03-16-06 Agenda Spec/WS
CITY COMMISSION
CITY OF DELRAY BEACH. FLORIDA
SPECIAL/WORKSHOP - THURSDAY. MARCH 16. 2006
6:00 P.M. FIRST FLOOR CONFERENCE ROOM
DELRAY BEACH
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2001
The City will furnish appropriate auxiliary aids and services where necessary to afford an individual
with a disability an equal opportunity to participate in and enjoy the benefits of a service, program,
or activity conducted by the City. Contact Doug Smith at 243-7010, 24 hours prior to the program
or activity in order for the City to reasonably accommodate your request. Adaptive listening devices
are available for meetings in the Commission Chambers.
SPECIAL MEETING AGENDA
Pursuant to Section 3.12 of the Charter of the City of Delray Beach, Mayor Jeff Perlman has
instructed me to announce a Special Meeting of the City Commission to be held for the following
purposes:
1. MUNICIPAL ELECTION RESULTS: Canvass the returns, and declare the results of
the March 14, 2006 First Nonpartisan Election.
2. OLD SCHOOL SOUARE GARAGE/BUILDING DEMOLITIONS: Approve the
demolition of two buildings, Love's Drugs and the old Goodwill building, on the site
proposed for the Old School Square Garage.
3. OLD SCHOOL SOUARE GARAGE/UTILITY RELOCATION: Approve the
relocation of a sanitary sewer to prepare the site for the proposed Old School Square
Garage.
WORKSHOP AGENDA
1. Overview of the Brickell Foundation - Norman Brickell, Mark Hansen
2. Presentation of the Cultural Plan - Coletta and Company
3. Presentation in support of a water supply project - Lake Worth Drainage District (LWDD)
4. Discussion of Site Plan for Temple Sinai
5. Commission Comments
...............................................................................
Please be advised that if a person decides to appeal any decision made by the City Commission with
respect to any matter considered at this meeting, such person will need to ensure that a verbatim
record includes the testimony and evidence upon which the appeal is based. The City neither
provides nor prepares such record.
MEMORANDUM
TO: MAYOR AND CITY COMMISSIONERS
FROM: r:lJCITY MANAGER
SUBJECT: AGENDA ITEM # 6 P. -'\. - SPECIAL MEETING OF MARCH 16. 2006
MUNICIPAL ELECTION RESULTS
DATE: MARCH 10,2006
Information regarding Special Meeting Item SP.1, "Municipal Election Results", will be sent to you,
once received from the Supervisor of Elections Office, for your review.
S:\City Clerk\agenda memos\Municipal Election 031606
MEMORANDUM
TO: MAYOR AND CITY COMMISSIONERS
FROM: pJIr CITY MANAGER
SUBJECT:
AGENDA ITEM # Sf.~ - SPECIAL MEETING OF MARCH 16. 2006
OLD SCHOOL SOUARE GARAGE/BUILDING DEMOLITIONS
DATE:
MARCH 10,2006
Approve the demolition of two buildings, Love's Drugs and the old Goodwill building, on the site
proposed for the Old School Square Garage.
Additional information and funding source will follow.
S:\Cil)' C\erk\agendo memos\OSS G""ll" D<mo 031606
MEMORANDUM
SUBJECT:
MAYOR AND CITY." C ~?O~ ISSIONERS
CITY MANAGER ,tV I
AGENDA ITEM # sf. ~ - SPECIAL MEETING OF MARCH 16. 2006
CONTRACT AWARD/THE BG GROUP. LLC
TO:
FROM:
DATE:
MARCH 15, 2006
This is before the Commission to approve a contract award to The BG Group, LLC in the amount of
$76,000.00 for the demolition of two buildings on the site proposed for the Old School Square
Garage.
The two buildings to be demolished include the Toussaint L'Ouverture School (formerly the
Goodwill building) and retail shops along N.E. 1st Street (Costin's Flower Shop and Hugh Jorgans,
formerly the Love's Drug building).
Funding is available from 380-4150-572-63.29 (2004 G.O. Bond/Old School Square).
Recommend approval of a contract award to The BG Group, LLC in the amount of $76,000.00 for
the demolition of two buildings on the site proposed for the Old School Square Garage.
S:\City Clerk\agenda memos\CA The BG Group
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City Of Delray Beach
Department of Environmental Services
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TO:
FROM: Victor Majten , onstruction Manager
SUBJECT: OLD SCHOOL SQUARE PARKING GARAGE (pIN 2004-044)
Agenda Request; Contract Award for building demolition, The BG Group, LLC
DATE: March 13, 2006
The attached agenda item is for Commission to approve an award of contract with The BG Group, LLC for
the demolition of two buildings on the site of the proposed new Old School Square Garage. The two
buildings to be demolished include the Toussaint L'Ouverture School (formerly the Goodwill building)
and retail shops along NE 1 sl Street (Costin's Flower Shop and Hugh Jorgans, formerly the Love's Drug
building).
The cost of this demolition is $76,000.00 and funding is available from account # 380-4150-572-63.29,
2004 G.O. Bondi Old School Square.
A tabulation ofthe quotes and location map is attached for your review.
Ifthis is acceptable please place on the l6Mar2006 commission agenda.
cc: Richard Hasko, P.E.; Director of Environmental Services
Randal Krejcarek, P.E.; City Engineer
Rafael Ballestero; Dep. Dir. of Construction
Carolanne Kucmerowski; City Clerks Office
Agenda file; 03/16/06
Project File; 2004-044(A)
S:\EngAdmin\Projects\2004\2004-044\CONSTRC1\Agda Memo BG Group demo 03.16.06.doc
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~ ~ CITY of DELRA Y BEACH DATE: 03-13-2006
~ ENVIRONMENTAL SERVICES DEPARTMENT LOCATION MAP 96 NE 2ND AVE
434 SOUTH 8WNTON AVBfJE, DELRAY BEACH. R..OADA 33444 2004-044 1 OF 1
Agenda Item No. c:f? ~
AGENDA REQUEST
Date: March 13. 2006
Request to be placed on:
X Regular Agenda
Special Agenda
Workshop Agenda
When: March 16.
2006
Description of item (who, what, where, how much): Commission approval for contract award in
the amount of $76,000.00 to The B.G. Group, LLC for the demolition of two buildings, the former
Toussaint L'Ouverture School and retail shops along NE 1st Street, to accommodate construction of the
future Parking Garage. Funding is available from Account # 380-4150-572-63.29, 2004 G.O. BondI Old
School Square.
ORDINANCE/RESOLUTION REQUIRED: YES/NO DRAFT ATTACHED YES/NO
Recommendation: _Staff ~of contract to The B.G. Group, LLC for the base bid in the
amount of $76,000.00. /")
Department head signature " . ~~ ~-, 3- 0 b
Determination of Consistency with Comprehensive Plan:
City Attorney Review/Recommendation (if applicable):
Budget Director Review ~r UI d on all items involving expenditure of funds):
Funding available: ES/ 0 (see above) t,k{,
Funding alternative (if applica91e)
Account No. & Description 6~t> -y./sO ____5"7 Z ,1,3 -zCj Old S~z:rj ~g~-~
Account Balance $//. I / ~ J S-C; /
, ,
City Manager Review:
Approved for agenda:
Hold Until:
~NO Ql!]
Agenda Coordinator Review:
Received:
Placed on Agenda:
Action:
ApprovedlDisapproved
S:\EngAdminIProjects\2004\2004-044\CONSTRCnAgda Req bldg demo 03. 16. 06. doc
MEMORANDUM
TO: MAYOR AND CITY COMMISSIONERS
FROM: &CITY MANAGER
SUBJECT:
AGENDA ITEM # ~f. 3 - SPECIAL MEETING OF MARCH 16. 2006
OLD SCHOOL SOUARE GARAGE/UTILITY RELOCATION
DATE:
MARCH 10,2006
Approve the relocation of a sanitary sewer to prepare the site for the proposed Old School Square
Garage.
Additional information and funding source will follow.
S:\Cil)' CI",k\ogend. memos\OSS G""ll" Utilil)' 031606
MEMORANDUM
FROM:
MAYOR AND CITY COMMISSIONERS
CITY MANAGERt-1f/)
AGENDAITEM# ~,O
CONTRACT ADDITION
EOUIPMENT. INC.
- SPECIAL MEETING OF MARCH 16. 2006
(CHANGE ORDER NO. 4)/CHAZ
TO:
SUBJECT:
DATE:
MARCH 15, 2006
This is before the Commission to approve a Contract Addition (Change Order No.4) to Chaz
Equipment, Co., Inc. in the amount of $313,147.50 for the required utility realignments at the site of
the Old School Square Parking Garage building.
These utility realignments (sanitary sewer, water, and drainage) are to realign these utilities outside of
the proposed building footprint.
Staff requested proposals for this work from three vendors with open contracts: Asphalt Consultants,
Chaz Equipment, and Rosso Paving and Drainage. Asphalt Consultants did not respond.
Funding is available from 441-5161-536-63.90 (Water/Sewer Fund/Other Improvements), 442-5178-
536-63.29 (Water/Sewer Renewal & Replacement Fund/OSS Sanitary Sewer Realignment), and 448-
5461-538-63.90 (Stormwater Utility Fund/Other Improvements).
Recommend approval of a Contract Addition (Change Order No.4) to Chaz Equipment, Co., Inc. in
the amount of $313,147.50 for the required utility realignments at the site of the Old School Square
Parking Garage building.
S:\City Clerk\agenda memos\CA Chaz OSS Utility 031606
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City Of Delray Beach
Department of Environmental Services
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TO:
FROM: Victor Majte
SUBJECT: SWINTON AVENUE BEAUTIFICATION, (pIN 2001-054)
Agenda Request; Contract Addition (Change Order #4) for Utility Realignments on
proposed Old School Square Parking Garage.
DATE: March 15, 2006
The attached agenda item is for Commission to approve a Contract Addition (Change Order #4) to Chaz
Equipment Co., Inc. in the amount of $313,147.50 for the utility realignments on the site of the proposed
Old School Square Parking Garage building. These utility realignments (sanitary sewer, water, and
drainage) are to realign these utilities outside of the proposed building footprint.
Staff requested proposals for this work from three vendors with open contracts; Asphalt Consultants, Chaz
Equipment, and Rosso Paving and Drainage. Asphalt Consultants did not respond.
Funding for this work will be available from the following accounts, after budget transfers: 441-5161-536-
63.90, Water and Sewer Fund/ Other Improvements ($115,000.00); 442-5178-536-63.29, Water and Sewer
Renewal/Replacement! ass Sanitary Sewer Realignment ($153,847.75); and 448-5461-538-63.90, Storm
Water Utility Fund/ Other Improvements ($44,299.75).
A tabulation of the quotes and location map is attached for your review.
If this is acceptable please place on the 16Mar2006 commission agenda.
cc: Richard Hasko, P.E.; Director of Environmental Services
Randal Krejcarek, P.E.; City Engineer
Rafael Ballestero; Dep. Dir. of Construction
Carolanne Kucmerowski; City Clerks Office
Agenda file; 03/16/06
Project File; 2004-044(A)
S:\EngAdmin\Projects\200 I \200 1-054\CONSTRCTlAgda Memo CO#4 Chaz R 1 utility reloc 03.16.06.doc
CITY OF DELRA Y BEACH
CHANGE ORDER TO ORIGINAL CONTRACT
CHANGE NO. 4 (Contract Addition) PROJECT NO. 2001-054
PROJECT TITLE: Swinton Avenue Beautification
TO CONTRACTOR: Chaz Equipment Co., Inc.
DATE:
YOU ARE HEREBY REQUESTED TO MAKE THE FOLLOWING CHANGES IN THE PLANS AND SPECIFICATIONS FOR
THIS PROJECT AND TO PERFORM THE WORK ACCORDINGLY, SUBJECT TO ALL CONTRACT STIPULATIONS AND
COVENANTS.
JUSTIFICATION:
Add the following scope of work to the contract:
Realignment of utilities out of the footprint of the proposed Old School Square Parking Garage in the amount of
$313,147.50, per quote from Chaz Equipment Company, Inc. dated 13mar06.
SUMMARY OF CONTRACT AMOUNT
ORIGINAL CONTRACT AMOUNT
COST OF CONSTRUCTION CHANGES PREVIOUSLY ORDERED
ADJUSTED CONTRACT AMOUNT PRIOR TO THIS CHANGE ORDER
COST OF CONSTRUCTION CHANGES THIS ORDER
ADJUSTED CONTRACT AMOUNT INCLUDING THIS CHANGE ORDER
PER CENT INCREASE THIS CHANGE ORDER 27.1 %
TOTAL PER CENT INCREASE TO DATE 42.5%
$1,154,230.00
$177.173.75
$1,331,403.75
$313.147.50
$1,644,551.25
CERTIFIED STATEMENT: I hereby certify that the supporting cost data included is, in my considered opinion, accurate; that
the prices quoted are fair and reasonable and in proper ratio to the cost of the original work
contracted for under benefit of competitive bidding.
Chaz Equipment Co., Inc.
(Contractor to sign & seal)
TO BE FILLED OUT BY DEPARTMENT INITIATING CHANGE ORDER
Funding is available from accounts: 441-5161-536-63.90 ($115,000.00), 442-5178-536-63.29 ($153,847.75), 448-5461-538-63.90 ($44,299.75)
DEPARTMENT
FUNDING
CERTIFIED BY
DELRA Y BEACH, FLORIDA by its City Commission
RECOMMEND:
By:
Environmental Services
Mayor
APPROVED:
ATTEST:
By:
City Attorney
City Clerk
S:\EngAdmin\Projects\200 1 \200 I-054\CONSTRCT\CO#4 Chaz Rl 03.16.06.doc
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DA IE: 03/14/2006
1 OF 1
Agenda Item NO~
AGENDA REQUEST
Date: March 15. 2006
Request to be placed on:
Regular Agenda
Special Agenda
X Workshop Agenda
When: March 16.2006
Description of item (who, what, where, how much):
Approve a Contract Addition (Change Order #4) to Chaz Equipment Co., Inc. in the amount of
$313,147.50 for the required utility realignments at the site of the proposed Old School Square Parking
Garage building. Funding for this work will be available from the following accounts, after budget
transfers: 441-5161-536-63.90, Water and Sewer Fund/ Other Improvements ($115,000.00); 442-5178-
536-63.29, Water and Sewer Renewal/Replacement! OSS Sanitary Sewer Realignment ($153,847.75);
and 448-5461-538-63.90, Storm Water Utility Fundi Other Improvements ($44,299.75).
ORDINANCE/RESOLUTION REQUIRED: YES/NO DRAFT ATTACHED YES/NO
Recommendation:
Staff recommends award of contract to Chaz Equipment Co. Inc. for the realignment of utilities required for
the proposed Old School Square ~ amount of $313, 147.50. _ _
Department head signature . ~ a "'3 ,1 be.
Determination of Consistency with Comprehensive Plan:
City Attorney Review/Recommendation (if applicable):
Budget Director Review (~ired on all items involving expenditure of funds):
Funding available: ~NO (see above)~
Funding alternatives . ,-
Account No. & Des9~iption 587.:3 Acov c
Account Balance yl{I-~ (-s- L3 - LJ- 1/
'11/2 - 5/73- 531::.. 63-2 ~- $ J~" 000
City Manager Review: ~) lI'l4e.r ..-f-v";"'
Approved for agenda: ~/NO I ' a. 11 S
Hold Until: ~.
Agenda Coordinator Review: ~f I I
Received:
(if applicable)
'(fig _S7C./-S"3J' 4~3- 90
g l.Ir/ /''-.
,-s v/ 34:> ~ .
Placed on Agenda:
Action:
Approved/Disapproved
S:\EngAdminIProjects\2001\2001-054\CONSTRCnAgda Req CO#4 Chaz R1 utility reloc 03. 16.06. doc
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RODD D. BRICKELL FOUNDATION
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{tODD !)~ BRICKEll fOU"'DATION
150050. Ocean Blvd. Unit #51602
Boca Raton, FL 33432
Ph (561) 368-0706
Fax (561) 368..6698
"One must never, for whatever reason, turn his back on life."
Eleanor Roosevelt
The Rodd D.Brickell Foundation's mission is to provide
funding for programs, education and research that aid in
the prevention of youth suicide. Proceeds will fund The
Rodd D. Brickell Regional Center at the University of
Miami, School of Medicine, Department of Psychiatry, for
the management and study of suicide behavior in children
and adolescents, The New York State Psychiatric Institute
at Columbia University,.and ~he Sui~ide Prevention
Hotline at Ithaca College. Over the past. 30 years, there has
been an unprecedented and frightening increase in suicide
among young people. Suicide has become the second
major cause of death in high school and college students.
Suicide is the fourth major cause of death in young adults
ages 25.:.34. The foundation was formed to combat these
alarming tragic statistics.
Through research, .we have learned that negative 'behavior
often begins at a very young age in the form of "bullying",
and preventing such aggression as early as possible ~an be
the wisest approach to this growing problem.
The funding and purpose of the RODD D. BRICKELL
VIOLENCE PREVENTION PROJECT was therefore
~stablished to achieve a safer and happier climate for
children.
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RODD D. BRICKELL FOUNDATION VIOLENCE PREVENTION PROJECT
MISSION OF SAFE SCHOOLS INSTITUTE
The Mission of the School District of Palm Beach County, Florida Safe Schools Institute
is to provide high quality, proven to be effective programs, initiatives, training, activities,
and campaigns aimed at reducing risk in out students' lives while promoting the strengths
and pro-social behaviors students need to be caring, responsible, and academically
successful individuals.
THE OLWEUS BULLYING PREVENTION PROGRAM
Purpose
The Bully-Proofing Your School Violence Prevention Program is designed to be an early,
preventative measure against bullying behavior. More importantly, however, it is
designed to stop this behavior at the elementary level to ensure a safer school
environment - one that does not tolerate acts of physical or emotional aggression against
children. Ultimately, by implementing this program the school environment will be made
safer for all students because the "caring majority" will be empowered to assist victims
and deny those students exhibiting bulling behavior the reinforcement that perpetuates
their negative behavior. Then within this safe and secure environment, students will be
better able to focus and learn, as well as develop growth in emotional and moral areas,
and leadership skills. This proactive approach will provide assistance to students and
hopefully will reduce other aggressive acts as well as decrease the risk for suicidal
behavior. This comprehensive program will be implemented in both an elementary and
middle school and will incorporate five components:
· Staff training
. Student instruction
· Support of victims
· Intervention for those exhibiting bullying behavior
· Collaboration with parents of both those exhibiting bulling behavior and victims
Overview
Prior to working with the Safe Schools Institute of the School District of Palm Beach
County, the Rodd D. Brickell Foundation brought the Bully-Proofing Your School
Project to Miami and Dade schools in 2000.
Armed with more information and experience, the Foundation has begun work with the
School District of Palm Beach to bring the most respected of all bullying prevention
programs, the Olweus Bulling Prevention Program.
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The monies appropriated will allow the Department of Safe Schools to begin
implementation of the BluePrints for Violence Prevention: Olweus' Bullying Prevention
Program in one elementary and one middle school in the City of Boca Raton. Our goal is
to offer this programming to other district schools.
· Increase the awareness and knowledge of problems related to bullying and harassing
behaviors to staff and students.
· Staff members will be trained to become actively involved and responsible for
addressing, controlling, and responding effectively to bullying and harassing
behaviors.
· Reduce the incidents of bullying behavior on campus.
· Reductions in the frequency with which students report being bullied and bullying
others.
· Reductions in students' reports of general antisocial behavior, such as vandalism,
fighting, theft, and truancy significant improvements in the "social climate" of the
class.
· Seek support from youth-oriented community organizations that provide supportive
resources and positive outlets for students.
Why the Olweus: Bullying Prevention Program?
· Supports the School District Policies and Safety Initiatives involving the District
Campaign Against Bullying
· Addresses the most potentially and/or persistently dangerous behaviors in our schools
· Norm an environment that is conducive to the social, emotional and academic
development of students
· Data reports substantial reductions in the frequency with which students report being
bullied and bullying others in schools that have impiemented the program;
· Data reports significant reductions in students' reports of general antisocial behavior,
such as vandalism, fighting, theft, and truancy significant improvements in the "social
climate" of the class schools that have implemented the program.
What is the Olweus BuUying Prevention Program?
The program is not a curriculum. Rather, it is a school-wide program with activities and
interventions at several levels:
· School-wide interventions include administration an anonymous student
questionnaire about bullying, formation of a Bullying Prevention Coordinating
Committee, training for staff, the .
· development of school-wide rules against bullying, development of a coordinated
system of supervision, and parental involvement
· Classroom-level interventions involve holding regular classroom meetings about
bullying and peer relations and meetings with parents
· Individual-level interventions involve individual meetings with children who
engage in bully behavior and the students who are being victimized and the role
of the bystander
· Requires partnership and participation with parents and the community.
'" '<'-''''''<'.~ '-"""~-~'<'--'''''''''''-~'''~''-;-'-'''.'''-''''
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COLUMBIA UNIVERSITY
COLLEGE OF PHYSICIANS & SURGEONS
DEPARTMENT OF PSYCHIATRY
January 2, 2001
Norman Brickell
600 Grapetree Drive, Unit 7BS
Key Biscane, FL 33149
,Dear Norman,
You asked my opinion on the value ofbullying-preventioh programs and their relevance to
'suicide prevention.
The notion of preventing buJJying sraned with the ideas of a Norwegian behavioral
psychologist, Dan Olweu$, who predicted that, if a school had a culture of zero tolerance for
bullying. it would work. Zero tolerance means bullying is seen as a significant antisocial acL.
and not as a sign of machismo or kids just being kids; teachers are sensitized to notice any aCtZ~--
of coercion on school time; and sUlVeillance during class and recreation time is oriented to
this.
He started a program on Oslo, and the results were surprisingly positive. The incidence of
bullying dropped impressively and rapidly, with beneficial effects on the bullied kids. He also
showed that the incidence of antisocial actS committed by the bullies outside of school, e.g.,
shoplifting. stealing, fighting, etc., also declined. The program, therefore, benefited the
bullies as much as those who were bullied. The Norwegian government-and many child-
development a~d -violence specialists throughout the world-has been impressed by these
fmclings, and the program has been implemented on a nationwide basis in Norway.
I believe that the relationship to suicide prevention is real. A substantial proponion of kids
who commit suicide are socially anxious. Socially anxious kids tend to be singled out by
bullies as easy targets for their aggression. The anxious kids suffer disproportionately, both
- · because bullying is so painful for ~em and because they are chosen as targets for bullying.
DIVISION OF CHILD & ADOLESCENT PSYCH IATRY
1051 Riverside Drive. Unit 78 New York, NY 10032 212.543-5948 Fax 212-543-5966
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Furthermore, a great many bullies are youngsters who show aggressive behavior in many
COntexts. We know the relationship between aggressiveness and suicide is quite a powerful
one, and I would predict that any program that was successful in reducing aggressive behavior
would have some benefit for the group of youngsters who bully and are prone to suicidal
behavior.
In sum, I think that an anti-bullying program could have a beneficial anti-suicide effect. But
even if it didn't, I feel that ami-bullying programs are amongst the most useful measures that
can be supported and followed. And I would strongly support your inte~est in this.
Finally, jf the foundation is going [0 craft an ami-bullying program, I strongly sugges~ that
the applicants for support be schools rather chari clinicians. A program of this kind cannot
work if it is pushed by clinical services. It can only work if there is a 1m of interC:St, SUpport,
and motivation from a school.
Made1yn Gould has been working with a number of different intermediate-level schools (this
is the group that should be targeted) in Suffolk County, and, given your family's interests in
that area, you might want to consult with her if you are going to proceed. I am sending her a
copy of this letter.
Yours Sincerely,
\J
David Shaffer, ERC.P. (Lond), F.RC. Psych. (1.ond)'
Irving Philips Professor of Child Psychiatry. '
. Professor of Psychiatry an~ Pediatrics'
Direaor, Division of Child and Adolescent Psychiatiy
ex: Made1yn Gould, Ph.D.
Janelle Dierkens
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News News News
Morgan Stanley
Children's Hospital
of New York-Presbyterian
Columbia University Medical Center
3959 Broadway
New York, NY 10032
www.childrensnyp.org
Contact:
Bryan Dotson
(212) 305-5587
brd9005@nyp.org
Emergency Rooms Struggle to Help Area Teens and
Children in Psychiatric Crisis and at Risk of Suicide
New Psychiatric Emergency Program at the Morgan Stanley Children's Hospital
Leads to Better Quality Care, Faster Evaluation and Treatment in a Non-Threatening Facility
NEW YORK (July 5, 2005) - Each year thousands ofteens and children in Manhattan require
emergency medical services for psychiatric crises. Many have made a suicide attempt or are at
immediate risk of suicide. These children and adolescents are evaluated and held in non-psychiatric
pediatric emergency rooms, which lack the necessary psychiatric staffing and facilities, or in an adult
psychiatric emergency setting-a scenario that is often frightening for children. In response to this
problem, New York's first comprehensive program dedicated to responding to child and adolescent
psychiatric emergencies, the Child and Adolescent Comprehensive Psychiatric Emergency Program
(C-CPEP), has opened at the Morgan Stanley Children's Hospital of New York-Presbyterian.
Since opening in October 2004, the C-CPEP has resulted in reduced use of restraints and
sedation, lower hospitalization rates, fewer referrals of children to psychiatric facilities far from their
families, and a system of referral for follow-up services. The C-CPEP program delivers every teen
and adolescent a comprehensive psychiatric evaluation and decisions for the next steps in care as
rapidly as possible (generally within four hours). The program is staffed 24 hours a day, seven days a
week with child and adolescent psychiatrists, nurses, social workers and psychologists. The facility is
designed to provide a safe environment for psychiatric evaluation and attention to admitted children.
(MORE)
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...
Emergency Rooms Struggle to Help Area Teens and Children in Psychiatric Crisis and at Risk of Suicide Press Release Pg. 2
Dr. Jennifer Havens, director of pediatric psychiatry at the Morgan Stanley Children's Hospital
of NewY ork-Presbyterian and associate clinical professor of psychiatry at Columbia University
College of Physicians and Surgeons, has worked for the last five years with Hospital administrators,
staff of the departments of psychiatry and pediatrics, and officials from the New York State Office of
Mental Health, to create the specially designed unit. "Imagine being a twelve-year-old in extreme
psychiatric distress, thrown into the unavoidable chaos and commotion of a very busy pediatrics
emergency room," says Dr. Havens. "The C-CPEP is a safe place with experts that can quickly move
to calm, evaluate, and treat these children."
The majority of youth admitted to the C-CPEP are brought to the emergency room by a parent
or are referred by schools. One third are under 12 years of age; the rest between 12 and 18. Morethan
90 percent of children and teens visiting the C-CPEP can be treated and released as out-patients, and
referred to community care programs that allow them to remain at home and with their families.
"Our C-CPEP significantly raises the bar for the care of children and adolescents in psychiatric
crisis," says Dr. Havens. "With appropriate facilities and clinical expertise, we can attend to youth
quickly, and work in partnership with their families to avoid unnecessary inpatient psychiatric
admissions. "
The Morgan Stanley Children's Hospital C-PEP is funded in part by a grant from the Rodd D.
Brickell Foundation, whose founders, Ellie Wohl, Richard Brickell, and Norman Brickell are pleased
to support important work in pediatric psychiatry and memorialize Ronne and Joseph S. Wohl.
Mornan Stan lev Children's Hospital of NewYork-Presbvterian
Ranked by U. S. News & World Reports as one of the top five children's hospitals in the country, Morgan
Stanley Children's Hospital of NewYork-Presbyterian offers the best available care in every area of pediatrics-
including the most complex neonatal and critical care, and all areas of pediatric subspecialties--in a family-
friendly and technologically advanced setting. Building a reputation for more than a century as one ofthe nation's
premier children's hospitals, Morgan Stanley Children's Hospital of NewYork-Presbyterian is affiliated with
Columbia University College of Physicians and Surgeons, and is New York City's only hospital dedicated solely to
the care of children and the largest provider of children's health services in the tri-state area with a long-standing
commitment to its community. Morgan Stanley Children's Hospital of New York-Presbyterian is also a major
international referral center, meeting the special needs of children from infancy through adolescence worldwide.
# # #
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THE SCHOOL DISTRICT OF
PALM BEACH COUNTY, FLORIDA
SUPERINTENDENT'S OFFICE
3340 FOREST HILL BOULEVARD, C-316
WEST PALM BEACH, FL 33406-5869
(561) 434-8200 FAX: (561) 434-8571
MONROE BENAlM, M.D.
PAULETTE BURDICK
MARK HANSEN
DR. SANDRA S. RICHMOND
DEBRA l. ROBINSON, M.D.
ARlliUR C. JOHNSON, Ph.D.
SUPERINTENDENT
THOMAS E. LYNCH
CHAIRMAN
WILLIAM G. GRAHAM
VICE CHAIRMAN
March 3, 2005
Mr. Norman Brickell, Founding Member
Rodd D. Brickell Foundation
1500 South Ocean Boulevard, 8-1602
Boca Raton, Florida 33432
Dear Mr. Brickell:
I was just informed of your very generous donation in the amount of $5,000 to our
Department of Safety and Learning Environment. It is my understanding that this
gift will assist with the piloting ofOlweus: Bullying Prevention Program in two
schools in the Boca Raton area.
On behalf of the School Board Members and District employees, I would like to
thank you for your contribution. Parental, business and community involvement
with the educational process are vital to student success.
Again, thank you for your support of the students in Palm Beach County.
n, Ph.D.
ACJ:cbt
cc: Alison Adler
-
PAlM BEACH CouNTY SCHOOlS #31N THE NATION! - 2oo4!
Visit www.oalmbeachschools.org for details
AN EauAL OPPORTUNITY EMPLOYER
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Schneider Children's Medical Center of Israel
Dr. Alan ADter:
DIRECTOR OF THE FEINBERG CHILD STUDY CENTER BATTLES
EPIDEMIC OF ANXIETY AND DEPRESSION AMONG YOUNG ISRAELIS
. An infant reacts to his mother's depression and anxiety by failing to thrive.
. An eight-year-old refuses to ride on a bus, is frightened of shopping malls, and
continually asks, "is it safe?" whenever he goes to a new place.
. A 12-year-old boy, whose classmate was killed in the bombing of a pizzeria, suffirs
from obsessive thoughts and has developed compulsive, ritualistic behaviors related
to his friend's violent death.
.
. A teenager drinks, uses drugs, and engages in other reckless and selfdestructive
behavior.
Sadly, these are problems that have become increasingly common among young Israelis.
In fact, their prevalence has placed Israel at the cutting edge of research on suicide,
depression, anxiety and post-traumatic stress disorder (PTSD) in children and young
adults.
At the forefront of this research is Dr. Alan Apter, a child psychiatrist and director of The
Feinberg Child Study Center at Schneider Children's Medical Center ofIsrae1- the only
hospital exclusively dedicated to children in the entire Middle East Dr. Apter and his
staff are looking at how psychological disorders are exacerbated by the unique set of
circumstances that exist in a country - populated by Holocaust survivors and their
descendents - that has been at war for virtually its entire existence.
Recently. Dr. Apter presented his research on the changing profile of suicide bombers at
Yale University's Feinberg Conference and the Rood D. Brickell Colloquium. presented
by Columbia University and the New York State psychiatric Institute.
"Suicide" bombings are a devastating method of resistance. Even the least deadly attacks
evoke a tremendous amount of fear. Children become fearful of going to discos or
parties, fears that are often blown out of proportion.
For the first time in Israel's history, these pressures have led to widespread alcohol abuse
among adolescents, who are self-medicating for anxiety and depression. Many teenagers,
feeling they will not live to grow up, also engage in other reckless, self-destructive
behavior.
According to Dr. Apter, the heightened streSs levels manifest themselves in three circles
of impact. At the inner core are direct victims, who have bee directly exposed to and
often injured in terror attacks. As a result, these youngsters experience debilitating
emotional difficulties, often in the form ofPTSD.
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RODDY D. BRICKELL
CENTER FOR YOUTH SUICIDE
PREVENTION AND RESEARCH
AT THE
UNIVERSllY OF MIAMI SCHOOL OF MEDICINE
SCHOOL Of MEDICINE
Dcpklkutut ofPlycbiatry mil BdIaYicn1 Scicacc:a
DMIiaa otQlild.. Mo1eIctIIt hycllimy
MeatalIIe8ldt . IDItimte
P.O. Box 016960
Miami. FL 33101
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Introduction
The Division of Child and Adolescent Psychiatry and
Behavioral Sciences at the University of Miami School of Medicine
and Jackson Memorial Hospital has established a Center for Youth
Suicide Prevention and Research. The Center works closely with an
array of mental health professionals, the Dade County Public Schpols
as well as the community of private schools to develop prevention
and intervention programs for children and adolescents at risk for
suicidal behavior.
Prevention focuses on community outreach programs with
the intent of informing community leaders, mental health
professionals, school personnel and other individuals working with
youth suicide, about risk and protective factors, biopsychosocial
determinants and strategies for intervention. The center functions as
an administrative and org~tional structure to facilitate research
and intervention programs for youth suicidal behavior.
The center is based in the Division of Child and Adolescent
Psychiatry and Behavioral Sciences at the University of Miami
. School of Medicine. Jon A. Shaw, M.D. is Chairman and Director.
Ellie Wohl Cohen is President, Norman Brickell is Vice President
and Treasurer, Richard Brickell is Secretary. Doctors Daniel
Castellanos, Maria Llorente, Thomas Hunter and Seana Shaw are
scientific advisors.
Specific Activities
The Center will:
· provide educational conferences and workshops to train
relevant c~mmunity, school and mental health
professionals in the identification of youth at risk: for
suicidal behavior;
· develop a specific curriculum on youth. suicide that will be
used to train mental health professionals in the 'assessment
and treatment of youth at risk;
· develop educational programs targeting young people
which will enable them to recognize suicidal warning signs
in themselves and their peers;
· support a clearing house for information regarding youth
suicide which wilJ be made available to the community;
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· provide speakers for concerned organizations or gr()ups of
people about youth suicide;
. develop a media relations component which will
provide both print and broadcast media with
appropriate factual information about suicidal youth;
· convene regular update seminars to present out own
and other research findings;
· support and provide start up funding for research
projects focusing on suicidal youth;
. provide a clinic for the assessment and treatment of
children and adolescents at risk for suicidal
behavior.
Budget
The RODDY D. BRICKELL CENTER FOR SUICIDE at the
University of Miami School of Medicine was started with a donation
from, The Roddy D. Brickell Foundation.
The Youth Suicide Clinic
, The Youth Suicidal Disorders Clinic is a subspecialty ,clinic in
the Division of Child and Adolescent Psychiatry and Behavioral
Sciences at the University of Miami School of Medicine in Miami,
Florida. The clinic provides assessment and treatment for children and
adolescents presenting with suicidal ideation and suicidal behavior.
Most patients come to the clinic through the Jackson Memorial
Hospital Crisis Center, Pediatric Emergency Room and/or direct, .
, referrals from area schools, clinicians, or community mental health
centers.
"
The clinic serves the multi-ethic and culturally diverse
population of south Florida. Most of the patients suffer either from an
affective disorder and/or a disruptive behavior disorder. Anxiety,
adjustment and post-traumatic stress disorders are also commonly,
seen. Not infrequently the suicidal ideation and suicidaljbehavior is
associated with a history of physical and sexual abuse as well as
em~tional neglect.
The. staff is multi-ethic, bilingual and sensitive to the ,cultural
diversity of its population. All the mental health disciplines are
represented and are familiar with the traditional spectrum of
psychosocial and psychopharmacological interventions.
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RODD D. BRICKELL FOUNDATION VIOLENCE PREVENTION PROJECT
MISSION OF SAFE SCHOOLS INSTITUTE
The Mission of the School District of Palm Beach County, Florida Safe Schools Institute
is to provide high quality, proven to be effective programs, initiatives, training, activities,
and campaigns aimed at reducing risk in our students' lives while promoting the strengths
and pro-social behaviors students need to be caring, responsible, and academically
successful individuals.
THE OL WEUS BULLYING PREVENTION PROGRAM
Purpose
The Bully-Proofing Your School Violence Prevention Program is designed to be an early,
preventative measure against bullying behavior. More importantly, however, it is
designed to stop this behavior at the elementary level to ensure a safer school
environment - one that does not tolerate acts of physical or emotional aggression against
children. Ultimately, by implementing this program the school environment will be made
safer for all students because the "caring majority" will be empowered to assist victims
and deny those students exhibiting bulling behavior the reinforcement that perpetuates
their negative behavior. Then within this safe and secure environment, students will be
better able to focus and learn, as well as develop growth in emotional and moral areas,
and leadership skills. This proactive approach will provide assistance to students and
hopefully will reduce other aggressive acts as well as decrease the risk for suicidal
behavior. This comprehensive program will be implemented in both an elementary and
middle school and will incorporate five components:
. Staff training
. Student instruction
. Support of victims
. Intervention for those exhibiting bullying behavior
. Collaboration with parents of both those exhibiting bulling behavior and victims
Overview
Prior to working with the Safe Schools Institute of the School District of Palm Beach
County, the Rood D. Brickell Foundation brought the Bully-Proofmg Your School
Project to Miami and Dade schools in 2000.
Armed with more information and experience, the Foundation has begun work with the
School District of Palm Beach to bring the most respected of all bullying prevention
programs, the Olweus Bulling Prevention Program.
r-
The monies appropriated will allow the Department of Safe Schools to begin
implementation of the BluePrints for Violence Prevention: Olweus' Bullying Prevention
Program in one elementary and one middle school in the City of Boca Raton. Our goal is
to offer this programming to other district schools.
. Increase the awareness and knowledge of problems related to bullying and harassing
behaviors to staff and students.
. Staff members will be trained to become actively involved and responsible for
addressing, controlling, and responding effectively to bullying and harassing
behaviors.
. Reduce the incidents of bullying behavior on campus.
. Reductions in the frequency with which students report being bullied and bullying
others.
. Reductions in students' reports of general antisocial behavior, such as vandalism,
fighting, theft, and truancy significant improvements in the "social climate" of the
class.
. Seek support from youth-oriented community organizations that provide supportive
resources and positive outlets for students.
Why the Olweus: Bullying Prevention Program?
. Supports the School District Policies and Safety Initiatives involving the District
Campaign Against Bullying
. Addresses the most potentially and/or persistently dangerous behaviors in our schools
. Norm an environment that is conducive to the social, emotional and academic
development of students
. Data reports substantial reductions in the frequency with which students report being
bullied and bullying others in schools that have implemented the program;
. Data reports significant reductions in students' reports of general antisocial behavior,
such as vandalism, fighting, theft, and truancy significant improvements in the "social
climate" of the class schools that have implemented the program.
What is the Olweus BuUying Prevention Program?
The program is not a curriculum. Rather, it is a school-wide program with activities and
interventions at several levels:
. School-wide interventions include administration an anonymous student
questionnaire about bullying, formation of a Bullying Prevention Coordinating
Committee, training for staff, the
. development of school-wide rules against bullying, development of a coordinated
system of supervision, and parental involvement
. Classroom-level interventions involve holding regular classroom meetings about
bullying and peer relations and meetings with parents
. Individual-level interventions involve individual meetings with children who
engage in bully behavior and the students who are being victimized and the role
of the bystander
. Requires partnership and participation with parents and the community.
Kim Mazauskas
Department of Safe Schools
PX 50922 (561) 982-0922
Date:
February 21, 2006
From:
Alison Adler, Ed.D., Chief
Safety and learning Environment
The School district of Palm Beach County, Florida
Subject:
Funding Proposal for the Olweus: Bullyill!J Prevention Model and Program
The Department of Safe Schools is most grateful for the opportunity to align with the
.mission" of the Department of School Police and the Rodd D. Brickell Foundation to
provide the funding to pilot the this Violence Prevention Program. The Olweus: Bullying
Prevention Model and Program is a research-based, program designed to:
. address the prevention and intervention issues related to bullying and harassing
behaviors
. reduce existing bully/victim problems among elementary, middle, and junior high school
students
. prevent the development of new bully/victim problems
. improve overall peer relations
The Department of Safe Schools will provide the implementation of the Olweus: Bullying
Prevention Model and Program and provide the ongoing support, training and monitoring
required establishing the quality and commitment of this program.
Why the OlwetJS: Bullyill!J Prevention Program?
. Supports the School District Policies and Safety Initiatives involving the District
Campaign Against Bullying
. Addresses the most potentially and/or persistently dangerous behaviors in our schools
. Norm an environment that is conducive to the social, emotional and academic
development of students
. Data reports substantial reductions in the frequency with which students report being
bullied and bullying others in schools that have implemented the program;
. Data reports significant reductions in students' reports of general antisocial behavior,
such as vandalism, fighting, theft, and truancy significant improvements in the .social
climate" of the class schools that have implemented the program.
What is the Olweus Bullyill!J Prevention Program?
The program is not a curriculum. Rather, it is a school-wide program with activities and
interventions at several levels:
Page 1 of 2
~
Kim Mazauskas
Department of Safe Schools
PX 50922 (561) 982-0922
. School-wide interventions include administration an anonymous student
questionnaire about bullying. formation of a Bullying Prevention Coordinating
Committee, training for staff, the
. Development of school-wide rules against bullying, development of a coordinated
system of supervision, and parental involvement
. Classroom-level interventions involve holding regular classroom meetings about
bullying and peer relations and meetings with parents.
. Individual-level interventions involve individual meetings with children who engage in
bully behavior and the students who are being victimized and the role of the
bystander .
. Requires partnership and participation with parents and the community.
Responsibilities of Department of Safe Schools
. Provide training to foundation members, the Department of School Police,
administrators and staff members at the selected schools sites.
. Direct and facilitate the implementation of the project.
. Participate in regular meetings regarding the progress of the project at each school
site.
. Submit quarterly reports and copies of training evaluations.
. Arrange meeting of on-site coordinators.
. Comply with specified conditions of future trainings of committees.
. Provide follow-up telephone and/or in person consultation to coordinators at each school
site at least once a month or as needed.
. Submit copies of Bullying Prevention Program Workbooks at least twice a year, for each
site. to the Olweus Program @ Clemson University, to the respective Principals, the
Rodd D. Brickell Foundation and the Department of School Police.
. Provide a summary of progress reports to submit semi-annual progress. Site Visit
Requirement Documentation data will be used on the progress report.
. Provide ongoing recommendations and resources.
Page 2 of 2
OLWEUS
It's the name to remember for
proven-eJfective bullying prevention.
What is the Olweus Bullying
Prevention Program?
It's a school-based K -8 bullying prevention and reduction
program based on large-scale studies of school bullying
conducted by pioneering researcher Dan Olweus. The program
focuses on restructuring the existing school environment to
reduce opportunities and rewards for bullying behaviors.
School staff implement the program with an emphasis on
improving peer relations and making the school a positive
place for students to learn and develop.
o
. .-/
''----~-'/
Is the Olweus program research based?
Yes. It is the most widely recognized bullying prevention program
in the world. Schools that have implemented the Olweus program
have documented:
· 300/0 to 70% reductions in student reports of being bullied and
bullying others
· significant reductions in student reports of general antisocial
behavior, such as vandalism, fighting, theft, and truancy
. significant improvements in the "social climate" of the classroom
and student satisfaction with school life
How does the Olweus program. work?
Emphasizing a "whole school approach;' the Olweus program uses a
set of routines, rules, and strategies of communication and action for
dealing with bullying problems at the schoolwide, classroom, individ-
ual, and community levels. Strategies include creating a school confer-
ence day to discuss bullying issues, developing schoolwide rules against
bullying, holding regular classroom meetings to increase awareness, and
intervening with children identified as bullies and targets of bullies.
Pre- and post-program student surveys allow schools to target preven-
tion and intervention efforts and measure outcomes.
A \tl"TS
6t.U;~:LEtlCE
fOR tl.notl
PflE~~OEL
PROGt\J't'l
Who is the target audience for the
Olweus program?
The program was developed for use in elementary, middle,
and junior high schools, but it can be effectively implemented
in other community youth organizations. All students participate in
most aspects of the program, while those identified as bullying
others or targets of bullying receive additional interventions.
The Olweus Bullying Prevention Program
Frequently Asked Questions
These talking points are provided to assist you in answering questions from schools looking for a
bullying prevention program. From our experience, these are some of the most frequently-asked
questions. Use these talking points as guides only. It is always best to put responses in your own
words.
BACKGROUND INFORMATION ABOUT BULLYING
What is bullying?
Bullying is a form of aggression in which: (1) the behavior is intended to harm or cause distress, (2)
the behavior occurs repeatedly over time, and (3) there is an imbalance of power or strength among
the parties. This imbalance of power may be physical or psychological. Bullying may be physical
(hitting, shoving), verbal (name-calling, threats), or psychological (shunning. manipulating
friendships).
How does bullying differ from other types of conflict between children?
Bullying can be distinguished from other kinds of conflict between children in a number of ways, but
. most obviously by: (1) the negative behaviors are predetermined and intentionally targeted at a
specific individual (it isn't an accident that this happened); (2) the repetitive nature of bullying (it
isn't usually a one-time event), and (3) the power imbalance between the children.
Why shouldn't you use a conflict resolution or peer mediation program to address bullying
issues?
1. Bullying is NOT a conflict, but is PEER ABUSE. To call bullying a conflict is a distortion and
a trivialization of the victimization that occurs.
2. There is not .some right" and .some wrong" on both sides of a bullying issue. This thinking
places blame on the victim and frees the bully from responsibility for their actions. Bullying
others is wrong' (Provocative victims are sometimes blamed for annoying behaviors that
incite bullying by others. Only 20% of victims are .provocative victims" and still must have
appropriate interventions by adults to get the bullying to stop.
3. Peer mediation assumes that both (the bully and the victim) have the same negotiating
power, creating further infringements upon the victim. The .playing field' or .balance of
power", is not level.
4. Peer mediation tends to take adults out of the equation. Adults must take a moral stand
that bullying is unacceptable behavior.
5. There is far too great a responsibility in instances of bullying to place upon child mediators.
Adults need to claim responsibility for bringing an end to bullying behavior.
rare cases, children who are bullied may feel so desperate that they talk about or attempt suicide.
"
Bullying can also affect children who are bystanders. Children who observe bullying may feel
anxious (perhaps they will be targeted next?) or guilty (for not intervening to stop bullying). Over
time, children who observe frequent bullying may feel less and less empathy for a victim.
In Norway, it was found that children who bullied others were more likely than other children to
become involved in crime and involved with the justice system as young adults. It is important for
schools to understand that when they initiate a bullying prevention program that they are doing so
for the benefit of ALL the youth in the school - not just to protect victims.
OVERVIEW OF THE OlWEUS BULLYING PREVENTION.PROGRAM
What is the Olweus Bullying Prevention Program?
The Olweus Bullying Prevention Program is a research-based, school-wide program designed to
reduce and prevent bully/victim problems at elementary, middle, and junior high schools. Designed
by Professor Dan Olweus at the University of Bergen in Norway, the program has been successfully
implemented in a number of countries, including Norway, the United States, Canada, Germany, and
the United Kingdom.
It is important to note that the Olweus Bullying Prevention Program is not a curriculum. Rather, it
is a school-wide, systems change program with interventions at several levels, i.e., school-wide
interventions, classroom interventions, individual interventions, and community involvement. (At the
classroom level, instead of a set of eighteen or thirty-six, one-hour lessons typical of a
.curriculum-, the Olweus Bullying Prevention Program asks for schools to designate 20 minutes once
a week for classroom meetings during which students discuss bullying and peer relations. A number
of different resources are available for teachers to use in facilitating these classroom meetings
and activities.)
What does a school need to do to implement the Olweus program?
Briefly, the program elements and action needed to implement the program in each element are as
follows:
School- Wide Elements
1. Form a bullying prevention coordinating committee to spearhead the initiative in the
school. The composition of the committee generally should consist of: a school
administrator, an on-site coordinator, a teacher representative from each grade, a
guidance counselor, a school psychologist/school-based mental health professional (if
applicable), a parent, and a member of the non-teaching staff. In addition, schools are
encouraged to include the school's resource officer and a member of the community (e.g.,
coordinator of after-school programs for the school district), if appropriate.
2. Schedule a two-day training for all members of the Bullying Prevention Coordinating
Committee and provide the Coordinating Committee members time to meet each month for
3
Substantial reductions in the frequency with whkh students report being bullied and
bullying others;
Significant reductions in students' reports of general antisocial behavior, such as vandalism,
fighting, theft, and truancy
Significant improvements in the .sodal climate" of the class.
for specific research information, see the Olweus website at (www.c1emson.edu/ofweus).
Can we use this program in a high school setting?
The program is designed for use in elementary, middle, and junior high schools. It has been piloted
in some high schools in the US, but presently there is no research on using the Olweus program in
the high school setting. If a school is interested in using the program for high school audiences,
please contact Marlene Snyder, Ph.D., 864-710-4562, to identify specific challenges in
implementing the program at the high school level.
PROGRAM MATERIALS AND COSTS
What materials are needed for the program?
Note that all materials are listed and described on the Olweus website: www.c1emson.edu/olweus.
Materials for each staff member:
Bullying at School: What We Know and What We Can Do by Dan Olweus (1993);
Olweus' Core Program Against Bullying and Antisocial Behavior: A Teacher Handboqk by Dan Olweus
(1999).
Materials for each coordinating committee member:
Bullying at School: What We Know and What We can Do by Dan Olweus (1993);
Olweus' Core Program Against Bullying and Antisocial Behavior: A Teacher Handbook, by Dan
Olweus (1999);
Additional required materials for each school include:
The Olweus Bully/Victim Questionnaire and the computer program for evaluating the questionnaire
results.
Recommended Supplemental materials include:
Quit It-A Teachers Guide for Use with Students in Grades K-3, by froschl, Sprung, & Mullin-
Rindler, with Stein & Gropper (1998).
Bullying video and accompanying Teacher Guidebook (1996)- for grades 3-8.
5
trained as a committee member and for committee member duties such as teaching other
staff members, substitutes for teaching staff attending training, funds for supplemental
books and materials on bullying, funds for activities associated with a "kick-off" of the
program, information letters to parents, etc.)
TRAINING INFORMATION
Is training recommended for the program?
Yes. Training and ongoing consultation are available to schools. Training is important to help ensure
that the Coordinating Committee at each school has the necessary information and strategies to
successfully launch and sustain the Olweus Bullying Prevention Program with fidelity. The purpose of
consultation is to provide ongoing assistance in the implementation of program elements, with
particular attention to trouble-shooting problems areas that may arise, and helping to maintain the
program over time.
Training and consultation services for schools include:
. A 2-day training is offered to members of a school's Bullying Prevention Coordinating
Committee. Trainings are conducted by certified trainers.
. Ongoing telephone consultation for a full school year (at least 10 months) with a certified
trainer.
Coordinating Committee Training Objectives
1. Increase participants' knowledge about the nature and prevalence of bullying among children
and youth.
2. Through interactive learning, familiarize participants with all core elements of the Olweus
Bullying Prevention Program.
3. Develop a plan (including a timeline) to implement the Olweus Bullying Prevention Program in
the school.
Who should attend the training?
Training is offered to members of a school's Bullying Prevention Coordinating Committee. This
committee typically consists of 8 to 13 members and include:
. A school administrator (principal or assistant principal)
. A teacher representative from .each grade
. A guidance counselor and/or school-based mental health professional
. A parent
. A member of the non-teaching staff (e.g., bus driver, cafeteria worker)
7
How many school committees can be trained at one time?
As the training involves much interaction between participants and the trainer and building-level
planning, no more than two school committees may be trained at one time by a trainer. If two
trainers are present, they may train up to three committees at one time. If two trainers are
present (required when 3 school committees are being trained), fees may increase accordingly, up to
a maximum of $4,500 for the 2-day training.
Contracts for the training and consultation are made between the trainer and the schools. The
Olweus Program is not involved in setting the fees for independent trainers, but does have the
charges .capped" as outlined above. Some states have developed state-wide networks of trainers
. that may be available at no charge or reduced fees to the schools.
Who can I talk to about our school's specific training needs? I
Refer all training requests to Kaylene McElfresh. Kaylene will do ci basic needs 'assessment, which
she will then send on to Marlene Snyder, Ph.D. at nobully@c1emson.edu or phone her at 864-
710-4562.
What if our school district wants to have a trainer who can train committees rather than
bringing in an outside trainer?
School districts with four or more buildings may find that it is economically reasonable to have a
trainer for their school system. Currently we have over 120 individuals certified in the Olweus
Bullying Prevention Program in the United States. Periodically, we offer a training of trainers (TOT)
for highly qualified individuals who are interested in becoming a certified trainer in the program.
These trainers are certified to train school Bullying Prevention Committees only - this training does
not allow training of other trainers.
TOTs are conducted by two or more of our five Master Trainers only. (At the present time,
Master Trainers include: Dr. Sue Limber and Dr. Marlene Snyder, Clemson University, Clemson,
South Carolina; Dr. Vicki Flerx, University of South Carolina, Columbia, South Carolina; Nancy
Mullin-Rindler, Wellesley College, Wellesley, Massachusetts; and Jane Riese, M.S.W., L.S.W.,
Family-Child Resources, Inc., York, Pennsylvania.)
How often are the Training Of Trainers (TOTs) held?
Historically, the Olweus Bullying Prevention Program has held several state-level TOTs and one
national TOT each year. Traditionally, the national TOT is held in South Carolina, either at Clemson
University, or in Greenville, South Carolina during the summer months. Dates for trainings are
located at the Olweus Website. If a date has not yet been posted on the website and you are
interested in notification of the next TOT, please send an email to Dr. Marlene Snyder at:
nobully@clemson.edu. Include all your contact information (Name, School Name, Address, Phone
Number, and Email Address). State clearly that you are interested in becoming a certified Olweus
trainer and would like to have information about the next TOT when those dates become available.
9
nobully@c1emson.edu. She will be happy to the seek permission from a site similar to yours and
put you in touch with them.
FUNDING FOR THE PROGRAM
Where can we find funding for theOlweus Butlying Prevention Program?
Schools that implement the Olweus program have sought funding from may different sour~es,
including:
u. S. Department of Education, Office of Safe and Drug Free Schools
U. S. Department of Justice, Office of Juvenile Delinquency Prevention
School district funds
county health department funding
In some circumstances, Title I, Title IV and Title V funds can be used for the program.
City Block Grants are another possible funding source.
Some schools have found eager sponsorship from local businesses.
Concerned parents have often given financial support and manpower support for bullying prevention
efforts in their schools through their local PT A organization.
11
;)filV.lTI;:).t\. IVJOOel rrograms: mro on MO<1el .Programs
Page 1 of2
Olweus Bullying Prevention
-it
UniwBitl Jndi(:alt.d
~ Print All Sections I ~~ Email All Sections I Back to Ust
Brief Proaram Description I Proaram Backaround I Intended Population
Evaluation Desian and Outcomes I Benefits I Trainina Schedule I Proaram Fidelity
How It Works I Implementation Essentials I References I Proaram Developer Bio
Contact Information
Brief Program Description
Olweus Bullying Prevention is a multilevel,
multicomponent school-based program designed to
prevent or reduce bullying in elementary, middle, and
junior high schools (students 6 to 15 years). The
program attempts to restructure the existing school
environment to reduce opportunities and rewards for
bullying. School staff is largely responsible for
introducing and implementing the program. Their efforts
are directed toward improving peer relations and
making the school a safe and positive place for students
to learn and develop.
While intervention against bullying is particularly
important to reduce the suffering of the victims, it is
also highly desirable to counteract these tendencies for
the sake of the aggressive student, as bullies are much
mOre likely than other students to expand their
antisocial behaviors. Research shows that reducing
aggressive, antisocial behavior may also reduce
substance use and abuse.
Recognition
Model Program: Substance Abuse and Mental Health
Services Administration, U.S. Department of Health and
Human Services
· A 30% to 70%
reduction In
stu<Jent reports
of beJ"9 bullied
and bullying
others; results are
larg~y parallel
with peer ratings
and teacher
ratiO$ls
· Signlficant
reductions In
student reports of
general antisocial
behavior
(e.g., vandalism,
fi9hting, theft,
and truancy)
· SignifICant
Improvements in
dassroom order
~nd disc;ip!ine
· More positive
attitude toward
schootwor1< and
school
Model Program: Office of Juvenile Justice Delinquency Prevention
Brief Proaram Description I Proaram Backaround I Taraet Areas I Intended Population
Evaluation Desian and Outcomes I Benefits I Trainina Schedule I Proaram Fidelity
How It Works I Implementation Essentials I References I Proaram Developer Bio
Contact Information
:! /modelprograms.samhsa.gov/tempJate cfcfin?page=modeJ&pkProgramID=20
8/2/2005
Olweus Bullying Prevention Progam
Quantity
Program Materials
130 Olweus, Dan. Bullying at School: What We Know and What We Can Do
(Oxford: Blackwell Publishers, 2001)
2
The Olweus Bully/Victim Questionnaire and computer program
(used with windows 98) for evaluating the Questionnaire results
PC Program for two schools.
The Olweus' Core program Against Bullying and Antisocial Behavior ' ~ j
A Teacher Handbook by Dan Olweus
Quit It! A Teachers Guide on Teasing and Bullying for use with
Students in Grades K-3
130
10
Cost per
Item Total Cost
$23.00 $2,990.00
$150.00
$32.00
$20.00
$300.00
$4,160.00
$200.00
Subtotal $7,650.00
~~~~~~~~l;;:.~::..~~Jt~.r'i:t,~-2tM~~\<:tt~;.;;:>,>,'";~~5s.~~!':";f::!~'f:'tr:l:31}tt~%~~~~1tt~;;t;f~~~~*:'S:,if~~~~~.
Required Supplemental Resources
6 U.S. Video: Bullying and accompanying Teacher Guidebook
10 Supplemental Lesson Plans
6 BluePrints for Violence Prevention: Bullying Prevention Program
2 Boxes of Diskettes
I
2 Boxes of CD-RW
Subtotal
~-.rJ\i'lllill~lIil..,.~~iC'r- IIlJWlali~l-- .. - -. If lIlilll ,,-
Training/Consultation Costs (district in-kind contribution)
1 1/2 to 2 day Training-School Bullying Prevention Coordinating Committee
Travel for Trainers
Continued Follow-up ConsultationfTelephone Per Hour
$79.95
$15.00
$15.00
$50.00
$50.00
$479.70
$150.00
$90.00
$100.00
$100.00
$919.70
~u
$3,700.00
$300.00
$1,500,00
Subtotal $5,500.00
"'''i~"i&;it'\'ii''H"''~Ji<!'Mli~:';\':n:~~4''iirJj,'lli3J.JI,,,,~~~~~~\~.!'~'iilii'li{,lt~~!I!Il:fUn.rll_~'1 1___1] ~.....
Discipline Committee-Project Coordinators
Stipend (per school)
Subtotal
Miscellaneous
Stipends for members or the Bullying Prevention Coordinating Committee
(Initial/additional/ongoing training per schools
Substitute Pay to cover classes while teaching staff attends training (per
schools)
Funds for "Kick - Off" (per school)
$2,500.00
$1,000.00
$500.00
$2,500.00
$5,000.00
$2,000.00
$1,000.00
Total Cost - Year 1 - SY05-06
SY 2005-2006
Training/Consultation Costs (district in-kind contribution)
Total for Year 1
$24,569.70
$4,750.00
$19,819.70
Olweus Bullying Prevention Progam
Total Cost - Year 2 - SY06-07
SY 06-07
The Olweus Bully/Victim Questionnaire and computer program
(used with windows 98) for evaluating the Questionnaire results.
PC Program for two schools.
Stipends for members or the Bullying Prevention Coordinating Com.-
initial/additional/ongoing training (per school)
2
$300.00
$600.00
$2,500.00
$5,000.00
Training/Consultation Costs (district in-kind contribution)
$5,000.00
Total Cost - Year 3 - SY07-0B
SY 07-08
Training/Consultation Costs (district in-kind contribution)
SY 07-08
Training/Consultation Costs (district in-kind contribution)
The Olweus Bully/Victim Questionnaire and computer program
(used with Wi~dows 98) for evaluating the Questionnaire results. $300.00
PC Program for two schools.
Stipends for members or the Bullying Prevention Coordinating Committee $3,000.00
initial/additional/ongoing training (per school)
Training/Consultation Costs (district in-kind contribution)
Total for Year 3
2
$600.00
$61000.00
$5,000.00
M~
Coletta & Company
February2006
Cultural Delray Beach:
creative authentic intimate
"I don't know of any
other place in
Florida where you
can park your car -
or leave it at home -
and walk to the
beach, to 50 great
restaurants, to
galleries, parks,
museums, historic
districts and
businesses."
\N~.~
Coletta & Company
February 2006
Cultural Delray Beach:
creative authentic intimate
Executive Summary:
Throughout its history, Delray Beach has demonstrated a creative
nature and special assets - sense of place, human scale, intimacy.
civic ambition and a can-do spirit. This plan calls for Delray Beach to
embrace and magnify these civic attributes and harness them to
forge a powerful competitive advantage that sets the city apart
nationally as creative, authentic and intimate.
From research. interviews and analysis, the following key context for
this plan was formed:
. Delray Beach lacks a"big picture"for its cultural future and an
institutional keeper ofthe vision.
. Delray Beach must compete on its own terms, because to do
otherwise homogenizes its experiences. Its niche is as a
place of creative, authentic and intimate cultural experiences.
. Delray Beach needs more rationality and transparency in
cultural funding.
. Funding for cultural groups needs to tie back to priorities and
goals set by the City of Delray Beach and to hard measures of
accountability.
. It is in the entire city's interest for Old School Square to reach
its full potential and balance the emphasis on revenue-
producing events with the need for greater diversity and
relevanceforthe entire community.
. A silo mentality among cultural groups and the absence of a
connecting vision means that one plus one doesn't equal
three.
. Delray Beach is woefully under-marketed, particularly online,
the critical medium for members of the creative economy.
There must be an emphasis on improved. professional
looking. appealing marketing atthe primary points of con
tact for city information.
. The concept of Delray Beach as a"learning city"positions the
city in an intriguing way on a national basis.
Recommendations were then developed within four frameworks:
1. Building the Cultural Infrastructure
2 Public Funding and Support
3. Creating a Learning Community
4. Telling and Selling the Delray Beach Story
Coletta & Company
February2006
The centerpiece of this plan is creation of the Delray Beach Creative
City Collaborative (CCC) as the umbrella organization for culture.
City government shoulders the funding responsibility for the city's
cultural organizations and events -through direct funding or in-
kind services. The primary function of the CCC is to strategically
target culture as a competitive advantage and increase funding to
enlarge the cultural scene. trigger innovation and creativity
strategies, fund existing cultural groups and champion new
initiatives to claim Delray Beach's unique niche.
In addition, the CCC plays a crucial role in the funding process for
cultural organizations. It will establish a transparent process for
evaluating requests for funding from city government and the CRA
by cultural groups, for issuing recommendations to city offidals for
funding levels and for evaluating performance standards. We
recommend a startup budget of$150,OOO, with halfofthe funding
coming from city government and half from private sources, and a
staff oftwo persons - an executive director who will direct the CCC
and a coordinator who will have dual responsibilities to the CCC
and city government regarding cultural events. Ifit is determined
that this public/private partnership is not practical atthis time. the
City of Delray Beach should form the Creative City Collaborative as
a public body responsible for executing the recommendations of
this plan.
Delray Beach has a unique niche that it can stake out in the cultural
landscape of Southern Florida. but in addition, itis a niche that is so
unique that it can produce a national reputation forthe community
as a place where culture is distinctively creative. authentic and
intimate.
Among the key recommendations ofthis plan are:
. Mayor's Awards for Creativity to honor cultural leaders and
celebrate cultural achievements
. Pursuit of an artists' co-op and tax-free arts and cultural
district to build Delray Beach's critical cultural mass and be a
magnet for artists to work and live
. Animating and programming Old School Square to make
sure that it is known for its diversity, vibrancy and activity,
both internally and externally
. Development of a national African-American festival recog
nized as a premier event of its kind and for a single-minded
focus on producing this annual event
. Emphasis by the new public art board on higher impact,
Coletta & Company
February2006
compelling projects
. Delray Beach Arts Cabana which positions the city on the
leading edge of exploding new creativity by becoming a hub
of participatory creativity where workshops, lessons, classes,
discussions and exhibitions in a range of artistic disciplines
enliven the city and make it a destination for people pursu
ing their art and developing their creative expressions; it also
responds to Palm Beach County's need for"live/work"space
for artists
. Delray Beach Narration Project which is rooted in the city's
oral traditions and community participation to create a"wall-
less museum"where citizens are curators of the city's story
which can be heard at"story stations"across Delray Beach
. Marketing Resource Center where resources are available to
support the professional marketing of Del ray Beach's image
with special emphasis on the "village by the sea"brand
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February2006
Index
Introduction 6
Delray Beach Culture 8
Eight Principles for Cultural Development 13
Key Insights 15
The Recommendations 19
BuildingThe Cultural Infrastructure 19
Delray Beach Creative City Collaborative 19
Grants-making 21
Marketing and Communications 22
Marketing Resource Center 23
Mayor's Award for Creativity 24
Artist-centered Strategies 24
Artists' Co-op 24
Tax-free Arts and Cultural District 25
Capacity-building for Organizations 25
Organizational Development 26
Business Resource Bank 26
Animation and Programming 26
Old School Square 26
National African-American Festival 28
Starting Up The CCC 28
Public Funding and Support 30
Grant Funding Process 30
Start-up Funding for the CCC 30
$1 a Month for Culture 31
PublicArt Program 31
City Hall Art Program 32
Citywide Concert Series 32
Capital Investment Priorities 33
Creating A Learning Community 34
Delray Beach Arts Cabana 34
Delray Beach Narration Project 37
Telling and Selling the Delray Beach Story 38
Coletta & Company
February 2006
Cultural Delray Beach:
creative authentic intimate
Introduction
Delray Beach has always been a city of its own creation, a city that
has depended on home-grown and organic ideas, a city where a
vein of creativity has led it to pursue its own identity and control its
own destiny. Ifthis were not the case, it would never have made the
astonishingjourneyfrom a downtown of boarded up buildings and
auto repair shops in the late 1980's to the bustling,charming
downtown oftoday.
It is a long way from Delray Beach's earliest days when William
Linton and David Swinton led a group of Michigan transplants to
pull the first plows thatturned the land inside out for year-round
crops and to lay the seeds for a new community. It was 1894, and in
that era, the diversity that was to become a hallmark of Delray Beach
was also planted in the city's soil when African-American and
Japanese farmers migrated to the area.
In 1901, the area was named Delray Beach -- "of the king" -- and by
the 1920's,it was a booming tourist destination and a popular
writer's colony; by the 1930's, the likes of authors Edna St.Vincent
Millay,Zora Neal Hurston and Theodore Pratt as well as cartoonist
Fontaine Fox and political cartoonist Walter Enright were among
visitors and permanent residents. It was an unpretentious and
genuine culture, and its accessibility became a trademarkofthe
city's persona that remains today.
Twenty years ago, the city faltered. Delray Beach was devastated by
a deserved reputation as a drug and crime haven. Its economy
floundered. Its downtown deteriorated. It watched as the region
boomed, but in 1988, when threatened with the demolition of its
downtown, its people summoned up their creative energy to speak
with one voice and begin to reinvent the city into the "village by the
sea,"
Armed with a mission that it developed then and which guides the
city today - "to create a renaissance that enhances the unique
cultural, historical and natural resources which make this an
attractive community to a diverse and balanced population"- Delray
Beach took its first determined steps toward the future. Few cities
have as capably articulated their own dreams forthemselves and
Coletta & Company
February2006
kept on task. and the inclusion of culture as part ofthefounding
dream makes Delray Beach especially unique.
The progress made by Delray Beach is a model for cities of its size.
Such turnarounds frequently take decades and decades. The fruits
ofthis 17-year journey in Delray Beach are obvious to any visitor.
Buildings that were eyesores are now sophisticated restaurants and
charming boutiques. The historic areas predicted for doom are
bustling and vibrant, invigorated by the prevalent belief among its
citizens that they can shape the future today. City government
pioneered a number of breakthrough programs that won it a
national reputation for public involvement and innovation. The
racial divide that threatened progress inspired a conversation noted
for its honesty and openness, and it remains a civic priority. Culture
became a strength that made direct contributions to Delray Beach's
economy, but more importantly, to the character of the city itself.
We say all this to make a central point the people ofDelray Beach
have proven capable at the most difficult work of city-building and
place-making, and now turning their full attention to cultural
development, they can shape and exploit Delray Beach's creative
assets and become nationally known as a center of the creative
economy.
Today,a positive qualityof life is the expectation of every citizen of
Delray Beach, and in order to leverage its cultural potential, mobilize
its cultural organizations and expand its strategic cultural assets, the
City of Delray Beach commissioned Coletta & Company to develop
a vision of the future that stakes out the city's distinctive
competitive cultural advantages not only to produce tangible
benefits - economic impact - but equally important intangible
benefits - sense of community, bridges between the races,shared
pride and experiences, confidence in the future and national
recognition.
Throughout its life, Delray Beach has demonstrated a creative nature
and an inventive, can-do spirit. This plan calls for Delray Beach to
embrace and magnify this civic attitude and harness it as a powerful
competitive advantage for the city in creative, authentic and
intimateways.
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February 2006
Cultural Delray Beach:
creative authentic intimate
Delray Beach Culture
DELRAY BEACH IS AN OASIS IN A SEA OF CULTURAL RICHES THAT
RIVALS ANY SUPER-REGION INTHE UNITED STATES:
1. Within a 30-minute drive, there are 1,600 restaurants, 38 golf
courses, six museums, seven zoos or gardens, innumerable
festivals and various performing arts centers and
performance venues - from rustic outdoor amphitheatres to
highly sophisticated performance halls.
2 More than 700 cultural organizations operate in Palm Beach
County alone, the county with the highest growth rate - 31 %
-from 1990 to 2000 in the South Florida metropolitan area.
3. The super-region that contains Delray Beach offers an array
of attractions, events and activities that boggle the mind.
The culinary scene is nationally trend-setting, the pop
culture scene is dynamic and magnetic and traditional
culture is represented in every imaginable permutation.
4. The sixth largest super-region in the U.s. (and third most
densely populated behind New York City and Los Angeles)
is characterized by rapid growth that overwhelmed many
cities, altering their basic character, obliterating their
authenticity and producing homogeneity of experience.
Within this banquet of cultural activity is Delray Beach, faced with a
unique chance to stake out a successful future built on its creative,
authentic and intimate potential to use culture as a competitive
edge to define the.village by the sea." Statistically (U.s. Bureau of
Census, 2000), the following portrays Delray Beach within the
context of Palm Beach County:
DELRAY BEACH
P.B. COUNTY.
White population
Black population
Hispanic population
HS Graduate or Higher
College Degree
66.5%
26.6%
7.0%
81.0%
29.3%
79.1%
13.8%
12.4%
83.6%
27.7%
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February2006
$29,350
$51,195
8.2%
22.4 mins.
Per Capita Income
Median Family Income
Poverty rate (families)
Median Commute
Median Value of
Owner-Occupied Homes $127,700
Under 14 Years of Age 15.4%
20-44 Age Bracket 31.6%
Over 65 years of age 25.9%
Land Area 15.39 sq. mis.
Additional Season Pop. 7,628
Median Age 43.8
Speak non-English at Home
(5 years and older) 25.5%
Vacant Housing 15.5%
Owner-occupied housing 69.7%
Married - own house 49.5%
Female-headed household 26.6%
Median Mortgage $1,141
Median Rent $704
Crime Index Reduction -42.7%
(1990vs.2000l
$28,801
$53,701
6.9%
25.7min.
$135,200
18%
32%
23%
2,023 sq.mis
123,725
41.8
21.7%
14.8%
74.4%
58.2%
23.1%
$1,189
$648
- 36.3%
The numbers reflect manyofthe characteristics that make Delray
Beach unique to the region - African-American and Haitian
contributions to the city's heritage, a higher percentage of college-
educated residents, a more mature population, an older built
environment, improved safety, more affordable homes and
households reflecting today's changing lifestyles.
Delray Beach accounts for a smaller percentage of Palm Beach
County's population than 25 years ago. In 1980,6 percent ofall
permanent county residents lived in Del ray Beach. It is 4.9 percent
now. (The seasonal population of Palm Beach County that lives in
Delray Beach is 6.2 percent of Palm Beach County's total.)
Statistics alone do not capture the distinctive differences that set
apart Delray Beach and position its cultural development so
strategically- its human scale, investments in quality of life, a
historic and unspoiled downtown, and a heritage of dtizen
involvement
Meanwhile, Delray Beach's slower pace of growth gives itthe
opportunity to define its own future unlike other cities overrun with
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February 2006
"Cultural
developing in
Delray moves in
fits and starts."
development and without a clear vision for the future. That is why it
is encouraging thatthe city government and the CRA have taken
strong steps to guide growth and establish design standards as
development steps up.
It is an environment that attracts and appeals to artists, craftspeople
and other workers in the creative economy. The Palm Beach County
Cultural Council Artist Directory lists 644 artists; 56 live in Delray
Beach. In other words, Delray Beach has 4.9 percent of Palm Beach
County's population, but it has a disproportionate share of artists--
8.7 percent. This attests in a direct way to the gravitational pull that
the city has on people whose art includes painting, printmaking,
illustration, sculpture, music composition and performance, glass,
ceramics,jewelry, film and video, puppetry, photography, poetry and
writing. It is a reservoir of creativity that can be tapped to define the
village sensibility that is central to Delray Beach's character.
Goals in this year's Delray Beach budget objectives with direct
cultural implications are:
Expanded Neighborhoods -
. Making a unique downtown which is interesting, culturally
diverse and quaint
. Pedestrian-friendly businesses on West Atlantic
Quality Neighborhoods Where People Want To Live-
. Quality infill development consistent with our
neighborhood character
. Neighbors taking responsibilityfortheir neighborhoods, for
each other
. Expanded beautification citywide to neighborhoods
Expanded Diversified Economy-
. Planned strategy to attract targeted businesses
. Support local-owned businesses, including helping
businesses to grow in Central Atlantic area
. Reputation: attracting the "creative class"
Community Unity-
. Citizens feeling included in creating an inclusive community
. Citizens working together to solve problems
. Recognition: multi-cultural community
. Positive, two-way communications between city and our
stakeholders
. Continued dialog between the community and the city
In other words, it is clear that Delray Beach recognizes the potential
Coletta & Company
February 2006
of its own culture to shape a progressive and distinctive future. It is
a fact recognized by all of the people interviewed and surveyed for
this plan - from civic leaders to men and women on the street. Every
person expressed a shared commitment to expanding and
enhancing Delray Beach's culture,and all said they want to build a
future that is unique and distinctive. Based on our interviews and
surveys, this is a principle on which all Delray Beach citizens have
unanimity. Culture is already part of the civic thinking on strategies
forthe future and this shared determination gives this plan its best
chance to be realized. This is not to say that every citizen of Delray
Beach agreed on tactics or next steps, butthe fact that every one is
eager for the journey is an important, positive force for Del ray Beach.
Cultural development has moved in "fits and starts, "to quote one
observerofthe Delray Beach scene. There have dearly been some
missteps and failures, butthese have most often resulted from risk-
taking, which is a virtue for a city, not a vice. These are important
learning experiences for the city as the recommendations ofthis
plan are pursued, but what are fundamentally needed are a
sustained, structured process; transparent funding processes; a
distinctive cultural niche and better marketing.
Like all cities, Delray Beach has pockets of distrust, disillusionment,
concerns about fair play and even confusion among people who are
instrumental to the success of this plan. The good news is that all
are passionate about their city and its ambitions, as evidenced in
Delray Beach's level of citizen involvement and input. Even those
who feel bruised are eager to embark on plans to make Delray
Beach the most creative city that it can be.
It is impressive to see how much is being done right in Delray Beach
- nationally ranked public schools, an innovative program of civic
engagement that has garnered national praise, two All-America City
Awards, controlled growth and an emphasis on preservation and
placemaking. However,a number of the people interviewed are
unaware ofthe strides that have been made in Delray Beach and its
national reputation for progressive policies and innovative
programs. There is even less awareness of the fact that Delray Beach
backs up its talkaboutculture with a major financial commitment to
it. In the most recent fiscal year, the amount of city funds dedicated
to culture, festivals and special events was $1,042,055, a critical,
praiseworthy investment for a city of Delray Beach's size.
Onlya few mid-sized cities are working on so many fronts to leap
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February 2006
frog their city forward. The realities of the global economy tell us
that cities content to keep pace with their rivals have already sealed
their future. Culture offers Delray Beach the opportunity for
dramatic progress by exploiting its assets - authenticity,intimacy,
human scale and civic ambition. These are core assets that many
cities can only dream of, especially those cities that have been
forever made different through the loss of their essential characters
by the rapid growth of Florida's Gold Coast.
The change that has taken place in Delray Beach from the mid-
1980's until the present is a national best practice in place-making.
Chiefly responsible forthis turnaround was a simple premise that
continues today - the belief that every citizen has the rightto have a
voice in city decision-making. It directly connects to the feeling of
intimacy and authenticity that exists in Delray Beach.
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February2006
Cultural Delray Beach:
creative authentic intimate
Eight Principles to Guide Cultural Development:
Delray Beach must develop its unique niche in a world that is
increasingly more competitive and complex. Culture is in a time of
great change. A cultural plan is an organized public and private
effort to generate and coordinate cultural activities that can enrich
Delray Beach's quality of life and increase the excitement and
enjoyment of living there. Ideally, it involves integrating the arts,
cultural facilities and events with all aspects of community and
economic development, planning and design, tourism and
community promotion.
Delray Beach possesses resources that can be capitalized on for this
cultural plan. Elected and appointed leaders have been untiring
advocates for culture, but they need a more strategic focus for their
work. the kind offocus that comes from a formalized, structured
community program of work. In Delray Beach, there are a numberof
people with cultural experience on the national stage, and their
unique skills must be fused into a plan. There are local cultural
leaders who understand the city from the grassroots, and their
knowledge must be harnessed. It is through a shared plan of work
and mutual goals that Delray Beach can stake out its unique
cultural place that sets it apart from what is offered in the super-
region.
Looking ahead, there are eight principles that we identified for
Delray Beach that should guide its workas a creative, authentic and
intimate city:
Principle #1
Consumers are being pulled in a multitude of directions by
convenient opportunities for entertainment that are increasing
exponentially. More and more, people want what they want when
they want it and where they are. Arts and cultural events are
normally place-specific. and because of it, it is hard to compete with
entertainment that can be downloaded, pod cast and Tivo' ed. New
ways are needed to connect people with culture where they are and
to tap into a growing interest by people in being participants, rather
than mere observers, of culture.
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February 2006
Principle #2
Delray Beach is a small island in a sea of cultural bounty. It won't
stake out its place by having a range of average activities, but by
identifying a distinctive niche and producing peak experiences that
resonate with its village by the sea image.
Principle #3
Cities can use original, attention-getting ideas to call attention to
their cultures - the cow sculpture project in Chicago; the samba
lessons taught to every citizen in Lyon, France, that culminated on a
day when the entire city danced in the street; people writing a novel
in a store window in New York City;guitars given to every 13-year-
old in a Brazilian city; after school poetry classes in city parks in a
West Coast city. These are the kinds ofthings that contribute to a
palpable sense of community, produce a positive energy that
infuses the city and its image and tap into the participatory,
interactive trends oftoday.
Principle #4
There are ways for cities to encourage culture beyond public
subsidies and grants. There are tax benefits for artists' studios,
zoning for arts districts, experimentation and innovation districts,
sales tax waivers on local art, public space for artists and more.
Artists are often looking for help in finding a place where the
creative process can take place, help that can be more important
than direct funding.
Principle #5
Creative enterprises of all types are seeing the ground shift
underneath them. There is the need for reinvention because
audiences seem to be declining across the board for many cultural
anchors, including movies, theater, live classical music and dance.
Industries like music are clinging to old models, and in time, they will
yield to forces unleashed by technology and consumer
expectations. Mass culture is dominated more and more by
commercialization thattends toward generic, derivative products.
Authenticity and intimacy are ways to stake out distinctive territory
for Delray Beach.
Principle #6
Walker Percy said the problem with culture is that we must wrest
meaning from experiences that inevitably come to us prepackaged
and disconnected from our own assumptions and expectations.
Ways that connect more viscerally and more personally to the
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February 2006
village by the sea and interact with citizens and visitors can build a
binding narrative for Del ray Beach,joltthe imagination and raise
expectations.
Principle #7
In the U.S. about 44 percent of whites, 28 percent of African-
American and Haitian and 23 percent of Hispanics attended an arts/
culture event in the past 12 months. Education and income are the
strongest indicators of cultural support. More college graduates-
64 percent - attended than high school graduates - 25 percent - and
the higher the earnings, the greater the attendance at cultural
events. While these groups are lucrative target markets, cities must
make extra efforts to make culture accessible and meaningful to all
citizens.
Principle #8
Festivals and special events are proven ways to animate and
punctuate the life of cities, and Delray Beach is making major
investments in this area. These kinds of events offer unexpected
surprises to residents and visitors alike. They also speak to the
values of the community and to the symbolic importance of events
as rituals of hope and meaning for the city.
Key Insights
In the course of our research, interviews and surveys, the following
key insights about Delray Beach were developed, and they informed
the recommendations of this plan:
. Delray Beach lacks a "big picture" of its cultural future and an
institutional keeper of the vision. There is the need for a
shared narrative and vision.
. Delray Beach must compete on its own terms and based on
its unique assets. The city is surrounded by cultural anchors
of all kinds, especially performing arts centers. To compete on
these same terms homogenizes the city's unique experiences
and positions the city as"more of the same." Delray Beach's
unique niche is as a place of creative, authentic and intimate
cultural experiences.
. There is a need for more rationality and transparency in
cultural funding. The present funding process raises
suspicions by some and engenders ill will. Rather than city
leaders being praised for a commitmentto culture, elected
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February 2006
"We need to make
sure that village
isn't a stale
concept, but is
vibrant and
exciting."
.
and appointed leaders' motivations are questioned and
agendas projected onto them, contributing to a gulf between
some groups and undercutting the full governmental and
civic benefits of publicfunding.
Funding to cultural groups needs to tie back to priorities and
goals set by the City of Delray Beach, but it is difficult for the
public sector to perform this role in a political context. Every
city has charming "vanity projects"proposed by well-
meaning and involved citizens, but often they do not reflect
the overall civic priorities of a place. Hard measures of
accountability are often difficult to inject into funding,
because measurements are unquantifiable for the intrinsic
and personal value ofthe arts and culture; however, for
example, ifDelray Beach sets a goal to attract young
professionals, to contribute to diversity of programming orto
reward cultural collaboration, funding should be tied directly
to these desired outcomes. In addition, emphasis must be
given to capacity-building, fund-raising and board
development of the cultural organizations.
The invisible walls that separate the perceived "white areas"
and the perceived"black"areas are a drag on the progress
that is being made in Delray Beach and the confidence
needed to achieve this plan.
Old School Square is the cultural anchor for Delray Beach,
and it is in the entire city's interest for it to reach its full
potential. The city has made important investments in Old
School Square, as reflected in the most recent fiscal year
when 60 percent ofthe total amount spent by city
government for culture, festivals and special events went to
the facility. The size of these expenditures make it incumbent
upon Old School Square to be fully representative of the
city's population and to fully address the public policy goals
for culture in Delray Beach. The city is addressing the need
for Old School Square to have a sense of arrival and a strong
sense of place. There is the need to find the careful balance
between the center's focus on revenue-producing events
and the need for greater diversity and relevance for the entire
community. It is a priority for Old School Square to be all that
it can be, because of its centralgeographiclocation and
iconic role in the life ofthe city.
A silo mentality is prevalent in Delray Beach among cultural
groups and organizers, and in the absence of a connective
fabric in the community, one plus one never equals three in
terms of momentum, impact and progress.
.
.
.
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February2006
. Delray Beach is woefully under-marketed. Its resonance is no
indication of its reality, especially online, the critical medium
of information-gathering for members of the creative
economy. There needs to be an emphasis on improved,
professional-looking, appealing marketing at the primary
points of contact for city information. There has to be more
relationship between the Delray Beach that we see in person
and the one reflected online.
. Delray Beach's schools are nationally recognized, but the
perceptions of many citizens have not caught up with the
reality. The concept of Delray Beach as a "learning city. offers
intriguing possibilities for uniquely positioning it on a
national basis.
. The following strengths and weaknesses were identified in
our interviews and in our research:
STRENGTHS
Presence of artists/craftspeople
and active cultural organizations
Tradition of citizen involvement
Survivors' pride
Flexibility/risk-taking of CRA
Public commitment to culture
Authentic downtown with
architectural integrity
Old School Square physical
presence and cultural potential
Capacity to find strength in
apparent weakness
WEAKNESSES
lack of a structure to pursue
aspirational plans and to fund
them
lack of shared purpose
Silo thinking among cultural
groups
lack of transparency in public
funding for culture
Inconsistent quality in events and
festivals
Need for renewing the
imagination in events
lack of animation and diverse
programming at Old School
Square
lack of strong tradition of
collaboration between cultural
organizations
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February 2006
STRENGTHS
Strategic thinking, goal-setting
and risk-taking in the public
sector
Strong. appealing .cafe society"
Widespread passion about city's
future
Appealing human scale
long-term focus, ratherthan
short-term political one
Political and civic leadership and
openness to new ideas
New 1 'h percent public arts
program
Multi-cultural diversity
Strong support for culture and
festivals and enthusiasm found
in cultural organizations
Best public beach in region and
most charming downtown
City policies requiring nonprofits
funding
WEAKNESSES
Perceptions of lack of concern
about potential moves of Women
in Visual Arts, Photographic Center
and Museum of Fashion and
Lifestyle History
Need to better market cuisine and
culture
Inadequate training, capacity-
building and marketing skills for
cultural groups
Inadequate marketing, particularly
online
Need for clearly stated funding
priorities and accountability
based upon them
lack of incentives to make the city
the location of choice for artists
low impact of existing public art
Over-reliance on public sector
funding and support
Need for cross-organizational
thinking among cultural groups
lack of cohesive, coordinated
marketing and communications
Need for measurable
accountability that responds to
city priorities
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February 2006
The Recommendations
Based on these assumptions, insights, principles and strengths and
weaknesses, recommendations were developed within four broad
areas that can lead the city to carving out its niche as a participatory
and intimate village by the sea:
1) Building the Cultural Infrastructure
2) Public Funding and Support
3) Creating a Learning Community
4) Telling and Selling the Delray Beach Story
Building the Cultural Infrastructure
. Create the Delray Beach Creative City Collaborative
The city government of Delray Beach has for some time shouldered
an inordinate amount of the funding responsibilityforthe city's
cultural organizations and events - either through direct funding or
in-kind services. In the most recent fiscal year, this amount
surpassed $1 million.
At present arts and culture organizations communicate a perceived
sense of entitlement to city support and seem to lack an
understanding of the importance of organizational development for
their groups to achieve their potential. Coupled with this, city
government has done a poor job of calling for accountability on the
part of the groups it has supported.
This is notto say that funding levels should be decreased, butit
seems clear that the return on the sizable public investment in
culture is not what it should be. More emphasis should be placed on
all cultural organizations' funding being linked to discernible,
measurable public policy objectives. Also, more emphasis should be
placed on both accountability and capacity building within
organizations so that they can become more self-sustaining, create
stronger board involvement and public support and develop new
revenues that can fund innovative, new initiatives.
Now, there is a sensethatthe city has an obligation to fund
someone's special project and personal dream, and changes are
needed on both sides of the table. City government must clearly set
out its priorities and serve notice that funds will follow them directly.
Atthe same time, groups must take charge of their own destinies
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February 2006
and become more realistic about their organizational development
Cultural development is a three-legged stool, requiring public,
private and institutional sectors. And yet, the City of Delray Beach
fills this role withoutthe community-based cultural agency that is
needed for real progress. Lacking in Delray Beach is a fundamental
part of its infrastructure - a private/public partnership to act as the
nonprofit umbrella cultural organization for directing the city's
strategic cultural vision, for making evaluations on funding
recommendations forthe community and for attracting more funds
for cultural initiatives.
We recommend creation of The Delray Beach Creative City
Collaborative (Ccq to become the public/private partnership
needed in Delray Beach. We recommend that Mayor Jeff Perlman
launch a process to gauge private and institutional supportforthe
new group and to convene a committee to develop plans for the
new cultural agency. The meeting should include, but not be limited
to, the City of Delray Beach, Greater Delray Beach Chamber of
Commerce, Delray Beach JointVenture, Delray Merchants
Association, Delray Beach Community Redevelopment Agency,
Hispano-Latino Cultural Alliance, EPOCH, Old School Square and
two members of the former Delray Beach Cultural Alliance selected
by alliance members. The committee's purpose is to exercise due
diligence and begin organizational development. Ifthere is the
private support that is required forthe success ofthe CCC, the
committee is to write a mission statement for the new organization;
to handle its incorporation as a private, nonprofit organization; to
establish its operational structure and to appoint its founding board
of directors.
Ifthere is not the level of commitment needed from the private
sector, the City of Delray Beach should create the CCC and execute
the recommendations of this report with a new public board
appointed forthis purpose.
The Delray Beach Creative City Collaborative becomes the city's
leader for culture. It brings an independence and an unyielding
focus that are missing now in the civic infrastructure. It becomes the
focal point for public involvement and for greater private sector
engagement. It reviews all requests for public funding for culture in
light of city priorities and makes funding recommendations to city
government, it evaluates and recommends requests for city in-kind
services for cultural events, it raises moneyforculture and supports
Coletta & Company
February2006
"Del ray Beach's
culture is varied
and full, but
u ncoord i nated.
And it seems to
lack venues to
showcase
emerging,
alternative arts.
Would like to see
great livejazz,
good theatre and
new arts. Would
also like having
more access to
information about
activities."
cultural organizations' capacity-building, and it is responsible, in
partnership with the City of Delray Beach, for carrying out the
recommendations of this report.
The CCC is a fundamental building block for Delray Beach's cultural
development. There are about 4,000 local arts agencies in the U.s.,
and they are the backbone of cities' cultural infrastructure. The
operations of each is unique to the city that it serves; however, all are
rooted in the purpose of strengthening existing cultural
organizations, expanding cultural offerings, making the arts
accessible to all members of the community and serving the diverse
culture found in the community. According to Americans forthe
Arts, about 60 percent of arts agencies provide financial support;
about 65 percent manage cultural facilities such as gallery space
and incubators; most offer services for artists such as workshops,
technical help and advocacy; and about 90 percent collaborate with
groups to achieve cultural strategies. Governmentfunding
accounts for about one-third of the funding of arts agencies; 22
percent receive hoteVmotel funding; 17 percent receive funds from
percent-for-art ordinances, and 10 percent are funded through
property taxes.
With the establishment of the CCc. Delray Beach brings together the
public. private and institutional leadership that becomes "keeper of
the vision"and gives c1outto an organization that can inspire the
city and strategically target resources to achieve Delray Beach's
cultural goals. In particular, organizational silo thinking in Delray
Beach is a barrier to synergy, inter-organization innovation,
development of collab orations, shared planning and visioning.The
CCC becomes a vehicle to vault these obstacles.
The Delray Beach Creative City Collaborative becomes the official
consensus-building organization for Delray Beach on important
issues affecting the city's cultural future. It is common ground where
all parts ofthe city can join hands to work together for a shared
future. It is the official umbrella organization for culture sanctioned
by the City of Delray Beach.
Some of the key issues to be considered by the CCC are:
1) Grants-making
A primary function of the CCC is both to strategically target
culture and increase funding. City funding must be
complemented with privately raised funds that can enlarge
the cultural scene, trigger innovation and creativity
Coletta & Company
February2006
"The process of
applying for and
getting funds from
the city is
confusing and
feels guarded,
inconsistent and
suspicious. We're
lumped in with
social service
groups, and
frankly, we can't
compete with
them for dollars."
strategies, fund existing cultural groups and champion new
initiatives to claim Delray Beach's unique niche.
The mechanics of the grants-making process are to be set by
the CCC;however,guiding principles that should be
cornerstones for its work are:
Accountability.
Measurements that assess effectiveness and
impact are fundamental to the success ofthe CCc. They
need to be clearly stated and easily understood. They ensure
that performance standards support priorities setfor Delray
Beach. Fundamental to the CCC are policies that ensure
even-handedness and fairness, but also, the best use of
funding for culture.
Transparency.
Openness ofthe grants-making process addresses existing
confusion and suspicion of the public grants process.
Detailed information about the criteria forthe grants, the
names ofthe committee members and explanations of the
grants decisions result in a public process understood and
supported by the community.
Stewardship.
As steward of community resources, the CCC must take a
long view of its role, setting strong financial safeguards and
policies that protect its investments. It also infuses the ethos
of stewardship into cultural activities.
Engagement.
The success of the CCC relates directly to the level of
commitment and participation by its board in the critical
organizational phase, which will set the foundation for the
agency's future. Some organizations require board members
to sign pledges that set out specific responsibilities for fund-
raising and board involvement
Partnerships.
Challenges facing cities are becoming increasingly more
complex and resources are harderto raise. Partnerships and
collaborations create new ideas and energy that attract new
funding.
Diversity.
The board must be reflective of the city that it serves.
2)
Marketing and communications
Delray Beach's brand identity is weak and does no justice to
the city's reality. There is little emphasis on Delray Beach as
the best base from which visitors can sample the cultural and
Coletta & Company
February 2006
recreational riches ofthe region. This is a missed opportunity
because cultural tourism is one of the fastest-growing
segments of the tourism economy, and Delray Beach does
little to promote this aspect of its character.
The city's brand as"the village by the sea"needs
strengthening, particularly on the World Wide Web. The city
offers much more than is now portrayed on websites and in
publications. The"village by the sea"image evokes mental
images of art galleries, bistros and intimate gathering places.
In other words, elevating and investing in culture are central
to fulfilling this image of a charming seaside village, one that
is creative, authentic and intimate.
The Del ray Beach Creative City Collaborative should ensure
that the "village by the sea"image is the dominant theme for
its website and a encourage it as the thread for all web sites;
pursue cross-promotional and umbrella marketing
opportunities; and develop innovative strategies for
establishing a stronger position in the marketplace.* Today,
creating"buzz"generates positive interest and impressions
of a city, and this is done byfocusing on nontraditional,as
well as traditional, marketing and communications
strategies.
Additionally, the CCC's own professionally designed website
should highlight cultural events and host a master calendar
of arts and culture events in the city. This web site itself
should be heavily marketed during its first yearto build
awareness.
* See the section "Telling and Selling the Delray Beach Story"
for a detailed analysis of current marketing for the city.
Suggested strategies for strengthening marketing indude:
Offer a Marketing Resource Center
While individual cultural organizations and events have their
own identities and brands to uphold, the CCC should offer
marketing resources (templates, examples, lists of
professional graphic designers offering discounted services
to non-profits, shared direct-mail database, etc.) to those who
want it.This will supportthe overall goal of professionally
Coletta & Company
February 2006
marketing its image with complementary marketing ofthe
institutions and events that contribute to the cultural
landscape. Special emphasis should be placed on enhancing
and expanding the"village by the sea"brand.
"Mayor's Awards for Creativity"
To support creativity as a civic asset and to celebrate its role
in the life of Delray Beach, the CCC should consider a
program to present creativity awards each year-forculture
organizations, for individuals, for youth, for artists, etc. -that
honor and spotlight the impact of creativity in Delray Beach
and the contributions made by creative people and cultural
organizations.
3) Artist-centered strategies for cultural development
The CCC should evaluate and explore the feasibility of
strategies for establishing Delray Beach as an artist-friendly
city and as the preferred location for artists' residences,
studios and galleries. Strategies to be considered include:
Artists' Co-op
Artists' associations have been effective in galvanizing
resources, developing innovative programs, operating arts
venues and sponsoring arts events. Co-ops also organize
and conduct classes and exhibits, give lectures and set up
youth art camps.
Best Practice: Arts Prescott Gallery and Van Gogh's Ear
Location: Prescott, Arizona
Two galleries owned and operated by artists' co-ops,Arts Prescott Gallery and Van Gogh's Ear,were instrumental to the
redevelopment of the' Whiskey Row' area of downtown Prescott,Arizona.
Arts Prescott Gallery was founded in 1994 by a group of artists dedicated to opening a quality environment for selling their work.
Van Gogh's Ear isa newer artist-owned cooperative gallery, but it too emphasizes a warm, professional space forthe display of
artworks. Forty artists are members ofits cooperative.
The two artists' co-ops not only operate gallery space, but they unleash a force for culture that has been key to Prescott's
phenomenal emergence as an arts town.
Another model of a successful artists' co-op is in Berkley Springs, West Virginia, where it operates the Ice House Arts Center.
www.artsprescott.com
www.whiskey.row.uslvangogh/vangogh.html
www.macicehouse.org
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February2006
Tax-free arts and cultural district
The CCC should pursue state legislation that creates tax
incentives for artists to live and work in specified areas of
Delray Beach in support of Florida's economic development,
revitalization, tourism and cultural development goals.
Model legislation exempts any art created within the district
from sales tax as long as it is sold within the district and
exempts all sales of locally created, one-of-a-kind art sold
from galleries in the district.
Best Practice: Rhode Island Tax-Free Arts Districts
Locations: Providence, Pawtucket, Westerly, Woonsocket, Tiverton, Newport, Warwick and Warren, Rhode Island
The Rhode Island General Assembly passed legislation in 1998 that created tax incentives for artists to live and
work in specific "districts." In setting up the districts, the legislature said "the development of an active artistic
community, including 'artists in residence: would promote economic development, revitalization, tourism,
employment opportunities and encourage business development by providing alternative commercial enter-
prises."
Specifically, the legislation grants three kinds of incentives:
artists who live and work in the district are exempted from paying state sales tax on any work created
within the district
artists who live and work in the district are exempted from personal income tax for any income from the
sale of work created within the district
gallery spaces within the district are exempt from state sales tax for all one-of-a-kind artwork sold in
them, whether they are created in the district or not
Each city sets out the specific area within its borders that will be its tax-free arts district.
www.arts.ri.gov/artsdistricts.htm
4) Capacity-building for cultural organizations
The cultural community in Delray Beach is often seen and
seems to see itself as a special interest group. There is a
perceived dependency on public largesse rather than on its
Coletta & Company
February2006
"We need culturally
rich events for the
entire city."
own capacity to raise nonpublic funds and to control its own
destiny not as a constituent but as a leader. Suggested
strategies include:
Organizational development
Fortunately, in Delray Beach, the Nonprofit Academy exists to
address the organizational development needs of its
non profits, and the CCC should work with the Academy to
evaluate additional needs that may exist for cultural
organizations - such as marketing, establishing a strategic
vision and plan, branding and earned income - and to
respond with special training classes on these issues.
Capacity-building for cultural organizations is a priority for
Delray Beach, because it deepens the effectiveness of
existing organizations to succeed and to playa larger role in
the economic health ofthe city.
Business Resource Bank
A bank of resources should be created with members of the
business community serving as advisers to cultural groups in
specialized areas such as marketing, purchasing, financial
management and budgeting. This kind ofvolunteer
expertise can create increased professionalism in the
organizations and build working relationships that cross
traditional boundaries.
5)
Animation and programming
Old School Square
The board of Old School Square and the City of Delray Beach
are wisely considering ways to improve the sense of arrival
for the centerpiece of the city's cultural scene; however,
immediate plans are needed to animate the site because, too
often, it lacks vibrancy and is a "dead zone"in downtown.
With this in mind, attention to a sense of place should center
on high-quality architectural solutions and people-driven
designs that enliven and animate Old School Square. Poor
design ordrab public architecture will further complicate the
problems in animating the site.
Best practices for animation strategies include sidewalk art
shows, children's events, outdoor musicians and outdoor
concerts, but nothing works as quickly and reliably as the
Coletta & Company
February 2006
addition of umbrellaed tables and chairs that become an
inviting destination. Old School Square achieves its
potential when it generates as much activity externally as
internally.
As the designated"cultural center"for Delray Beach,as city
property and as the recipient ofthe preponderance of the
city's cultural funding,OSS has the greatest
obligation and must meet a higher standard as a primary
engine for cultural enrichment and cultural growth in Delray
Beach. In this regard, its present programming needs to be
strengthened to generate greater creative energy or culture.
It must seek ways to better reflect the diversity,ethnicities
and cultures of Del ray Beach. It must seek a mix to
programming that invigorates the city with its imagination
and inventivenessthat is more in keeping with
the village by the sea image, and positions Old School
Square as a dynamic place churning with creativity that
becomes a competitive advantage for the city.
Best Practices: Rialto Theatre, Loveland, Colorado; Flynn Center for the Performing Arts,
Burlington, Vermont; Germantown Performing Arts Center, Germantown, Tennessee
The Rialto Theater in Loveland,Colorado,is a 1919vaudeville palace restored to its former beauty. Itseats450 people in a venue used for
everything -touring children's theatre, plays by the local theatre company,a das~c movies serie~film festival~ touring music acts and classical
musicconcerts.
Recenteventsare eclectic -an entertaining appearance by u.s. Poet Laureate BillyCollins;a tribute to 5tephen Sondheim's musical theater
c1assics;a Celtic harp concert by Galway,lreland,and Glasgow, Scotland musicians;The Improv Rodeo; French films;BaJl in the House,an a capella
pop/R&B group;and Loudon Wainwright JI~ the humorous and engaging singer/actor. It ~ a mix that sends the message thatthe city ~ a vibrant
place known for its creative sparkand quality. In addition, it attracts'creative dass'members to the community.
The Flynn Center for the Performing Arts in Burlington, Vermont,is housed in an art deco vaudeville house opened in 1930 and restored in 1980
to become a performing arts center. Its stated mission was to'connect our communtty with the arts.' Today, more than 1 SO,OOO people attend
events atthe Center, whose main stage seats 1,4S3 people and whose MSA population is only 170,000.
The Flynn Is noteworthy forthe range ofits performance~ including theater,movie~jazz concerts, dance performances, comedy acts and special
events. This year's calendar includes A Comedy Series: Stand Up, Sit Down & Laugh;the Flying Karmazov Brothers'life: A Guide forthe Perplexed;
plays like Cyrano and Death and the Ploughman;a series called'An Evening of Music and FUm';a new improvisational movement by its artist-In-
residence, dancer Susan Sgorbati; a performance by the American BalletTheatre and Martha Graham Dance Company; Latin jazz; Wynton
Marsalis;Joao Bosco and Musicians;An Evening with Betty Buckley; and Powerhouse 81ues and Gospel with Taj Mahal and Mav~ Staples.
In a surburb of Memphis, the 11..year-old, 825-seat Germantown Performing Arts Center is characterized by diverse creative offerings, from edgy
music and dance ensembles to classical music concerts to touring singers. This year's schedule features its Peanut, 8utter and Jam program.
introducing students to a variety of musical styles from woodwinds to a rockabUly band; folk singer Arlo Guthrie; a tribute to JohnnyCash wough
music and dance; violin~ts ItzhakPerlman and Midori; Oscar-winning songwriter Randy Newman; Span~h Harlem Orchestra;the nontraditional dance
troupe Philo bus; countryfolk~nger Nanci Griffith;the satirical group Capital Steps, opera singer Kallen Esperian;and a chamber orchestra $eries.
www.ci.Joveland.co.us/rialto.htm
www.flynncenter.org
www.gpacweb.com
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February 2006
liThe city has not
captured the real
strength of the
African-American
community."
National African-American Festival
The Essence Festival and Tom Joyner's Sky Shows are models
for a yearly festival in Delray Beach known for its intimacy
and for its national quality. A key lesson from festivals ofthis
scale in other cities teaches that the best business model is
for its sponsoring group to have the single purpose of
organizing this annual festival, to have a single-minded
focus on achieving national impact and to spotlight indig
enous American music.
The festival becomes a bridge between the races of Delray
Beach, and it has a unique opportunity to increase visitors to
the city by staging an annual event recognized as a premier
event of its kind.
Black citizens in Defray Beach expressed the feeling that they
are shortchanged in current offerings, and in highlighting the
city's debt to black heritage (blacks petitioned for the city's
first school and formed the city's first civic association at the
turn of the 20th century), there is an opportunity to develop
a festival with more impact and national significance.
6) Starting up the Creative City Collaborative
We recommend a startup budgetof$l 50,000 forthe CCc,
half ofthe funding from City of Delray Beach and halffrom
private sources. If the CCC is to be a fully functioning, highly
optimized organization, it must have active involvement and
support from the private sector, and this begins with the
funding ofthe organization at its inception.
If there is notthis demonstration of commitment from the
private sector to cultural development, we recommend that
the City of Delray Beach take these recommendations and
keep the responsibility for cultural development within city
government, executing them through a public board.
The budget covers the salaries of two staff members - an
executive director and a special events coordinator.
Personnel costs are estimated at about $90,000 and the
remaining $60,000 funds office operations and professional
consulting help that may be needed. The skills set of the
executive director should include experience in fundraising,
because there is untapped potential for new financial
Coletta & Company
February2006
"Del ray Beach is
becoming known
as a city of
festivals, but the
quality is hit and
miss. We've got to
have the
consistency that
assures people
that when they go
to Delray, they will
find events that
are well-run,
unique and fun."
support, but also, this expertise, which should include grants
experience, is useful in helping cultural organizations learn
how to raise funds to expand their financial bases. Other
qualifications for the position should include strategic
planning and marketing.
The selection of the executive director is critical to the CCC
setting a strong foundation for the future, by driving toward
strategic goals, in pursuing the plan of work set by the board
of the organization and in directing the city public art
program.
With the coordinator job, the intent is to create a link
between the CCC and city government. There is an existing
need within the public sector for more help in coordinating
and evaluating special events. There will be a need within
the CCC for support for the executive director. We believe
that the CCC and city government should jointly establish
the job descriptions for this position, so that it can serve both
groups' needs.
Clearly, the people of South Florida are aware that on almost
any weekend, there is a festival in Delray Beach; however, the
events are developing a"hit or miss" reputation. Working
with the City of Delray Beach, the special events coordinator
will help and support city government in using city services
as incentives to upgrade festivals so they have greater
consistency in quality and reflect and contribute positively to
Delray Beach's economic growth and national positioning.
The coordinator will receive requests from city services for
festivals and special events to determine they meet
standards and address a cultural priority will serve as the link
with city government and will set up policies that define the
quality standards that ensure that Delray Beach is known not
only as a city offestivals, but quality festivals.
City government has done an admirable job ofsupporting
and responding to the growing number of activities seeking
help. This coordinator supports city officials by serving as
the first stop where festival organizers can receive
information on permits and public regulations, and the
coordinator evaluates requests for city services and makes
recommendations to the city manager and staff and
conducts a post-event evaluation to determine if it achieves
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February 2006
the impact and positive results it outlined when seeking
support. City officials are busy each day conducting the vital,
fundamental work of government, and the special events
coordinator elevates the level of attention given to these key
decisions which reflect directly on Delray Beach's reputation
as a village by the sea and city government's investments in
this brand.
Public Funding and Support
1) Grant funding process
The present process by City of Delray Beach to fund cultural
organizations produces distrust by some groups because of
a perceived lack oftransparency. Now, city administrators
receive grant requests, evaluate organizations internally and
submit their recommendations to the City Commission for
final approval. Cultural organizations almost unanimously
complain aboutthe process, which seems cloaked in mystery
to them, especially as to who makes the recommendations
and what criteria are used.
To bring transparency to funding decisions,The Delray Beach
Creative City Collaborative should be charged with the
responsibility for screening requests and recommending
funding levels. There is now a level of duplication and
confusion with both city government and a city agency, the
CRA, receiving and granting funding requests from cultural
organizations. All cultural funding requests for city and CRA
funding would be submitted to the CCC for review and
recommendations would be forwarded to the city manager
for his consideration and presentation to the City
Commission for tinal approval.
2) Start-up funding for the CCC
As mentioned previously, the public sector funds half of the
$150,000 annual budget of the CCc. This requires a slight
increase in city funding for culture, but the special events
coordinator is needed to help city officials in the
coordination and evaluation offestivals and special events.
Now,thesefunctions are performed by city leaders,and there
is an existing need for staff support. Ratherthan create a
new city position, we recommend that Delray Beach's
funding covers the cost ofthe special events coordinator's
position as part of its investment in the CCc. Subtracting the
Coletta & Company
February2006
cost of a new city position that is needed if the CCC's special
events coordinator did not absorb these duties, new funding
by Delray Beach for the CCC is approximately $20,000.
3) $1 a month for culture
The City of Delray Beach should create a program to allow
the city's 22,000 utility customers to contribute $1 a month to
local cultural development. This is maximum funding of
$264,000 a year, and assuming a participation rate of20
percent, it creates $52,800 in new funding.
4) Public art program
Delray Beach's new public art ordinance sets aside one and a
half percent of the cost of city capital projects, excluding
some related to utilities and optional for projects less than
$200,000, to fund public art. With this new funding, special
attention should be given to public art that has greater
impact and more presence. Previous public art projects
tended to be too modest and low impact, and as a result, they
lacked the impact needed to position Delray Beach as a
culturally active, attractive and ambitious city. Ratherthan
treating public art as an ornament, the new program must
make a strong statement in a visible, compelling way.
For example, when Loveland, Colorado, became the first city
in its state to adopt an Art in Public Places ordinance, it made
its impact by setting an emphasis on bronze sculptures. The
sculptures have come to symbolize the city's bold self-image
and its proud self-confidence. They are significant, they are
prominent and they are dominant. The emphasis on
sculpture gave birth to an annual Sculpture in the Park
Competition that attracts sculptors from across the U.S. and
to creation of a Sculpture Garden where many of the city's
sculptures are spotlighted. Loveland also purchases two-
dimensional, high-quality art for its public buildings. Today,
the city's art collection is valued at more than $5 million with
more than 80 percent donated by organizations or
individuals.
In this same way, the public art program in Delray Beach
should develop a strong vision of what it wants to achieve,
what statement it wants to make about the city and then hire
the professional help to get it done. The work of the public
art program should be closely coordinated with the CCCto
Coletta & Company
February 2006
maximize the impact of the public art program, to help
prepare requests for proposals from artists and to evaluate
artists' proposals in the context of overall cultural
development.
Too often, public art programs underachieve because they
don't sufficiently involve the public that will encounter the
art, they don't sufficiently involve architects and artists and
they don't take sufficient risks with the art. These are pitfalls
that Delray Beach should be especially alert to avoid.
Best Practice: Regional Arts & Culture Council Public Art Program
'""'!i'd' ,.,', (,;,y'),"
Location: Portland, Oregon
The model public art program works with the public and private sectors to integ rate art into all aspects of the community and reflect a range of
artistic disciplines. The program includes a permanent art collection of hundreds of works that are d~played in the city and county~ buildings.
In addition, there is permanent artwork installed ina variety of indoor and outdoorlocationsthroughoutthe community.
The public art program publishes a walking tour map and hasa public art gallery in downtown Portland, where visitors geta comprehensive
overview ofthe region's public art and its impact. Other topics in the exhibit address art in the landscape,artin the neighborhood,artin transit
architectural integration and design team opportunities, and the Visual Chronicles of Portland.
The Regional Arts & Culture Council is an unusual model of public artfunding, because itwas originally part of city govemment but was split off
to become a public/private partnership. It not only manages publicartforpublic entities but private agencies as well.
Kent Washington, meanwhile, pools funds from variouseapital projects until theycan be used to comm~sion a larger project that has impact
forthe city. Becausefunding is nottied specifically to each construction project greater latitude is given to investing In public art that ~ more
slgnificantand noteworthy.
www.racc.org/publicart
5) City Hall Art Program
IfDelray Beach is to be serious about its reputation as an arts
haven, the arton the walls of city hall must reflect that
aspiration.We recommend a professional art purchase or
loan program for City Hall to set the standard.
6) Citywideconcertseries
The concerts series sponsored and organized by a depart
ment of city government is well-received and well-organized
and should be expanded to other locations within Delray
Beach, particularly the grounds of Old School Square. There
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February2006
"We've spent the
money to get the
tennis courts and
the golf courses that
we wanted. Now, we
need to spend what
it takes to get the
culture that we
want,"
are a number of programs that can act as models for these
concerts, such as the Wednesday night concert series held on
the grounds of the Newport, Rhode Island, Arts Museum.
7) Capital investment priorities
There are a number of proposals that have been proposed
for Delray Beach - ranging from small-scale programs to a
$30 million performing arts center- but regardless of the
projects, the ultimate determinant for funding is whether
Delray Beach is investing in its own distinctiveness.
The dearth of difference is the greatest threat to cities with
cultural aspirations today. Duplicating facilities - including
performing arts centers -- and cultural events that exist in
nearby cities does nothing to further Delray Beach's
distinctive future as creative, authentic and intimate. As for
the proposal to build a l,500-1,70o-seat performing arts
center, the overriding questions are:
o IfDelray Beach is to spend $30 million on culture, is
this the best possible use ofthese funds?
o Does this investment enhance the city's uniqueness?
The answer to both questions is no. Within the context of a
creative, authentic and intimate Delray Beach, we see no
compelling justification for the construction of the proposed
performing arts center. It merely adds a facility that already
exists in surrounding cities, and in this way, it standardizes
the Delray Beach experience. It does nothing to promote
the city's authenticity and its distinctly different
approach to culture.
More to the point, if Delray Beach is to invest funds of this
magnitude, it should be on projects that position it as a
"learning community,"a concept covered in the next section
of this report. There are unverified reports that a nationally
prominent music school is considering Delray Beach for a
branch facility, and if these prove true, the proposal for a
performing arts center deserves to be revisited, because the
presence of a national music school of this caliber answers
the criteria for Delray Beach to be distinctive and invest in
nationally prominent initiatives.
Coletta & Company
February 2006
"If I could add one
thing to the
cultural menu of
Delray Beach, it
would be more
interactive arts
and culture
activities, more art
classes of various
mediums and
styles - drawing,
pa inti ng, cera m ics,
photography.
Maybe they exist,
but they are not
well-publicized."
Creating a Learning Community
Delray Beach's cultural future is anchored in its place as a "learning
community."
It seems only natural. Three Delray Beach schools have been
recognized in the past 12 months as the nation's best. As part of the
fourth largest school district in Florida and the ninth largest in the
U.S., Delray Beach's schools have strong arts education assets,and
building on the theme of learning, the city should carve out its niche
as a"learning community."
Ratherthan be a place where culture is watched, Delray Beach is the
place where culture is experiential, personal and intimate. It is a
learning community that provides life-long, formal and non-formal,
learning by individuals and groups. It is a learning community that
connects to the realities ofthe knowledge-based economy and the
creative class, and positions Delray Beach as nationally known for its
participatory culture.
1)
Delray Beach Arts Cabana
"Amateur culture"is exploding in the form of blogs, podcasts
and digital photographs. People are engaging personally in
culture purelyforthe love of creating - millions of people are
blogging, and thousands of others are remixing their own
songs, making their own digital films and generally partici
pating in the creative process, rather than observing it as
passive consumers.
As a result, creativity is something that is accessible to every
person, but the real boom is to come. We are on the cusp of a
cultural revolution, and Delray Beach can become ground
zero for this kind of personal, participatory culture by
developing a special space where people can learn, develop
and stretch their creativity. This place is Delray Beach Arts
Cabana.
We recommend its creation as the physical realization of
Delray Beach's niche as the place where culture is about a
dialogue, not a monologue; a conversation, not a lecture;
participating, not observing; engagement, rather than
detachment.
For example, rather than being the place where Mahler's
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February 2006
"Village by the sea
means a sense of
community, a
smallness, an
authenticity, a laid
back feeling."
Symphony#12 is performed, Delray Beach is the place where
the guest conductor or soloist comes to be part of"lntimate
Conversations on Creativity,"where the painter shares
techniques, where the dancer talks about her inspiration to
dance or the sculptor has a conversation about the creation
process. It becomes the place where people learn and
experience culture firsthand.
To create a distinctive place known nationally as a cultural
center,a place like the Sundy House,a 1902 National Register
of Historic Places structure within walking distance ofthe
historic downtown, could serve as the location for the Art
Cabana or space could be built on the footprint of the Old
School Square property. The building itself should not be
used, because the Cabana needs to be known for an
environment of unique ambience and creativity. Inspiration
for the Delray Beach Art Cabana comes from Anderson
Ranch Arts Center of Snow mass Village, Colorado, which 40
years ago began when a group of Roaring Fork Valley artists
cleared out the barns for studios, set up a gallery and began
informal workshops. Over the years, programs have
expanded and facilities have been built, making Anderson
Ranch one ofthe most popular and unique art facilities ofits
kind in the world.
Delray Beach has the same opportunity, with the chance to
create an artistic magnet that positions Delray Beach on the
leading edge of the coming wave of new creativity. Each
season, artists of all kinds would come to Delray Beach Arts
Cabana to enjoy the beautiful surroundings, to recharge their
spirits and explore their creativity. They engage in unique,
hands-on learning, presentations, exhibitions and
discussions in a broad range of disciplines. Delray Beach
becomes the scene for exciting opportunities to create and
imagine, to invent and experiment.
Artists-in-residence would stay at the Art Cabana, and using
the new generation of modular construction, space can be
created at an affordable price and in an architectural style
befitting such a use. The Delray Beach Arts Cabana offers
residencies for artists to engage in their art and engage
others in their creative processes. There are workshops
taught by the artists-in-resident; there are provocative,lively
discussions about cultural trends and personal art, and there
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February 2006
are opportunities of all kinds for participants to work on their
art, exhibit and get critique.
Attention should also be paid to culinary creativity through
programs for chefs and cooks who would use the Cabana as
a place for experimenting and creating new cuisine. Plans
should also include making it the site for"live/work"space
for artists. Palm Beach County has a documented and
growing need forthis space, and in meeting this need, Delray
Beach creates a powerful synergy that will infuse all of
Delray Beach. The Palm Beach County Cultural Council has
already set development of"live/work"space as a priority in
its new strategic plan, and Delray Beach needs to take the
lead in responding. Working with the Palm Beach County
Cultural Council, the city has a financial partner that can
contribute to the success of this project.
Best Practice: Anderson Ranch Arts Center
'"
Place: Snowmass Village, Colorado
Anderson Ranch is a totally distinctive cultural community dedicated to creativity and personal growth through the making and understanding
of the visual arts. Artists at all levels of proficiency stream into the ranch each summer to develop and stretch their creative muscles.
Morethan 130 workshops for more than 1,200 participants are held, allowing prominent artists and novices to learn from talented professionals
who come and share their knowledge in art history and critical studies, ceramics, digital Imaging, furniture and woodworking, painting and
drawing, photography, printmaking, sculpture,field expeditions and children's courses each year. Workshops begin after Memorial Day and
continue until the end of September. Each hasa designated skill level and the artists conducting the session,ln advance of the summerses~ons.
describe their concepts fortheir workshops, the topics to be covered, the techniques of each session and a profile of their credentials. Waiting
lists are common so early registration is critical.
The average workshop lasts five days, but some continue for about two weeks. The average tunion forthe workshops Is about $1,000. Anderson
Ranch handles arrangements for housing. There are rooms Ina dorm on-sitethatare rented for$500 to $725 per week, but also, there are off-
site apartments and condos for $650 to $1,295 weekly. Mea~ are served on-site,witha full meal plan (five breakfasts,lunchesand dinners) for
$180.
Scholarships are based on the potential of artistic development and are reviewed byajury.
In addition to earned income, Anderson Ranch Arts Center issupported by members of a national council and a number offund-ralsing events,
including a recognition dinner and artauctions.
The arts ranch developed when some historic buildings were saved from development with an eye toward an artistic use. The first programs
were held in 1966, and the ranch was incorporated In 1973. Overtheyears, the programs and facilities have expanded to create the current
footprint 1 0 miles west of Aspen.
www.andersonranch.org
Coletta & Company
February 2006
2) The Delray Beach Narration Project
Story-telling is a treasured regional tradition. It connects
directly with the folklore traditions of African-Americans,
Haitians and other ethnic groups who maintained their
culture and family history through strong oral traditions.
At present places in Delray Beach that were designed to be
the warehouses of Delray Beach's history and culture
struggle with attendance, fund raising and impact which is,
in part, likely the result of the cultural shifts that are taking
place across the country. However, the history of Delray
Beach should play an elevated role in its cultural
development because it is so much a part of what
distinguishes Delray Beach in the region. As a result, we
recommend a high-impact, nationally-recognized public
project that builds on the idea of communityparticipation,
authenticity, creativity and intimacy.
It is a project thattakes the concept of a museum and turns it
inside out. Using mobile technology, the city becomes the
museum and the curators are its citizens. Already, the Spady
Museum and Delray Beach Historic Society have collected a
number of recorded stories, and they can become a
cornerstone of this project.
The Narration Project collects local stories from citizens,
culminating with an event, perhaps a picnic and story-telling
celebration at Old School Square. The stories will be
recorded, and with a small investment in technology and
signage, they will be available for future generations to hear.
In effect the project produces an archive of narratives that
define Del ray Beach's identity by connecting the stories with
the community.
Several ways exist for making these stories available forthe
retelling and rehearing. The Narration Project can take
advantage of the ubiquitous iPods, particularly among
young professionals, to offer podcasts of the Delray Ray
stories. Another method is to post signs with telephone
numbers that people can dial on their cell phones to hear a
special story connected to a specific site, a special
neighborhood and a special event in the life of the city and
its people. Additionally, these"story stations. present
opportunities for artist participation in their designs.
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February2006
This project is a distinctive way to create a distinctive
narrative for Delray Beach, a tapestry of stories that become
an oral museum, stories told by Delray Beach citizens
themselves. It is a cost-effective way to build community
spirit and pride and becomes a permanent collection of
stories without the overhead of a building and with little
investment in technology.
At its heart, story-telling is one of the most creative,
authentic and intimate acts. The Delray Beach Narration
Project engages everyone in the city to tell their stories and
create a collective narrative for the city. In this way, it breaks
down barriers and builds narrative bridges that unite the
people of Delray Beach.
Telling and Selling the Delray Beach Story
With the recommendations of this plan, Delray Beach's future as a
creative community begins to come into focus. Its story, combining
the past, the present and the future, can serve as the benchmarkand
a source for aspiration for everything the city does.
But developing a compelling narrative that showcases Delray
Beach's unique culture is only halfthe battle. The other halfis
sharing that story with the city's residents, visitors and the rest of the
world.
Starting now,everything that represents the city - websites,
brochures, flyers - should be aligned with the story of Delray Beach
as a creative village by the sea.
At present much of the marketing of the city via websites, brochures,
flyers, etc., has a homemade or made-in-house feel to them. Coletta
& Company strongly recommends investing in improvements in
graphic design and branding and using the newly created CCC as a
tool to ensure that the city's brand - creative,authentic,intimate - is
professional, consistent and coherent.
This section is a detailed analysis of key information portals that the
typical person might look to when researching Delray Beach and its
cultural offerings. This is based on our professional evaluations and
experience.
Our analysis is based on the axis of Resonance vs. Reality, which
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February2006
examines what one would expect to find based on impressions of
the city that come from indirect contact with it (searching the web,
brochures, personal stereotypes, etc.), and what one finds to be the
real Delray Beach as experienced firsthand. The goal is to both align
the city's resonance with its reality and to augment the resonance to
reflect the aspirations ofthe city for the future.
RESONANCE
REALITY
Touristy, kitschy
Authentic city with definite sense
of place and active and engaged
citizenry
Only attraction is the beach, and
there's nothing special about it
Uniquely beautiful beach plus an
equally beautiful city/downtown
built to human scale to go with it
Unsophisticated
Highly sophisticated with
bustling nightlife and exciting,
multi-cultural restaurants
White
Diverse population contributing
to civic and cultural life in Delray
Beach
As part of the Delray Beach Creative City Cultural Plan, Coletta &
Company reviewed key websites in Delray Beach to gauge initial
impressions of the city and compare them tothe city's reality on a
numberoffronts:
Graphic Design
Usability/ease of navigation
. Consistent branding
. Displays of:
o ethnic and cultural diversity
o vibrant cultural scene
o street life
o cuisine and night life
o people enjoying the city
o sense of place
o good urban design
o neighborhoods
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February2006
A Word about Design
Design matters, especially when it comes to marketing materials
and websites. Cities in general seem to be behind the design curve
- especially when it comes to websites - and Delray Beach is no
exception.
Delray Beach is a vibrant, contemporary city,and the websites and
marketing materials representing it should be as up-to-date as the
city itself. The city's character - creative, authentic and intimate - as
expressed by its downtown streetscape, active nightlife, popular
festivals, and, most importantly, the people of Delray Beach,should
be woven into all communication pieces for the city and key city-
related organizations.
At first glance, many of Delray Beach's communication pieces do not
adhere to basic graphic design principles including simplicity and
cleanliness, readability and use of dynamic graphics and photos.
Each of these elements should work together to tell the Delray
Beach story with consistency.
Delray Beach on the World Wide Web
According to the Travel Industry Association of America, nearly 30
percent of adult Americans used the Internet to get travel and
destination information in 2003-2004. And that number continues to
grow.So for many, a city's first impressions are made on the World
Wide Web.
In fact, a study released in January 2006 and published in thejournal
Behaviour and Information Technologyfound that the brain makes
decisions about a web site injust one-twentieth of a second. The
study also suggests that first impressions have a lasting impact, i.e.,
that the impressions color how one views the elements of the site
including copy.
The Web can be a powerful tool- one that shares your city's story, its
personality, its culture and its soul.But only if used correctly.
Gone are the days of blinking and animated text and graphics and
word-laden pages.Today's great websites say it fast with signature
looks using bold graphics, great photos and fewer, but more
powerful words.
City websites by their very nature should be filled with helpful
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February2006
information for citizens. But the massive amounts of information
often translate into columns and columns of words and links that
are overwhelming, unattractive and difficultto navigate. This does
not have to be the case.
Delray Beach's key websites (mydelraybeach.com;
downtowndelraybeach.com;delrayconnect.com; delrayaffair.com;
oldschool.org and, to a lesser degree, delraycra.org) lacka
professional look that reflects the sophistication and spirit of Delray
Beach.
Below are websites from other cities across the country that serve
similar purposes as the sites listed above using design as an
effective tool for clear and professional communication:
http://www.portlandmaine.com/- Bold use of colors and
graphics, and lively photos showing people actively
engaged in the city and its events with great candid photos
of people in action, not posed. Very informative and easy to
navigate.
. http://www.albanytomorrow.com/-Bold graphics, simple
look. great photos and limited, but informative text on each
page. On pages where more text is needed, it is organized in
a way that makes it easy to see where one section ends and
another begins.
http://www.ci.lynchburg.va.us/- Citywebsite designed for
simplicity and ease of navigation. Main page uses bold
photos and easy-to-manage drop down menus to take
visitors to the sections they need.
http://www.lynchburgchamber.org/life - Great chamber
website with many photos depicting the street scene,
cultural offerings and city life. Though some pages are copy-
heavy, it is not too overwhelming.
. http://www.sarasotafl.org/ - This site for Sarasota is edgy and
hip with interesting use offonts and graphics. There are
some wonderful photos; however. they should be more
diversified for each page.
http://www.marfatx.com/- Bold,signature look with easy to
navigate menus. Interesting use of photos.
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February2006
http://www.sfarts.com/- Beautifully designed and easy to
navigate online arts event calendar and arts news site for San
Francisco.
. http://www.santafe.org/ - Check out the culture map on this
site.
http://www.spoletousa.org/ - Amazing festival website with
unmistakable look. communicating the essence of the
organization with bold graphics and photos.
http://www.ybca.org/b-ybca.html-Beautiful siteforYerba
Buena Center for the Arts in San Francisco. Simple, yet bold
and edgy design with lots of information on upcoming
performances and exhibitions.
. http://www.deltabluesmuseum.org/ - Wonderful museum
site that uses graphics to clearly tell the story and express the
feel of the organization.
http://www.theartcentre.org/ - Dynamic and attractive
homepage for community arts center in West Virginia with
great use of photos.
http://www.morikami.org/ - Delray Beach's own Morikami
Center is a great example of an effective cultural institution
website.
. http://www.sundyhouse.com - Delray Beach's Sundy House
web site is top-notch, using the most up-to-date web
technology and design methods. Great example of dynamic
design and easy navigation for any kind of site.
Individual Site Evaluations
City of Delray Beach website
http://www.mydelraybeach.com
Overview:
The City of Delray Beach's website is cluttered, difficult to navigate
and lacks dynamic images and graphics that tell the Delray Beach
story. The homepage has more information than one can easily
digest, and entering further into the site, it is easy to get lost. We
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February 2006
recommend a complete overhaul ofthis site keeping simplicity and
improved professional design in mind. We encourage the use of
great photos that focus on the assets of Delray Beach - walkable
downtown,street scene, arts and culture offerings, active citizenry,
beach.- and that reflect creativity, authenticity and intimacy,as the
centerpieceforthe design.We also recommend that information be
organized in menus that are logical and easy to follow and back out
of. Not all information has to go on the home page, but menus
should guide one to any information he or she may need from that
page.
1) Does the graphic lookofthe site reflect a professional,
contemporary look?
XNotatall DSomewhat DYes DWithoutadoubt
Notes: The design of the site is very dated,and appears to have been
built off of a template.The design should be professionally redone
to update it with bold graphics and photos.
2) Is the sitewell-organized and easy to navigate?
XNotatall DSomewhat DYes DWithoutadoubt
Notes: Too much information is crammed on the homepage and
entering further into the site, it is a maze that is hard to navigate. The
site should put emphasis on clean, well-organized drop down
menus.
3) Does the site portray Delray Beach as a"village by the sea"?
X Notat all D Somewhat DYes DWithout a doubt
Notes:What makes Delray Beach a"village by the sea"is its creative,
intimate and authentic feel as reflected in its walkable downtown,
its restaurants, its neighborhoods, its people and its artists and
activities. Very little ofthis is shown on the site. As part ofthe
redesign, the city should use professional photos of action in Delray
Beach, not posed party pictures. Show people walking on the streets,
dining, working, creating, shopping, etc.
4) Does the material on the site demonstrate ethnic/cultural
diversity in the community?
XNotatall DSomewhat DYes DWithoutadoubt
Notes:Very few photos are used at all on this site.Those that are
used as part of the design of the site do not seem to show people,
but rather pictures of signs, patio tables and beach chairs without
people in them. Photos should reflect the diverse population of the
city. The goal ofthe site is to be an accurate portrayal ofthe city and
its people.
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February 2006
5) Does the material show an active, contemporary cultural
scene?
X Not at all 0 Somewhat 0 Yes 0 Without a doubt
Notes: Once again, the website fails to show much about the city at
all,at least visually.
6) Does it show people enjoying the city?
X Not at all 0 Somewhat DYes OWithout a doubt
Notes: Same as above.
7) If the name ofthe city were taken off of the material, would
you know where you were? Is there a unique sense of place
demonstrated in the materials?
XNotatall OSomewhat DYes OWithoutadoubt
Notes: Unfortunately, for a city with such a distinct sense of place in
reality, it is not at all reflected on this website.The few photos that
are used to show the beach, for instance, appear generic
8) Does the material show an active urban lifestyle (focus on
urban design, pedestrian traffic. busy city streets)?
XNotatall OSomewhat DYes OWithoutadoubt
Notes: Same as above.
9) Are unique neighborhoods highlighted and promoted?
X Not at all 0 Somewhat DYes OWithout a doubt
Notes: Though the city has a national reputation for active
neighborhood organizations, this is not depicted on its website.
10) Is the arts/culture/musiclbar/nightlife scene of the city
shown?
XNotatall OSomewhat DYes OWithoutadoubt
Notes: The rotating images on the front page did show some sort of
concert at Old School Square, but the photo was distant and less
than dynamic.
11) Does the city portray a dated or new image of itself?
o Very Dated X Dated 0 Somewhat New 0 New and Very Hip
Notes: Going back to design issues, Delray Beach's website is years
behind the design curve and should be updated to a more
contemporary look.
Downtown Delray Beach/Joint Venture
http://www.downtowndelraybeach.com
Coletta & Company
February 2006
Overview:
Downtown Delray Beach is fun and happening. Regionally it is
known as "the place to be." The Downtown Delray Beach web site
should act as a compliment to the quickly spreading word-of-mouth
reputation the city has garnered in recent years. As it is now, the
website lacks this complementary feel. The homepage is made up of
animated words and flashing graphics along with a version of the
Village People's "YMCA" as its theme song - hardly a reflection ofthe
real feel of Delray Beach which is not campy but authentic. Overall,
the biggest problem with the site is its dated feel. A simple redesign
could help to better portray the dynamic downtown that sets Delray
Beach apart from other cities in the region.We also recommend that
the site use more active, candid photos than photos of people posed
at events. Delray is real, authentic and organic, and the images that
tell its story should be too.
1) Does the graphic look of the site reflect a professional,
contemporary look?
X Notat all D Somewhat DYes DWithout a doubt
Notes: As noted above, the site feels very homemade and dated.
Animation and flashing text were part of the early elements used on
websites atthe dawn of the internet age. The use of the YMCA
parody is very kitschy and should be removed. Music is OK to use on
sites, but it should be carefully chosen to go with the brand ofthe
city, and is probably best left out.
2) Is the site well-organized and easy to navigate?
XNotatall DSomewhat DYes DWithoutadoubt
Notes: One has to scroll down to the bottom of the home page to
find any kind of menu. Once inside the site, it can get confusing to
move around, and back out of pages.
3) Does the site portray Delray Beach as a"village by the sea"?
DNotatall XSomewhat DYes DWithoutadoubt
Notes:While the design of the site needs updating, and the overall
feel of it does not give a village vi be, there are a few photos rotating
on the home page that could be reused on an up-to-date website.
However, these photos look to be of low quality and pixilated.
4) Does the material on the site demonstrate ethnic/cultural
diversity in the community?
D Not atall X Somewhat DYes DWithouta doubt
Notes: This website has a large number of photos on it that do show
the diverse community, though a majority of them do reflect a
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February 2006
mostly white population. It's recommended that photos be placed
on the site the better reflect the community.
5) Does the material show an active, contemporary cultural
scene?
D Not at all X Somewhat DYes D Without a doubt
Notes: Most ofthe photos depicted on this site are of community
events and less about the artistic and cultural scene. It would be
helpful to see working artists creating or high quality photos of
people enjoying the art galleries along Atlantic Avenue, for example.
6) Does it show people enjoying the city and its culture?
DNotatall DSomewhat XYes DWithoutadoubt
Notes:The website shows people enjoying the city, but as stated
above, it is less about the day-to-day culture of Delray Beach than
about special events.
7) If the name of the city were taken off of the material, would
you know where you were? Is there a unique sense of place
demonstrated in the materials?
D Not at all X Somewhat DYes DWithout a doubt
Notes: Some images are of uniquely Delray Beach places.
8) Does the material show an active urban lifestyle (focus on
urban design, pedestrian traffic, busy city streets)?
DNotatall XSomewhat DYes DWithoutadoubt
Notes: Again, the focus seems to be on special events and streets
closed down forthem rather than day-to-day life in Delray Beach.
9) Are unique neighborhoods highlighted and promoted?
XNotatall DSomewhat DYes DWithoutadoubt
Notes: Though the city has a national reputation for active
neighborhood organizations, this is not depicted on its websites.
10) Is the arts/culture/musidbar/nightlife scene of the city
shown?
DNotatall XSomewhat DYes DWithoutadoubt
Notes: Shows culture in terms of special events.
11) Does the city portray a dated or new image ofitself7
DVeryDated XDated DSomewhatNew DNewandVeryHip
Notes:We recommend thatthis site get an updated look to give the
city the updated image it deserves.
Coletta & Company
February 2006
DelrayeRA
http://www.delraycra.org
Overview:
The recent revamping of this website has brought it up-to-date
graphically with a clean look that is easy to navigate and adheres to
basic design principals. It is suggested, however, that the CRA site do
more to reflect the people it serves with increased use of
photographs that show both its completed projects and those in
progress along with their impact and the people they affect.
1) Does the graphic lookofthe site reflect a professional,
contemporary look?
D Not at all D Somewhat XYes DWithout a doubt
Notes: While there is room for improvement, the CRA site has a sleek.
professional, up-to-date look to it. It is clean and uncluttered.
2) Is the site well-organized and easy to navigate?
DNotatall DSomewhat XYes DWithoutadoubt
Notes:The menus are simple and easy to understand and are
consistent on each page, making it easy to move around.
3) Does the site portray Delray Beach as a"village by the sea"?
DNotatall XSomewhat DYes DWithoutadoubt
Notes: The few photos used on the site do emphasize the walkable
downtown and people, but more should be doneto further promote
the village atmosphere with more and different photos.
4) Does the material demonstrate ethnic/cultural diversity in
the community?
XNotatall DSomewhat DYes DWithoutadoubt
Notes:
5) Does the material show an active, contemporary cultural
scene?
X Not at all D Somewhat DYes DWithout a doubt
Notes:
6) Does it show people enjoying the city?
DNotatall XSomewhat DYes DWithoutadoubt
Notes:
7) Ifthe name ofthe city were taken off ofthe material, would
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February 2006
you know where you were? Is there a unique sense of place
demonstrated in the materials?
o Not at all X Somewhat DYes OWithout a doubt
Notes:The site offers access to master plans and renderings of
current projects that are distinctly Del ray Beach.
8) Does the material show an active urban lifestyle (focus on
urban design, pedestrian traffic. busy city streets)?
o Not at all 0 Somewhat DYes OWithout a doubt
Notes: n/a
9) Are unique neighborhoods highlighted and promoted?
o Not at all X Somewhat DYes OWithout a doubt
Notes:Through project descriptions, yes. But would like to see more.
10) Is the arts/culture/music/bar/nightlife scene of the city
shown?
ONotatall OSomewhat DYes OWithoutadoubt
Notes: n/a
11) Does the material portray a dated or new image of the city or
organization?
OVery Dated 0 Dated X Somewhat New 0 New and Very Hip
Notes:The contemporary design helps to give an up-to-date feel for
the organization and city.
Delray Connect
http://www.delrayconnect.com
Overview:
It is the understanding of Coletta & Company that this site is no
longer maintained, but could be maintained by the regrouped CCC.
We recommend that a portal for information on local artists and arts
events be created and regularly maintained. Ifthis website is
continued, major improvements should be made to it as it is
cluttered and unfocused and is in need of a redesign. If it is not
maintained, we recommend that it be taken off the web immediately.
The San Francisco Arts website (http://www.sfarts.org)isagood
model to look to.
Delray Affair
http://www.delrayaffair.com
Overview:
Coletta & Company
February 2006
Delray Affair is touted by residents and visitors as"the festival"to go
to each year in Delray Beach. The website tells another story. Once
again, much of the issue goes back to the need for updated design
that reflects this well-planned, highly popular festival offestivals in
Palm Beach County.
1) Does the graphic lookofthe site reflect a professional,
contemporary look?
X Not at all D Somewhat DYes DWithout a doubt
Notes: Like the city's site, this one appears as though it may have
been built from a template, and lacks organization and dynamic
graphics.
2) Is the site well-organized and easy to navigate?
X Not at all D Somewhat DYes DWithout a doubt
Notes: It's very hard to figure out howto navigate around the site.
3) Does the site portray Delray Beach as a"village by the sea"?
XNotatall DSomewhat DYes DWithoutadoubt
Notes: The site does not reflect the authenticity ofthe city or the
festival. It seems more focused on the crowds than the activities of
the festival or the participants in the festival.
4) Does the material demonstrate ethnic/cultural diversity in
the community?
XNotatall DSomewhat DYes DWithoutadoubt
Notes:
5) Does the material show an active, contemporary cultural
scene?
X Not at all D Somewhat DYes D Without a doubt
Notes:
6) Does it show people enjoying the city?
D Not at all D Somewhat XYes DWithout a doubt
Notes: It shows some people enjoying the festival, but does not
really give a feel for what the festival is about. Most ofthe pictures
are of crowds or people posed for a photo and less about the actual
activities that go on at the festivals.
7) Ifthe name of the city were taken off of the material, would
you know where you were? Is there a unique sense of place
demonstrated in the materials?
XNotatall DSomewhat DYes DWithoutadoubt
Coletta & Company
February 2006
Notes:
8) Does the material show an active urban lifestyle (focus on
urban design, pedestrian traffic. busy city streets)?
o Not at all 0 Somewhat 0 Yes 0 Without a dou bt
Notes: n/a
9) Are unique neighborhoods highlighted and promoted?
o Not at all 0 Somewhat DYes OWithout a doubt
Notes: n/a
10) Is the arts/culturelmusic/bar/nightlife scene of the city
shown?
X Not at all 0 Somewhat DYes OWithout a doubt
Notes:Would be nice to see local artists'workat the festival.
11) Does the material portray a dated or new image ofthe city or
organization?
OVery Dated X Dated 0 Somewhat New 0 New and Very Hip
Notes: Going back to design issues, the website should be updated
to a more contemporary look. See Spoleto Festival website at http://
www.spoletousa.org.
Old School Square
http://www.oldschool.org
Overview:
Coletta & Company chose to review the Old School Square site
because of the organization's prominent place as the recognized
cultural center of Delray Beach by a majority ofthe people
interviewed during the research phase. Because ofthis distinction,
we reviewed the site to see if it reflects the goals of the city as
outlined in our material survey. Overall, Coletta & Company felt that
the website itself could use updating that better reflects the city and
its culture.
1) Does the graphic look ofthe site reflect a professional,
contemporary look?
X Not at all 0 Somewhat DYes OWithout a doubt
Notes:While pretty well organized, graphically the site is not very
dynamic. It would benefit from an updated look that makes better
use of photographs and bolder, more eye-catching graphics.
Coletta & Company
February2006
2) Is the site well-organized and easy to navigate?
D Not at all D Somewhat X Yes D Without a doubt
Notes: The menus are pretty well-organized.
3) Does the site portray Delray Beach as a"village by the sea"?
X Not at all DSomewhat DYes DWithoutadoubt
Notes: There is nothing about the site that says "village." It does not
really even depict ass's connection to the city right at its doorstep.
It's very insular.
4) Does the material demonstrate ethnic/cultural diversity in
the community?
X Not at all D Somewhat DYes DWithout a doubt
Notes: Most of the photographs used on this site are mostly of the
facilities rather than the activities that take place in the facilities.
Thosethat do include people do not reflect the diversity ofthe city
and shows mostly white participants.The programming also seems
to be aimed ata"white"audience.
5) Does the material show an active, contemporary cultural
scene?
DNotatall XSomewhat DYes DWithoutadoubt
Notes:
6) Does it show people enjoying the facilities?
DNotatall XSomewhat DYes DWithoutadoubt
Notes:Would like to see more active participation reflected in the
website with a more diverse audience. Dynamic publicity photos of
recent and upcoming programming in the theater would help to
show the activities that take place there and give it a more lively feel.
7) If the name of the city were taken off of the material, would
you know where you were? Is there a unique sense of place
demonstrated in the materials?
X Not at all D Somewhat DYes DWithout a doubt
Notes: As noted earlier, the site lacks any evidence of its place in
Delray Beach or a reflection of it as the "center" of culture for the city.
8) Does the material show an active urban lifestyle (focus on
urban design, pedestrian traffic. busy city streets)?
XNotatall DSomewhat DYes DWithoutadoubt
Notes: Because ass is in the heart of the city in the heart of
downtown, it would be preferable that the grounds of ass become
a more active and lively place, especially when the doors are closed,
Coletta & Company
February 2006
and materials promoting it should reflect that always on,
spontaneous nature of the city's cultural center.
9) Are unique neighborhoods highlighted and promoted?
X Not at all 0 Somewhat 0 Yes OWithouta doubt
Notes: While the goal of the site is notto promote neighborhoods,it
would be nice to see something depicting ass in its neighborhood,
or a connection to its neighborhood - downtown Delray Beach.
10) Is the artslculture/musiclbar/nightlife scene of the city
shown?
o Not at all 0 Somewhat DYes OWithout a doubt
Notes: It would be nice to see local artists' work highlighted and
promoted on the site rather than all the focus being on the
presentation of outs ide works and performances.
11) Does the material portray a dated or new image of the city or
organization?
OVery Dated X Dated 0 Somewhat New 0 New and Very Hip
Notes: Going back to design issues, the website should be updated
to a more contemporary 100k.See http://www.theartcentre.org/ and
http://www.ybca.org/b-ybca.html.
Conclusion
The good news is that Delray Beach's reality is much more appealing
than the way in which it is depicted on the web. That situation can
be remedied with a concentrated investment in place branding and
marketing that will reinforce Delray's position as a creative village
by the sea both internally and externally.The better news is that the
city can use the web to reflect its aspirations for the future. In other
words, use the web to tell the story of the Delray Beach that can be
and ease it into reality.
Coletta & Company
February2006
What People Are Saying About Delray Beach:
"Miami is where you go to be seen, Delray Beach is where you go to
just be."
"Del ray Beach is really becoming known as a happening place.
Word is definitely spreading around the region."
"The downtown, the restaurants and bars are great, but I wish there
were more shows, more performances, more music. that sort of thing.
What there is seems to be aimed atan older age group orfor
families."
"People in Delray Beach like to have a say in things. That's how it
works around here. We're a major part ofthe decision-making
process. We don't sit by and watch. We do."
"People who are moving here are coming from places where culture
abounds, and I think they are going to start looking for something
comparable in Delray Beach, or they'll go somewhere else nearby to
find it."
"There's no place for artists to come together, no central point of
contact where we can gather, share and create. I'd like to see
something like that."
"Have you been to our beach? It's byfarthe most beautiful beach
around here. It's gorgeous."
"There are artists in Delray Beach, but they're all sort of independent
and under-the-radar. Not many people know about them."
"If I could add one thing to the cultural menu, it would be edgier,or
higher quality art in all mediums."
"Delray Beach could include a broader range of artistic expression,
or could be more contemporary."
"[Delray Beach's festivals are] crowded, fun and predictable."
"Ethnic groups seem to be separate with their"own"events and
festivals."
"[Village by the sea] means a town with a close-knit community that
has spirit and lots of wonderful cultural offerings."
Coletta & Company
February 2006
"Lots of people come out for Art and Jazz on the Avenue, but the
problem is there is no art and there is no jazz. It's more a place to
have drinks and socialize."
"For the most part [Del ray Beach's festivals] are mediocre, but this
year's Delray Affair had some better quality art. Minority
participation is almost non-existent."
"[Delray Beach's cultural scene] is not quite in its adolescence, but
maybe early adulthood. There is a pretty good base ofcultural
activities and facilities, but plenty of room to grow and improve."
"I believe Delray is a culturally rich as any place in South Florida-
but that's not saying much. We should set our sights higher and live
it as much as we talk it."
"Del ray seems to have more civic pride than many others, there is an
emphasis on public art that you don't see much, and leader seems to
go out oftheir way to embrace the many cultures of its citizens."
"I don't know of any other place in Florida where you can parkyour
car - or leave it at home - and walk to the beach, to 50 great
restaurants, to galleries, parks, museums, historic districts and
businesses."
"Village by the sea means that Delray Beach is small with big things
happening."
"Special events need to reach out to local artists and there needs to
be more communication."
"Minority groups don't feel like they get the attention ofso-called
white events and activities such as Old School Square."
"There's a double standard for groups. Accountability standards are
allowed to slide for some groups with political clout, particularly
those in minority neighborhoods. There is a real need for
benchmarking."
"The city is sending a bad message by letting the Photographic
Centre, Women in the Arts and now the Fashion Museum leave
Delray. We shouldn't letthis happen without a fight,but nobody lifts
a finger to keep them here, and we lose part of our assets."
Coletta & Company
February 2006
"We need to bring a conference to Delray that showcases our city as
a cultural tourism center. We need to market Delrayfor its culture
and for its accessibility to the attractions in the region."
"Del ray is walkable and charming, and we need to amplify those
qualities,and not let development cover them up. There's already an
erosion of black neighborhoods because of development and it
needs to stop."
"Young professionals like me would rather live in Delray Beach than
Boca orWest Palm. Delray is rea!."
"Del ray Beach is a series of little miracles that keep happening to
help it along. They always materialize."
"When you experience something yourself. it becomes real to you."
"The development of Delray Beach makes it more important for
local artists to have a voice and come together."
"The business community is very accepting and supporting of us.
The Chamber is 100 percent behind us."
"There needs to be better dialogue and understanding between
African-Americans and other people, and not just whites, but also
Haitians."
"There are some city-sponsored activities with no white
representation and some with no black representation. This is not
good for Delray Beach."
"The lackof information is a big problem. There is no information
about how decisions are made regarding the funding of various
initiatives. That's a problem."
"People have interests that should transcend race and other
differences. We need to find ways to bring people naturally
together."
"We need a symbolic event that shows that we are making progress
in bringing people together and showing that they care."
"I'm glad they have [festivals], buttoo many of the same vendors -
food,arts, crafts - show up at all ofthem.There needs to be more
variety. The smaller, more ethnic festivals are the best, but they are
not well-attended."
Coletta & Company
February 2006
[ITY DF DElRAY BEA[H
DELRAY BEACH
.......
All-America City
, , III!
1993
2001
TO:
FROM:
100 N W 151 AVENUE
DELRAY BEACH. FLORIDA 33444
MEMORANDUM
David Harden
City Manager
Joe Weldon
Director of Parks and Recreation
SUBJECT: Temple Sinai
DATE:
Please
special
March 7, 2006
schedule
workshop
a review of the
meeting scheduled
site plan for Temple
for March 16, 2006.
Jo
Di Parks and Recreation
cc: Richard Hasko, Director of Environmental Services
Carolanne Kucmerowski, Agenda Coordinator
Ref:dhtmpsinai
@ Printed on Recycler! Paper
THE EFFORT ALWAYS MATTERS
Sinai
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for
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PROJECT NAME: Delray Beach Temple Park Site OPINION OF PROBABLE COST
DA PROJECT NO.: DA05002
DATE: March 16, 2006
PROJECT PHASE: 60% CD's
--- Item I Ouantity I Unit I
I. Lake Bank Re-Gradin~ 4300 cubic vards $5.00 $21,500.00
2. Parallel Parking Soaces 4 each $850.00 $3,400.00 includes construction of olanters
3. Dewatering I lumo sum $20,000.00 $20,000.00
4~ 2.7 AC $3,000.00 $8'100.0~
II 1. Fence Removal & Stora~e I~ $3.00 $5,100.00
~ 2. Clearing & Grubbing
1. Live Oak 26 each $300.00 $7,800.00 100 gallon
2. Lhrustrum 11 each $350.00 $3,850.00 30 pallon
3. Royal Poinciana I each $350.00 $350.00
3. Sabel Palm 3 each $154.00 $462.00
4. Royal Palm 4 each $1,000.00 $4,000.00
5. Babv Sun Rose 317 each $3.50 $1,109.50 4'00t
6. Canna Lillies 931 each $5.00 $4,655.00 3 ""lion
7. Lousiana Iris 402 each $2.50 $1,005.00 I gallon
8. Waterlily 960 each $1.00 $960.00 bare root
9. Cocoolum 180 each $10.00 $1,800.00 3 gallon
10. Fakahatchee Grass 295 each $4.00 $1,180.00 3 ""lion
11. Cattails 800 each $4.00 $3,200.00 bare root
12. Cinnamon Ferns 1741 each $7.50 $13,057.50 I gallon
13. Sod 43214 sauare feet $0.35 $15,124.90 solid sod
14. Slash Pine 39 each $150.00 $5,850.00 30 gallon
15. Bald Cvoress 35 each $240.00 $8,400.00 30 ""lion
16. Mulch 66 cubic vard $55.00 $3,630.00
17. Pine Straw Mulch 2 cubic ard $35.00 $70.00 4" thick
1. Pavilion I each $23,997.00 $23,997.00
2. Concrete Sidewalk 6095 sauare feet $4.00 $24,380.00 includes oath north of olayfield
. 3. Drinking Fountains I each $3,500.00 $3.500.00
4. Bike Racks 8 each $129.00 $1,032.00
5. Benches 4 each $720.00 $2,880.00 6' Assembled bv Manufacturer
6. Trash Receotacles 4 each $1,000.00 $4,000.00 32 ~aL asembled by Manufacturer
7. Picnic Tables 2 each $1,000.00 $2,000.00 6' Assembled by Manufacturer
8. ADA Picnic Table 2 each $1,000.00 $2,000.00
9. Park Sign I lumo sum $6,000.00 $6,000.00
10. Construction Sign I each $500.00 $500.00
12. Tot Lot Playground I each $24,000.00 $24,000.00
13. Beach Pebbles - for bank of DOnd 588 sauare feet $2.50 $1,470.00 3" deeD
14. Pavers 1405 sauare feet $7.00 $9,835.00
15. Tot Lot Safety Surface 142 cubic vard $25.00 $3,550.00 SorFall engineered wood chips
16. Bench Pad (Concrete) 240 sauare feet $5.50 $1,320.00
17. Trash Receotacles (Concrete) 27 sauare feet $5.50 $148.50
18. Bike Rack (Concrete) 54 sauare feet $5.50 $297.00
19. Decorative Fountain I each $5,000.00 $5'000.0~
I. Irrigation System 63488 sauare feet $0.50 $31,744.00 excludes olavfield area north
2. Water TaD I each $2,000.00 $2.000.00 II
;?'....' <"':::':':':'::::::".'.:: :': .......'..0
Subtotal $287.497.40
Bondo and Inourance: Mobilization: Permittin": Gen. Condo (8%.1 $22,999.79
Mainlenance of Traffic 11,5%) 84.312.46
Contingency (100;'.) $28,749.74
Total $343,559.39
)un.t AIsocaites, Inc. has DO oontrolover tbe COS1 ofJabor, materials, or equipment. tbeCoolIadoI's method ofdeterminiogprices or comperitive bidding ormarll.et conditions. Therefore, our opinions
probable CODstruction costs provided for bere:in are made on the basis of expcrieoce and JqlfeSCDt our bes1 judgment as Landscape Ardlitects I"amiliarwitlt the coostructioa indllStly. The fll1ll cannot and does not guaIlllltoe thaI
::roposals, bids or tbeWllwlI'..1ioo cost WiIlDQt vary Iiom our opinioos ofprobabk costs. IftbeOwner wishes greater assurances as to the construction cost, we recommend tbeemploymeo.tofan independent cost estimator.
1 of 1
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Date: March 2, 2006
AGENDA ITEM NUMBER~S4~
AGENDA REQUEST
Request to be placed on:
_Consent Agenda _Regular Agenda ~ Workshop Agenda _Special Agenda
When: March 16, 2006
Description of Agenda Item (who, what, where, how much): Request City
Commission review of the site plan for Temple Sinai.
Department Head
Signature:
LJ J2SlJ
City Attorney R v ewlReconunendation (if applicable): .
Budget Director Review (required on all items involving expenditure of funds):
Funding Available: Yes I No Initials:
Account Number
Description
Account Balance:
Funding Alternatives:
(if applicable)
City Manager Review:
Approved for Agenda~ No Initials: ~ 3/9/ ~
Hold Until:
Agenda Coordinator Review:
Received: