportunities within the City to create such installations, one clear example is the Tennis Center on West Atlantic Avenue. This is the City's hidden Public Art jewel. Its architecture and multiple "rooms" are brimming with fabulous opportunities for temporary Public Art installations. "Public Artful" activation of the Tennis Center is sure to improve the City's return on its Tennis Center investment. F Temporary Public Art at the Tennis Center will also leverage this existing City resource to support the City /CRA West Atlantic expansion goals outlined in the Downtown Master Plan. In addition, temporary Public Art installations, and the audiences they draw, can stimulate economic development West of Swinton Avenue and build significant shoulder season economic activity. Page 19 of 19 MEMORANDUM TO: Mayor and City Commissioners FROM: Douglas E. Smith, Assistant City Manager Chevelle Nubin, City Clerk THROUGH: Louie Chapman, Jr., City Manager DATE: July 12, 2013 SUBJECT: AGENDA ITEM WS.3 - SPECIAL/WORKSHOP MEETING OF JULY 16, 2013 REVIEW OF ADVISORY BOARDS ITEM BEFORE COMMISSION The item before the Commission is a discussion of City Advisory Boards. BACKGROUND A City staff review group with representatives from the City Manager's Office, the City Attorney's Office, the City Clerk's Office, Community Improvement, and Planning and Zoning met and reviewed the City's Advisory Boards. The staff review group has the following recommendations related to the City's Advisory Boards for consideration by the Commission: Affordable Housing Advisory Committee — Keep; State Mandated — No changes recommended. Board of Adjustments - Keep; Recommend revising qualifications as follows: Three of the Five Regular members to be filled with either an architect, landscape architect, realtor /real estate broker, engineer, general contractor, or land planner. Civil Service Board — Keep; State required. No changes recommended. Code Enforcement Board — Keep; State required. No changes recommended. Community Redevelopment Agency — Keep; State governed. No changes recommended. Delray Beach Housing Authority — Keep; State governed. No changes recommended. Downtown Development Authority — Keep; State governed. No changes recommended. Education Board — Keep; No changes recommended, but diversity of professional backgrounds on the Board is desirable. Financial Review Board - Recommend eliminating this Board. The Commission could create a time limited task force for specific projects. General Employees Retirement Fund Committee — Keep; Set by Ordinance. No change recommended. Green Implementation Advancement Board — Keep; Recommend revising qualifications to add qualifications such as planner, architect, or builder with green building background; or someone with LEED certification should be an LEED Accredited Professional for Two of the current seats on the Board (Current Board is Five Regular members and Two Alternates). Historic Preservation Board — Keep; No changes recommended. Kids and Cops — Keep; No changes recommended. Neighborhood Advisory Council - Recommend this board be eliminated (further information to be provided in a separate memo). Alternatives could include forming task forces as needed for neighborhood needs, focus groups of HOA representatives, and re- starting the previous annual neighborhood summit. Nuisance Abatement Board - The on -going need for this board will be evaluated further by staff. Parking Management Advisory Board — Keep; No changes recommended. Planning and Zoning Board — Keep; Recommend revising qualifications from Five Regular and Two Alternate members as follows: Three of the Five Regular members to be filled with either an architect, developer, landscape architect, realtor /real estate broker, engineer, general contractor, or land planner. Police and Firefighters Retirement System Board of Trustees — Keep; Required by ordinance. No changes recommended. Police Advisory Board — Keep; No changes recommended. Public Art Advisory Board — Keep; The staff liaison role for this Board has been challenging and will be reviewed further. Public Employees Relations Commission — Keep; No changes recommended. Site Plan Review and Appearance Board - Keep; No change recommended at this time. Combining or altering the responsibilities of SPRAB and Planning and Zoning Board could be reviewed further during the comprehensive review of the LDRs. CITY OF DELRAY BEACH, FLORIDA BOARDS AND COMMITTEES AND AUTHORITY Boards and Committees Authority Section 420.9076, Fla. Stat. Affordable Housing Advisory Committee Res. Nos. 12 -08, 18 -08, 5 -12 Board of Adjustment Charter Sec. 3.14: LDR Article 2.2 (Sec. 2.2.1 & 2.2.4) and Article 2.4 (Sec. 2.4) Civil Service Board Sp. Acts, Ch. 25784, Ord. No. 66 -78 Ord. No. 29 -97: Code of Ordinances Chapter 35: Sec. 35.003 Code Enforcement Board Florida Statutes Chapter 162.05: Code of Ordinances Chapter 37, Sec. 37.15 Community Redevelopment Agency Fla. Stat. Chapter 163.356(4): LDR Sec. 8.1.1 Delray Beach Downtown Development Authority Special Act which is codified as Chapter 71 -604, Laws of Florida, as amended: LDR Article 8.2 Delray Beach Housing Authority Florida Statutes Chapter 421.07 Education Board Code of Ordinances Chapter 32: Codified in Sec. 32.25 Ord. No. 24 -90; Ord. 41 -93, Ord. 98 -94, Ord. No. 14 -00 Financial Review Board Resolution Nos. 63 -07, 23 -08, 55 -09, 58 -09, 5 -11 General Employees Retirement Committee Ord. Nos. 78 -93, 41 -95, 28 -04, 22 -09: Codified in Chapter 35, Sec. 35.105 Green Implementation Advancement Board Resolution Nos. 67 -07, 71 -07, 23 -08, 3 -09, 24 -09, 32- 09,15 -10 Historic Preservation Board Ordinance No. 01 -12: LDR Sec. 2.2.6 Kids and Cops Ordinance Nos. 20 -94, 83 -94, 53 -95, 41 -06, 56 -07: Codified in Code of Ordinances Chapter 32, Sec. 32.40) Neighborhood Advisory Council Ordinance No. 27 -03, 40 -03: Codified in Chapter 32, Sec. 32.45 Nuisance Abatement Board Ordinance No. 56 -96, 53 -97, 4 -05: Code of Ordinances Chapter 135, Sec. 135.20 Parking Management Advisory Board Resolution 54 -89, 88 -97, 10 -98, 33 -98, 63 -00 Planning and Zoning Board City Charter Section 3.14 Ordinance No. 4 -76, 62 -01: LDR 2.2.2 Police and Fire Board of Trustees Ord. Nos. 46 -87, 36 -91, 26 -00, 18 -08, 21 -09: Code of Ordinances Chapter 33, Sec. 33.65 Public Art Advisory Board Ordinance Nos. 77 -04, 13 -07: LDR Sec. 8.5.2 Public Employees Relations Commission Ord. Nos. 74 -77, 70 -79, 66 -80: Code of Ordinances Chapter 35, Sec. 35.032 Site Plan Review and Appearance Board Ordinance Nos. 23 -92, 83 -95, 25 -04, 36 -07, 26 -11: LDR Sec. 2.2.3