06-13-06 Agenda Spec/WS
CITY COMMISSION
CITY OF DELRAY BEACH, FLORIDA
SPECIAL/WORKSHOP - TUESDAY, JUNE 13, 2006
6:00 P.M. FIRST FLOOR CONFERENCE ROOM
DELRA Y BEACH
~
g-AnBIcaClty
, ~ II J!
1993
2001
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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. BENEFIT CALCULATIONS BY PLAN ADMINISTRATOR/CERTIFICATION
PAY /POLICE/FIRE PENSION BOARD: Consider taking legal action regarding the
Police/Fire Pension Board's change in benefit calculations to include certification pay.
WORKSHOP AGENDA
1. Joint Meeting with the Housing Authority
2. Joint Meeting with the Old School Square Board
3. FAD Campus Development Presentation - Shelley Binegar, Asst. Director, Inter College Athletics
4. Treasure Coast Regional Planning Council Presentation
5. Drug Task Force Update
6. Discussion of Communications and Marketing Strategy
7. 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.
Df{
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[ITY DF DELRAY BEA[H
CITY ATTORNEY'S OFFICE
:'00 NW 1st AVENUE' DELR/\Y BEACH. FLORIDA 33444
ILLLPHONE :"(, !/2~.1-7()l)0' FACS1\:IILE: 561/278-4755
DELRAY BEACH
Writer's Direct Line: 561/243-7091
ldtIII
All-America City
, III I! DATE:
1993 TO:
MEMORANDUM
June 7, 2006
City Commission
2001
FROM: Susan A. Ruby, City Attorney
SUBJECT: Benefit Calculations By Plan Administrator - Certification Pay-
Police/Fire Pension Board
The Plan Administrator, Scott Baur has asked for certain information in order to
calculate benefits which include certification pay. The City has asserted that
certification pay is not to be included in pension earnings. In that regard, Jim Linn
sent a letter to the Pension Board indicating the City's position.
The City did not receive a letter in response from the Pension Board. Jim Linn
contacted Pension Board Attorney Steve Cypen who intimated that the Board has
a different interpretation and that no response was to be forthcoming. If the City
objects to the inclusion of certification pay, it is anticipated that only litigation will
deter the pension board at this point. Enclosed please find correspondence on the
subject.
By copy of this memorandum to David Harden, City Manager, our office is
requesting that this item be placed on the June 13, 2006 City Commission agenda.
~.
Attachments
cc: David Harden, City Manager
Carolanne Kucmerowski, Executive Assistant/Agenda Coordinator
.s f>. 1..
LEWIS, loNGMAN &WALKER, P.A
ATTORNEYS AT LAW
" ELPING SHAPE
FLORIDA'S FUTURE@
REPLY To: TALLAHASSEE
www.lIw-law.com
MEMORANDUM
TO:
Susan A. Ruby, City Attorney
City of Del ray Beach
FROM:
Jim Linn
DATE:
June 1,2006
RE:
Police / Fire Pension Plan - Unauthorized Change in Pension Benefit Calculations
The City recently became aware that the Board of Trustees of the City's Police and Firefighters
Retirement System has directed a change in pension benefit calculations for more than 100
retired members. The pension board has directed its administrator, J. Scott Baur of the Pension
Resource Center, to include certain types of compensation in the earnings of the retired members
that was not included in their pensionable earnings at the time they retired. This change will
result in a recalculation of the pension benefits and contributions ofthe retired members, to as far
back as December 1, 1993.
Pension plan actuary Steve Palmquist has estimated that the change in calculation of pension
benefits will increase the accrued liabilities of the retirement fund by $573,000, and will increase
the cost of the plan by $37,000 per year, for 30 years.
At your direction, I wrote a letter to the pension board chairman, attorney and administrator on
April 27, 2006, concerning the board's action. A copy of the letter is attached. The letter points
out that the City did not approve this change, and the Board of Trustees does not have legal
authority to unilaterally implement a change in benefits of this nature. Sections 175.071(5) and
185.06(4), Florida Statutes expressly state:
The sole and exclusive administration of, and the responsibility for proper
operation of the ... pension trust fund ... are vested in the board of trustees;
however, nothing herein shall empower a board of trustees to amend the
provisions of a retirement plan without the approval of the municipality. . .
Changing the way pension benefits have been calculated for many years, resulting in $573,000 in
additional liabilities to the pension fund, goes far beyond "administration" or construing the
Bradenton
100] 3rd Avenue West
Suite 670
Bradenton, FL 34205
(941) 708-4040
Fax: (94] ) 708-4024
Jacksonville
9428 Baymeadows Road
Suite 625
Jacksonville, FL 32256
(904) 737-2020
Fax: (904) 737-3221
Tallahassee
Post Office Box 10788 (32302)
] 25 South Gadsden Street, Suite 300
Tallahassee, FL 3230]
(850) 222-5702
Fax: (850) 224-9242
West Palm Beach
1700 Palm Beach Lakes Blvd.
Suite 1000
West Palm Beach, FL 3340]
(561) 640-0820
Fax: (561) 640-8202
June 1,2006
Page 2
provisions of the plan. The pension board's action effectively amends the benefit provisions of
the plan - something the board is not empowered to do.
The letter also states that the cost of implementing the change in benefit calculations would have
to come from additional premium tax revenues in accordance with sections 175.351 and 185.35,
Florida Statutes. However, the 1993 Agreement between the City, the Board of Trustees and the
police and firefighter unions requires that all premium tax revenues in excess of the 1993 amount
be used to provide the annual benefit enhancement for retirees. The additional premium tax
revenues should continue be used for the annual benefit enhancement as provided in the 1993
Agreement, which benefits all retirees, and not for a change in the way benefits are calculated for
only some of the retired members.
Finally, the letter questioned the pension board's authority to impose additional contributions on
retired members, including members who may not receive any increase in their pension benefits
as a result of the change, and asked that the board identify its legal authority to impose additional
contributions on members who have already retired.
To date, no response to my April 27 letter has been received. Moreover, the pension board has
directed its administrator to obtain all necessary payroll information from the City to recalculate
the benefits of retired members based on the inclusion of additional compensation in the
members' pensionable earnings.
In view of the fact that the pension board has not responded to my letter, and has requested
payroll information from the City that is needed to recalculate benefits, it appears that the board
is moving ahead with the recalculation. The only viable remedy available to the City to block
the board's action is through legal action; specifically, an action for declaratory and injunctive
relief. Such an action would be brought in circuit court. The City would ask the court to declare
the board's action to be beyond its legal authority, and seek an injunction to stop the board from
recalculating the retiree benefits. The pension board would likely argue that it is merely
interpreting the terms of the pension plan, which it is expressly empowered to do. However, in
view of the $573,000 cost of the board's action, and the fact that the board's interpretation was
considered and rejected by the City Commission many years ago, the City appears to have a
stronger position on the merits.
I would be pleased to provide additional information or answer any questions you may have
concerning this matter.
JWL/es
April 17, 2006
Bill Adams, Chairman
City of Delray Beach Police and Firefighters Retirement System
Stephen H. Cypen, Esq.
Cypen & Cypen
825 Arthur Godfrey Road
Miami Beach, Florida 33140
J. Scott Baur, Administrator
Pension Resource Center
4360 Northlake Blvd., Suite 206
Palm Beach Gardens, Florida 33410
Re: City of Delray Beach Police and Firefighters Retirement System -
Unauthorized Change in Pension Benefits
Gentlemen:
This firm represents the City of Delray Beach in pension-related matters.
The City recently learned that the Board of Trustees of the City's Police and
Firefighters Retirement System has directed a change in pension benefit
calculations for more than 100 retired members. It is our understanding that this
change will include certain types of compensation in the earnings of the retired
members that was not included in their earnings at the time they retired. This
change will result in a recalculation of the pension benefits and contributions of
the retired members, to as far back as December 1, 1993. Plan actuary Steve
Palmquist has estimated that this change will increase the accrued liabilities of
the retirement fund by $573,000, and will increase required contributions by
$37,000 per year - presumably to be paid by the City.
The City did not approve this change, and the Board of Trustees does not have
legal authority to unilaterally implement a change in benefits of this nature.
Sections 175.071 (5) and 185.06(4), Florida Statutes expressly state:
The sole and exclusive administration of, and the responsibility for
proper operation of the ... pension trust fund ... are vested in the
board of trustees; however, nothing herein shall empower a board
of trustees to amend the provisions of a retirement plan without the
approval of the municipality. . .
Changing the way pension benefits have been calculated for many years,
resulting in $573,000 in additional liabilities to the pension fund, goes far beyond
"administration" or construing the provisions of the plan. The Board's action
effectively amends the benefit provisions of the plan - something the Board is not
empowered to do.
Moreover, the Florida Supreme Court has held that changes in public employee
retirement benefits and contributions are mandatory subjects of collective
bargaining negotiations. City of Tallahassee v. Public Emplovees Relations
Commission, 410 So.2d 487 (Fla. 1981). Changing the definition of earnings to
include compensation that was not previously included for pension purposes, and
changing the way that pension benefits have been calculated for many years to
provide greater benefits for retirees, constitutes a change in benefits that can be
accomplished only through the collective bargaining process. The City and the
unions that represent City police officers and firefighters have not agreed to this
change. The Board of Trustees cannot lawfully implement such a unilateral
change in pension benefits.
If it is the Board's position that the inclusion of additional compensation in the
pensionable earnings of retired members is required by Chapters 175 and 185,
Florida Statutes - a position the City would dispute - then the cost of
implementing this benefit would have to come from additional premium tax
revenues in accordance with sections 175.351 and 185.35. However, the 1993
Agreement between the City, the Board of Trustees and the police and firefighter
unions requires that all premium tax revenues in excess of the 1993 amount be
used to provide the annual benefit enhancement for retirees. The City believes
that the additional premium tax revenues should continue be used for the annual
benefit enhancement as provided in the 1993 Agreement, which benefits all
retirees, and not for a change in the way benefits are calculated for only some of
the retired members.
The City also questions the Board's authority to impose additional contributions
on retired members, including members who may not receive any increase in
their pension benefits as a result of the change. The City specifically requests
that the Board identify its legal authority to impose additional contributions on
members who have already retired.
Based on the foregoing, and until the questions about the Board's legal authority
to implement this change in benefits are resolved, the City will not provide the
extensive payroll data that Mr. Bauer has requested. The Board is hereby
notified that the City considers any attempt by the Board to implement a change
in pension benefits or recalculate the pension benefits of retirees to be beyond
the Board's legal authority. The City will take all appropriate and necessary
action to enforce and protect its rights and the interests of City taxpayers.
Sincerely,
James W. Linn
C1<
~
Mernorandtun
To: David Harden, City Manager
cc: DBHA Board of Commissioners
From: Dorothy Ellington, Executive Director
Date: 6/8/2006
Re: June 13, 2006 Meeting With City Commission
PURPOSE OF MEETING
The Board of Commissioners of the Delray Beach Housing Authority requested this meeting with the
City Commission so as to honor the commitment to keep you informed of redevelopment activities
underway relating to Carver Estates. The following is a status report on these activities.
RELOCATION - As you are aware, all of the families have been placed in permanent housing.
DEMOLITION - Weare waiting for approval of a Disaster Capital Fund application which we
hoped would have been approved by this time. The demolition was to be funded by this grant.
DEVELOPER NEGOTIATIONS - The Board appointed a committee comprised of Board member
Dawn Guzzetta, the Executive Director and Knox LaSister of Smart, Inc. to negotiate a contract with
Auburn Development. The deal once negotiated will detail ownership, fee distribution, project
management and other considerations for four project components: 1. Rental Units, 2. Owner-
occupied units, 3. Retail, and 4. Supportive Services. Additionally, as part of the negotiated contract,
we will agree on the number of units to be built, the mixture of rental vs. owner-occupied and the
number of affordable vs. market rate units.
HOPE VI GRANT APPLICATION - We are in the middle of preparing an application to HOD for
$20 million to be used to enhance our redevelopment efforts. Details of this effort will be discussed
at the meeting. Enclosed for your information are copies of our latest newsletter which gives an
overview of the redevelopment plans.
ADMINISTRATIVE OFFICE SPACE - The Authority has entered into a 30 month lease with the
owners of Lake Ida Plaza in order to relocate the administrative offices until permanent more suitable
space may be secured in the redevelopment area of the City. We will be relocating to the new space
upon completion of office build-out, hopefully by August 1,2006.
\N6~
THE REVITALIZATION OF CARVER ESTATES
HOPE VI REVR'ALlZAnON PlAN DISCUSSION
APRIWUL Y2006
CONCEPT PLAN FOR CARVER ESTATES
.mart
Throughout the last
decade of planning
efforts in the City of
Delray Beach, a vision has
been crystallized for the
greater Delray Beach com-
munity that recognizes
charm, vibrancy, quality, and
diversity in the context of
safe neighborhoods of afford-
able homes that encourage
active lifestyles.
A recurring mantra is that
Delray Beach should be a
leader in providing
"Communities of Quality
Neighborhoods" which in-
clude well maintained, livable
homes; well maintained infra-
structure; diverse neighbor-
hoods; people feeling safe and
secure in their homes and
neighborhoods; and citizens
having an ability to influence
the future of their neighbor-
hood; with leadership based
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STAHDARD"IOWNt-lOMES .11 OU
"OU) TOWNHOMES lU DO
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PA...lICJSG IlFQUUU!U
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-...n SPACES
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REDHYBLOPMBNTOF CARVER ESTATES
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SITE PLAN
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on shared responsibility (and
shared solutions) as the core
context for the interactions
between residents.
One of the challenges for
the Delray Beach Housing
Authority is to create a rede-
velopment plan for Carver
Estates that is consistent with
and compliments the Land
Use planning of the City as a
whole. Another challenge is
to formulate a redevelop-
ment plan that recognizes and
accommodates the afforda-
bility needs of the public
housing eligible individuals
and families that reside in
Delray Beach.
The Good News is that
those challenges are being
addressed well in the devel-
opment effort for the Carver
site and surrounding
neighborhood. That includes
significant Northwest and
Southwest Delray Beach.
The plan for the Carver Site
is to construct new multifam-
ily rental units and town-
houses for sale and lease
purchase. Housing designs
will further complement the
anticipated future develop-
ment of properties nearby.
The vision for Carver is to
provide a safe neighborhood
of affordable homes that
encourages active lifestyles;
complementing land uses
adjacent to the site. A mix-
ture of single family and mul-
tifamily structures co-existing
without being strongly segre-
gated . from each other will
also offer generous, public
spaces, and mixed use areas.
Utilizing housing product
types that have done well in
the Delray Beach market, the
site will be redeveloped to
better address the surround-
~~
ing built elements, such as,
Auburn Trace to the north,
the Cemetery to the east and
the single family residences to
the south of the site. The
strength of the local market
also allows for a balanced
unit mix and mixing of hous-
ing types. The mix of housing
opportunities relates to style
variety as well as variety in
the mix of rental, leasel
purchase, and homeowner-
ship units. Homeownership
can be accomplished using a
mix of fee simple, condomin-
ium, and cooperative owner-
ship vehicles.
The current proposed site
plan for Carver Estates is
based on a density of 18.S to
24 units per acre. It corre-
sponds to the demand indi-
cated from the DBHA's wait-
ing lists.
THEREvttALIZATION OF CARVER ESTATES
PAGE 2
Carver Estates Revitalization
Project Factsheet
The Delray Beach Housing Authority
(The "Authority") has embarked on an
ambitious project to revitalize the Carver
Estates community by redeveloping the
200-unit low-rent Public Housing project
located at 770 SW I 2th Terrace. The
project site, located in the City of Delray
Beach Community Redevelopment
Agency (CRA) Southwest Area Plan.
consists of 18 acres and will involve
demolition of the 16 existing buildings.
The Authority, consistent with its re-
sponsibility to provide safe. sanitary and
decent housing for low and moderate
income families and individuals residing in
Delray Beach, has developed redevelop-
ment feasibility studies and conceptual
plans for the site and adjacent community
that will transform it into a safe neighbor-
hood of approximately 500 mixed in-
come, workforce, and affordable homes
that
. Encourage inter-generational, active
lifestyles, and provides a complimen-
tary mixture of single-family, Town-
homes and multifamily residential units
that are for sale and for rent; and
. Provides a sustainable composition of
residential. public space, neighborhood
serving retail and commercial opportu-
nities, along with parking and green
space that interfaces with and contrib-
utes to the immediate surrounding
communities.
To date, the Authority has engaged on-
going community support and involve-
ment for the project, relocated the 600
residents of Carver Estates. received
approval from HUD to demolish the
unsafe buildings. and selected an experi-
enced development team to rebuild the
new community. In anticipation of demo-
lition later this year. the Authority is now
packaging the layers of financial resources
2 MILE RADIUS - DELRA Y Focus AREA
to effect the physical development work
and pursuing the necessary funding to
carry out the community and supportive
service activities required in order to
ensure successful transformation of the
lives of the Carver Estates residents and
the sustainability of the revitalized com-
munity.
In order to help assure maximum
assistance for residents of the Carver
Estates project, the Authority is applying
for a $20 million HOPE VI Revitalization
Grant from HUD. If the Authority is
successful in winning one of the four such
grants to be awarded by HUD this year,
the funds will facilitate the opportunity
for homeownership in the newly con-
structed housing for families who have
indicated they want to return.
As well, the Authority is now aggres-
sively seeking to partner with local ser-
vice providers to promote upward mobil-
ity, self-sufficiency, and improved quality
of life for relocated residents of the
Carver Estates project. The goal is to
achieve quantifiable results in improving
the lives of all residents.(including adults,
seniors, youth, and children) by providing
services and activities that will increase
educational attainment and employability;
develop parenting, consumer and financial
skills. develop and support strong. stable
and healthy families, support business
development. and prepare for homeown-
ership and the corresponding financial
and maintenance responsibilities.
For more information please call
Bernice Butler at 305.576.2261.
PAGE 3
APRIL-JULY 2006
llOPE Vl~t&
~
C~~Fact!/orCtU1/er E~
Demolition of the existing
buildings at Carver Estates is a
certainty. The anticipated
demolition date of Carver is
September 15, 2006. What is
left is a picture of which the
next generation of housing will
be painted. The composition
of that housing will be consis-
tent with good design princi-
ples.
The doctrines of Traditional
Neighborhood Design; New
Urbanism, Universal Design
and Visibility have been
adopted in public housing re-
vitalization efforts across the
country. Each of these design
principles add to the construc-
tion cost of the new housing
but also add residual value
and sustainability.
Applying these design
principles to the Carver
Estates site reveals oppor-
tunities to blend new hous-
ing with old; to create an
attractive and vibrant new
neighborhood; to provide
residents with retail and
community services; to
provide secure and attrac-
tive places for people to
interact; to create focal
points that create connec-
tions; and to generally pro-
vide a diverse environ-
ment.
In this context, some of
the proposed design op-
tions were in response to
the location of single family
homes
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Resident/Community
Meeting # 4: June 17,
2006 (Tentative)
to the south; the Auburn
Trace multifamily units to the
north; the cemetery to the
east, and industrial commer- ·
cial structures to the west of
the site.
Hope VI Application
Submission Deadline:
July 10,2006
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Palm Beach County Occupational Income Charts
Mean Annual Salary for Select Standard
Occupational Category (SOC) Groups in
Palm Beach County Revised 3/17/2006
(area median income adjusted to reflect household size of 1 )
Source: Bureau of Labor Statistics May 2004 Metropolitan
Area Occupational Employment and Wage Estimates
$100,00.00
$90,000.00
$80,000.00
$70,000.00
- $64,400 -
- 100"'{' AMI
for family of 4
$60,000.00
$50,000.00
$40,000.00
$30,000.00
$20,000.00
50% AMI
for family of 1
$10,000.00
$0.00
5200,00.00
5150,00.00
5100,00.00
it
590,000.00
$60,000.00
570,000.00
$60,000.00
$50,000.00
$40,000.00
530,000.00
520,000.00
510,000.00
SO.OO
it
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- 80% AMI
tot fami1y of ,
- 5O""AMI
forfam;lyol f
- 30% AMI
for family of 1
1. Food Preparation and Serving Related Occupations
2. Farming, fishing. and forestry occupations
3. Building and grounds cleaning and maintenance
occupations
4_ Personal care and service occupations
5. Transportation and material moving occupations
6. Healthcare support occupations
7. Production occupations
6. Office and administrative support occupations
9. Construction and extraction occupations
10. Protective service occupations
11. Installation. maintenance, and repair occupations
12. Community and social services occupattons
13. Sales and related occupations
14. Arts, design. entertainment, sports, and media
occupations
15. Education, Trajning. and library Occupations
16_ life, physical, and social science occupations
17 _ Architecture and engineering occupations
18_ Hearthcare practitioners and technical occupations
19. Business and financial operations occupations
20. Computer and mathematical occupations
21. Management Occupations
22. Legal Occupations
n&rt:;,=.~m
Mean Annual Salary for Select Standard
Occupational Category (SOC) Occupations
in Palm Beach County ROYised 311712006
(ase median inoome IIdju!ied to reflect hau$ehokI size of 1)
Source; Eknsu d Labor Slltistica May 2004 Metropolitan
_"""'-_-WageEoi.......
t. WlMrsMdWllineses-
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3.~
4. JanIart.-c( dNners:
5.c.stMrs.
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14. Taxi dI'Mt& and d\auIIIecn
17.TelllIq;
11. COOb.. ~
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2O.FMderit&
21. TourguidilsMd escorts
22. Recepticri5ts and information clerks
23. Re&lIiI sa/espenons
24.~~
25. Bakers
26.Ttansporbltion~ef$
27.8ilartdllOl:OUfrtcotlectDn;
28. ElKilic:.aland eIedroljc equipment UMI11bIeR
211. Excavating ancI ~rnac:hineoperators
30. UecicaIanddinicallabataaoryled'lnK;;i.ans
31.~,~_andaudm1gderics
32. Aulomotive body and ,etaled repaireB
33. CompuIItr-eonlroledmat:hinetool operalor5
3.II.CornpAef..atm,anclofJice~~
35. Stb51ano8 8buse and beha'/ior-.I disorder coon-
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36.Carpeoters
37. PIumber5. pipefitters. ancI $teamfrtlers
33, Denbll assistants
39. CMf5 and head cooks
4O.hIbnative ..moe~...ftlIlICtIaAic>>
41.,PtobdQnGfficersillldcorredianrllspecilAstr.
42.~
43,',S.acurIy'Wldfire-,aSann'sysfiIm5.lns1a1ers
44. Travel agencs
4S.P_saIesperiOns
46.Leglllseaetaries
47. Medic.aI.xI pU:lIichedh SDCIlIl warbr5
48. LegiIWciB
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ers. ~equipmert
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51.A8Ptt11cT~AldtgNa
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53. Polo. a'ld ....... pIIltaf oI\c;en;
54. Detectives ncrimiMI irNestigatot$
56.R~~
56. DenI:8I h)9IriIts
57. ~ "",,",end pt:Md..-.rvnse15
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81.Mechanic.afengineers
62.Electric:alengineers.
63,Salesrepresenlatiwes
64.COmpt.Itl!lrandinform.ationscientisls
~. Ai'ctIMet5. e1Wept landscape and"""
66. Commercialp8ols
67.0pt0metri.1$
68. General ard operations managers
69. Financial manager-s
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City of Delray Beach
Memo
From:
City Commission
City Manager P1
To:
cc:
Date:
June 9. 2006
Joint Meeting with Old School Square Board
Re:
The purpose of this joint meeting is to discuss the components to be included in the park
being planned for the area east of Old School Square. The Old School Square Board
requested an opportunity to discuss this with the Commission before our consultant starts
their work to develop a conceptual plan for the parks elements.
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MEMORANDUM
TO: David T. Harden, City Manager
FROM: Douglas E. Smith, Assistant City Manager
DATE: June 9, 2006
SUBJECT: CITY COMMISSION WORKSHOP MEETING - June 13. 2006
Communications and Marketing Strategy
Staff has prepared a Communications and Marketing Strategy document as a follow up to
the Commission's goal setting process. The document is attached for review and
discussion by the City Commission. The strategy outlines programs that are currently in
place as well as ideas for new programs.
Jane Converse of Converse Marketing was recommended to us by Lyle Summek. Staff
has obtained a proposal from Converse Marking for assistance in further developing the
strategy. The Converse proposal is attached for consideration by the City Commission.
Their proposal includes both a telephone survey and an extensive charrette process as part
of the plan development. If the Commission desires to utilize the consulting services, they
may wish to consider alternatives such as a telephone survey with a more limited charrette
process or an extensive charrette process without the telephone survey.
If! can provide any additional information, please let me know.
c: Ivan Ladizinsky
\N5,19
CITY OF DELRA Y BEACH
COMPREHENSIVE COMMUNICATIONS
AND MARKETING STRATEGY
JUNE 2006
Prepared by Ivan Ladizinsky
Public Information Officer
CITY OF DELRAY BEACH COMPREHENSIVE COMMUNICATION AND
MARKETING STRATEGY
PREFACE
The position of Public Information Officer did not exist in the City of Delray Beach until
January of 2003. In the past three years, it's become evident that the reporting of City
affairs cannot depend on standard, commercial media to represent the City's efforts on
behalf of our residents with accuracy and equity. The City must seek alternative means
to reach and communicate with our residents about the decisions, activities and projects
in which City Hall and its various departments are engaged.
The public at large, in significant degree, reacts to messages from the commercial media
emotionally, That is the primal mantra of all advertising. First impressions are lasting
impressions. The City of Delray Beach is dedicated to serve the residents of this
municipality with sincerity, honesty and reliability. That's the impression the City would
like to convey to our constituents. Our published promises speak of top quality services,
diversified economies, quality neighborhoods, community unity; all laudable objectives,
In Delray Beach, the City Commission and City management have proved their
determination to attain those goals for more than 15 years,
During the City Commission's Goal Setting forum in April, 2006, Communications and
Marketing was discussed as one of the principal priorities to receive immediate
consideration. The Commission's desired goals are:
· Improve citizen understanding of City government and its vision for the
community.
· Increase personal contact between City department heads and staff and our
residents,
· Develop a viable marketing plan for reaching our community with the most
accurate and complete information.
· Encourage citizen involvement in City government, programs and activities,
· Mobilize understanding and support from un-reached residents.
· Develop future leadership
It is with these thoughts in mind that a comprehensive communications and marketing
strategy was requested; a framework to exert greater control of our message and to
express our intentions to a public otherwise bombarded by conflicting data.
The image of City Hall must reflect the pursuit of excellence that is embodied in our
S.P.I.R.I.T. employee campaign and in the City's stated goals for our community must
permeate everything we do.
Some of the ideas advanced by the Commission were:
. Take advantage of the wisdom of our former leaders and colleagues and
engage them in the discussion of important issues.
. Review our Annual Town Hall Meeting approach and consider going out into
the community rather than asking the community to come to us and develop
multiple presentations to smaller groups.
1
. Customer service is key and we should note the long held axiom that the
manner in which we treat our employees is how our employees will treat our
customers. Response to incoming inquiries should be immediate and courteous
and followed up if necessary,
. Visitors to our web-site should get a striking impression of the home page
that will speak to the City's beauty, vibrancy, diversity and style as opposed to a
busy array of text. The IT Division is now engaged in that undertaking.
. Our very competent Department heads and staff people are under utilized
and when the public, such as our Resident Academy, is exposed to our people,
the impressions are ecstatic. The recently formed Speakers Bureau will go a long
way in accomplishing that end,
This comprehensive strategy provides for various means to get close and stay close to
our residents; the people of Delray Beach.
COMMUNICATIONS
PUBLIC INFORMATION OFFICER RESPONSIBILITIES
The City of Delray Beach Public Information Office is charged with the
responsibility of informing, educating and enlightening the municipality's
residents and public at large about the decisions and activities of their City
government that may impact their daily lives.
This is both an internal and external process. Internally, the Public Information
Officer researches and gathers information from all departments and divisions of
the City.
The internal contact is achieved by frequent staff meetings with the City
Manager, direct contacts with department heads and staff, bi-monthly City
Commission meetings, workshops and Advisory Board meetings, many of which
are attended by the PIO.
External contacts employed in distributing information include:
· Commercial Media: Print, Radio, Television, Magazines
· Non-Profit Media: Community Cable TV, Public Radio & TV
· Homeowner and Condo Associations
· Churches
· The Greater Delray Beach Chamber of Commerce
· Civic Organizations
2
Two other important instruments in disseminating information to the general
public are the City's web-site: MyDelrayBeach.com and our News For
Neighborhoods monthly newsletter distributed via utility bill mailings,
The Public Information Office is the central office assigned to coordinate the
Comprehensive Communications and Marketing Strategy and motivate all
departments and employees to become involved in the implementation of this
strategy.
IMPROVING INTERNAL COMMUNCA TIONS
Raisina City Departments & Staff Awareness of Information Routes
City staff may not be privy to all the channels of communication that we can
exercise on their behalf to inform residents of specific projects being performed
by their departments. These include:
· Media releases and e-mail notices to media editors/reporters.
· News For Neighborhoods monthly mailings plus notices on the
utility bills.
· City web-site items and notices.
· The City's Community Television programming in association with
Boca Raton Educational Television on Adelphia Channel 98.
· The new Emergency Radio Advisory Station (installation and
frequency designation to be fixed in July, 2006) that carries City
information 24/7.
· Printing of pamphlets for distribution on matters of importance to
the public: English, Spanish and Creole.
Gettina the Word Out to Internal City Departments and Staff
1. As do our subscribers, City department heads will receive a summary of all
media releases and general publications transmitted via e-mail to scan and
review what's gone out and possibly what we've missed.
2. Work more closely with the executive assistant and Board Liaison to
incorporate the efforts of our Advisory Boards as a regular part of our
coverage of City activities and projects.
3. With the advent of a regular monthly reporting regime from all departments
regarding their activities and accomplishments the PIO will receive copies of
those reports to assess which of those activities and/or accomplishments
should be published for the resident's benefit.
3
4. Request monthly input from organizations and agencies outside of City Hall
that may affect projects in progress or upcoming events, such as:
o EPOCH & S.D. Spady Museum
o Old School Square and Cornell Museum
o Delray Beach Stadium & Tennis Center
o Delray Beach Golf Club
o Atlantic Community High School, Village Academy, Carver Middle
School, Spady, Pine Grove, Plumosa, Banyan Creek and Orchard
View Elementary Schools
o Sister Cities of Delray Beach
o Greater Delray Beach Chamber of Commerce and the Downtown
Marketing Cooperative
IMPROVING AND EXPANDING EXTERNAL COMMUNICA T/ONS
Media Contacts
Strengthen our relationships with the commercial media outlets, their editors,
news directors and reporters. Nominally, South Florida is a journalist's first time
out and reporter turn-over is rapid in newspapers. Television is a bit more stable.
Most contacts have been via e-mail and phone. With an assistant in the PIO
office this June, the PIO will be able to have more face to face meetings with the
major media in this area. This will be an important element in our keeping the
media honest. .
Electronic Communications
Web-site UpQrade
. MyDelrayBeach.com becomes more vital with each passing year. As
more home PC users adapt to faster bandwidth capacity and the PC
user base multiplies, the City's web-site is our most direct means to
reach a large number of our residents and businesses. Revamping
the look of our home page and reviewing the logic of our many
department sections and interactive services offered is an ongoing
process that the Information Technology Division has already initiated.
We should be able to see the results of this re-design by early 2007.
Electronic Direct E-Mail
· We have already contracted with Visionamics, an e-mail data base
and "broadcasting" company in Boca Raton, to send e-mail messages
to 6,678 permitted e-mail addresses twice within the City limits of
Delray Beach, The first message will prompt receivers to join our free
e-mail subscription service for a wide range of information items
available daily on the web-site including emergency and hurricane
alerts.
4
On-line Survey
· Survey Monkey is another company we are talking to regarding our
ability to conduct local surveys on questions and issues of public
interest. If the Commission and City Manager approve, this
inexpensive capability could begin in the next two months.
Meet "Your Neiahborhood CoP" On-Line
. Another idea being considered by the Police Department is our
suggestion for creating a page that features, "Your Neighborhood
Cop." This would be a section highlighting all of our regular
neighborhood (community) policing personnel, their photos and a brief
biography.
News For Neiahborhoods Monthlv Newsletter
Over 20,000 copies of the City's monthly newsletter, News For Neighborhoods,
accompany our utility bill mailings in four week cycles, As of May 19, 2006, we
began publishing for distribution two weeks ahead of the upcoming month. The
June issue went into the utility bill mailing cycle Friday, May 19th, This is in
consideration of the fact that our utility billing goes out in batches of about 4,300
per week and those at the tail end of any month may find some of the items
published in News For Neighborhoods dated. Getting it out so much earlier allays
80% of that problem. City Commissioners, the Neighborhood Advisory Council,
City departments and divisions are being encouraged to contribute more
frequently.
Delrav Beach Association With B.R.E.T. Community TV Channel 98
Our partnership with BRET (Boca Raton Educational Television) is beginning
to blossom. To date, we have televised four programs (each telecast multiple
times):
. De/ray Beach Annua/ Town Hall Meeting in March.
. Spady's documentary, "African-American Neighborhoods of Old
De/ray. "
. The ON 98 half-hour series with "3 Cities, 3 Mayors, 1/ssue: Growth"
in April and May and "Tearing Down The Wall" through May.
. Coming in June. 'The Parks of De/ray Beach" and in July, "/nside
De/ray's Emergency Operations Center."
We are due to meet with the BRET board of directors to decide how to identify
the Community Television Channel 98 as a regional medium, Opportunities to
connect with the community include:
· Continuous text crawl with local information updated frequently,
· Public service messages for City and non-profit agencies,
5
· Develop a local patronage base to support special programming and
event coverage.
· Live coverage of Old School Square, Crest Theatre, and outdoor
pavilion performances, presentations and festivals,
· Televise programming produced by Atlantic Community High School,
Downtown Marketing Cooperative and any appropriate civic
organization promoting the City's initiatives.
· We've spoken with Jerry Crocilla of the Atlantic Community High
School Eagle Nest Project regarding photographing the daily and
weekly progress of their home building project for a half-hour show this
Fall when the project is completed.
Emeraency Radio Advisory System Covers Delray Beach
The installation of an Emergency Radio Advisory System for local broadcast
on an AM frequency (covering 20 square miles) located at the Main Fire-Rescue
Station Emergency Operations Center, will enhance our ability to communicate
directly with all of Delray Beach. This low-power (10 watts) radio station will
broadcast a pre-recorded half-hour of City information in 3 ten-minute segments:
English, Spanish and Creole. During localized emergencies and/or hurricane
periods, we will broadcast live alerts and information continuously. Installation
begins in June followed by training, Station WQEY255 at frequency AM 1700
should be operational by the end of June.
City of Delray Beach Speakers Bureau
A City Staff Speaker's Bureau has been formally initiated with the mailing of
over 300 letters of invitation and a list of available speakers and suggested topics
to condo and homeowner associations and churches. We have scheduled (as of
May 31st) Lt. Hal Knabb, Susan Ruby, Richard Hasko, Paul Dorling, Lula Butler,
Randal Krejcarek and Ivan Ladizinsky. The assistant to the PIO (June) will begin
the process of follow up calls to accelerate the number of requests to the
Speakers Bureau. The PIO will actively solicit civic groups and associations to
appear as a speaker on behalf of the City,
Print Distribution
Improve our promotion of regular distribution points where fliers, brochures,
pamphlets and information guides are available, We regularly place these
materials in the City Hall Lobby and:
· The Delray Beach Public Library
· Old School Square - Crest Theatre
· Community Center
6
· Veteran's Park
· Pompey Park Community Center
· Delray Beach Chamber of Commerce
· City Information racks at Albertson's and Winn-Dixie markets
· Annual Report mailed to Chamber members and churches
The Delray Beach Annual Report
A 24 page compendium of accomplishments of the preceding year and summary
of current and future projects, In 2006, 6,000 copies were distributed via the
locations listed above and of that number, 1,200 were mailed to members of the
Delray Beach Chamber of Commerce and area churches. For the past two years,
the Annual Report has been eagerly received. In 2007, we will increase the
number to 8,000 copies.
The Annual Report and News For Neighborhoods can also be distributed to local
doctor and dentist offices as another means of placing City information before the
public,
Mayor's Monthly Press Briefina
This would be an invitation to the media to sit down with the Mayor (Commission)
for a briefing on a wide range of issues. The briefing could take place at Old
School Square Library and carried live on Community Television, Channel 98
with the recorded version aired on Delray Beach Emergency 1700 AM Radio.
These briefing segments would be re-played on both Channel 98 and Emergency
1700 AM Radio several times.
Reachina Out Beyond Delray Beach
Other avenues of communication that are being pursued are offering national
publications stories from the Delray Beach experience that may be common to
most other municipalities around the nation.
Example: How the City of Delray Beach approaches race relations and
embraces diversity, We have chronicled the City's efforts in erasing the Swinton
Avenue barrier between races and the progress made in relations,
redevelopment, neighborhood involvement and the move toward community
unity throughout the City, That article is intended for Ebony Magazine which has
expressed interest in such a story.
7
S.P.I.R.I.T. Proaram
Customer Service is a key element of the S.P.I.R.I.T. effort that will impact both
internal and external relations. The effect of personal contact between
employees and the public is a vital means of communicating a positive image of
the City.
Additional Means & Proarams That Extend The City's Messaae
The PIO often organizes and oversees the City's participation in:
Special Events
· Coordinating and monitoring booths/tents located at special events to
distribute information brochures and pamphlets. Organizing volunteers
to attend to these efforts.
Conference & Special Events Advertisina
· Preparing display ads for special event programs and related municipal
organizations and conferences: League of Cities, Innovation Groups,
International Tennis Championships, USTA Championships (Davis and
Fed Cups)
Citizen Involvement Proarams
· Promoting and participating in the City's Resident's Academy, A bi-
annual educational program for residents covering all departments and
operations of the City.
· Circulating information and the progress of the City's Non-Profit
Academy. An annual instructional seminar for non-profits and civic
organizations on "how to" manage their affairs and acquire funding.
Developina Community Rapport With The City of Delray Beach
· Supporting and promoting the Police Departments Citizens' Police
Academy, and Police Volunteers. The Police Volunteers include the
Haitian Roving Patrol and Hispanic Roving Patrol which are volunteer
teams made up of members of their ethnic communities and are
familiar with the cultural aspects in assuring public safety.
· Providing more regular media notices, web-site listings and fliers on
the many fire safety and educational programs conducted by the Fire-
Rescue Department.
Buildina A Leadership Group Of Influential Citizens
· Providing reports to key community leaders.
· Coalescing a City Manager / Department Head Action Plan to motivate
greater involvement in community groups.
8
MARKETING
All the preceding dealt with Communications which is centered in the office of
Public Information. Marketinq the City to residents and other interests is a much
broader and comprehensive task. Every department of the City has its own
responsibilities and approach to those responsibilities. Each Department has its
own constituency and each department represents itself according to that
constituency.
Any organization, private or public, that seeks to make an impression on the
public at large in a persuasive manner, must unify all the elements of its
message under a single, compelling banner.
UNITY of words, symbols and actions is the most powerful means to affect the
attitude and response from the public. Delray Beach has many innate qualities
that could be applied to a unified message, image and identity. The City of
Delray Beach has called upon the residents to participate in a myriad of ways to
preserve those intrinsic characteristics unique to Delray Beach, The City prides
itself on its continuing reaching out to the residents and businesses for greater
involvement on all issues of public concern; be they great or small. That practice
and the resident's enthusiasm for involvement may very well be the unifying
factor.
In order to assure that our path to an effective Marketing campaign, reaching a
larger percentage of the population for the long term is based on successful
precedents, we should engage the services of a consultant with a track record
specifically tuned to our needs and goals.
In that regard, we have contacted Jane Converse of Converse, Inc. in Peoria,
Illinois, at the recommendation of Lyle Sumek who has facilitated our local goals
and strategy sessions over the past three years. Her distinguished record of
award winning marketing efforts covers corporations, companies and
municipalities.
An idea of how brief and all encompassing a unified component, in this case, the
City's motto, can be in reflecting the City's relationship to its residents and
towards visitors and new comers is the following example of a City slogan:
THE CITY OF DELRA Y BEACH
Ifll f(owe-~
9
Some of the many ways this kind of unity could be applied:
. All City stationary, business cards, printed materials to carry the City's
logo/motto in a new, colorful style.
. A "Delray Beach Boutique" located at the visitor's information center on
A1A at Atlantic Avenue. All things Delray Beach; cups, t-shirts, beach
gear, key chains and souvenir items would be popular with both residents
and visitors.
. City employee and worker uniforms would carry the City's motto and
symbols as well as City vehicles.
. Banners and flags used in signifying special events and festivals would be
emblazoned with the Delray Beach motto and logos.
. Counter cards with City information contained in pamphlets or pocket-
sized guides.
. City telephone answering systems would open with a greeting
accompanied by a musical flourish. . ,"This is the City of Delray Beach
and (City motto) . . . please select from the following menu of services and
we'll be happy to help you."
. With the cooperation of the Greater Delray Beach Chamber of Commerce
and the Downtown Marketing Cooperative, develop a new resident
brochure that informs both new and current residents and visitors about
the location of banks, life-guard stations, pharmacies, restaurants, dry
cleaners, medical clinics / hospitals and a municipal directory of City
services. Presently, our utility bill mailings including the News For
Neighborhoods, are the only direct and regular connection made with
customers. Our Utilities Financial Manager can alert us to new water bill
applications. Our Neighborhood Advisory Council can request condo and
homeowner associations to bring new residents to our attention. A
volunteer "welcome to Delray Beach" squad could be formed to deliver
brochures and other items of welcome to new residents.
These are just some ideas that come to mind in applying a unifying theme to
everything that represents the City of Delray Beach.
That theme should be warm, helpful, appealing and true to the qualities that
draw people to Delray Beach.
Should we retain Converse, Inc., or any other consulting firm, we would ask
their assistance in:
. Conduct a surveyor residents to determine the most effective means
of communicating directly to them,
. Preparing a Comprehensive Communications / Marketing Strategy
document incorporating current programs and providing
recommendations for achieving the City Commission's goals.
10
. Redesign and organize the City's web-site in concert with the
Information Technology Division.
. Recommend ways to incorporate the City's message and imagery in all
things official and unofficial under the City's aegis,
. Suggest applications at large public venues, such as the Golf Club and
Stadium & Tennis Center.
. Design signage for events promotion, construction sites, street
directories and kiosks,
. Recommend creative means, drawn from experience, to reach the un-
reached residents with information about their City.
Summary
The job of providing comprehensive and accurate information and promoting the
City's interests never ends, As new opportunities arise, with the coordination and
cooperation of all City Hall departments, we will be able to make the difference
that is sought by the City Commission and affect a better informed Delray Beach,
The Marketing aspect has even greater implications for the image of Delray
Beach. The knowledge that the City Commission and City Management have
such pride and affe~tion for this City and its residents will garner long term
benefits for the future leadership and residents of Delray Beach.
This Comprehensive Communications & Marketing Strategy is our framework for
an ever changing and ongoing plan to improve and expand the internal and
external communications and relationship with our citizens; all of it implemented
in the S.P.I.R.I.T. of the City of Delray Beach,
Respectfully submitted:
IVAN LADIZINSKY
Public Information Officer
11
06,09.06
C./')NVERSE
City of Delray Beach
PROPOSAL TO DEVELOP COMPREHENSIVE COMMUNICATIONS
STRATEGY PLAN AND EFFECTIVE PUBLIC COMMUNICATIONS
c/)
PURPOSE
OBJECTIVES
PROCESS
(f)NVERSE
1125 Main Street
Peoria, IL 61606
309.672.2100
Project Overview
The City of Delray Beach is making headway in terms of the redevelopment of key areas
and the implementation of its urban planning, It is also increasing its service offerings to
the citizens of the area-including improved emergency awareness capabilities. However,
this information may not be reaching critical audiences. An unknown, but significant
percentage of the population of Delray Beach does not seem to be receiving or responding
to important communications from the city.
1, Audit the City's current communications efforts to determine which elements/efforts
are effective and which are not.
2. Learn which of the City's audiences are not being reached and why-and also
determine a more effective means of reaching these audiences,
3. Develop a comprehensive communications strategy plan-outlining recommendations
for better communications between the City of Delray Beach and its constituents,
4- Identify a new more unified public image and identity for the city,
5. Engage the community as a whole in these efforts in order to ensure mutual
ownership and support of the final recommended solutions.
PUBLIC SURVEY
There's an old adage in the world of advertising that says, "I know half of my
communications budget is wasted...1 just don't know which half."
To help avoid this common phenomenon, we recommend learning-in a quantifiable and
measurable way-exactly which City-provided communication vehicles the people of Delray
Beach are reading or hearing. We also need to determine how citizens would prefer to be
communicated to (which media), how they prefer those messages to be presented, and
any demographic issues that might affect their response (i.e., are there better and more
specific ways to communicate to certain demographics, etc.),
To accomplish this, we recommend conducting a quantitative telephone survey of the
city's residents.
2 - @ Converse Marketing 2005
U")NVERSE
1125 Main Street
Peoria. IL 61606
309.672.2100
Participants will first be screened to ensure they meet certain criteria (i,e., 21+ years of age,
live in the community at least half of the year, etc.).
In cooperation with City staff, Converse will:
. Develop a survey questionnaire-with 10-12 close-ended questions plus one to two
open-ended questions,
· Purchase a list of potential respondents in accordance with your own pre-determined
criteria,
· Complete an agreed-upon number of telephone interviews utilizing the services of
professional marketing research interviewers,
· Tabulate and analyze the responses-including cross-tabulation analysis by up to 4
demographic variables,
· Provide a final report, including detailed data tables and a summary of key findings.
For the City of Delray Beach and its approximately 60,000 residents, we recommend a
sample size of 210 interviews. This will provide us with an 85% statistical reliability and a
confidence interval of +/- 5%.
The findings of this study will help us in the next phase of the process by providing
needed data and ideas to which the development team can react. This data will be the
foundation of our communications improvement process. It will also provide a critical
benchmark to help determine the future success of the City's communication efforts.
PUBLIC COMMUNICATION CHARRETTES
Converse will send an experienced and multi-disciplinary team of communication
professionals to Delray Beach for a one week public charrette and communications
development process.
In conjunction with City staff, small groups of targeted citizens, business owners, public
officials, advisory board members and other key stakeholders will be invited to attend one
of a number of public meetings. These information-gathering sessions will be facilitated by
Converse and will help us, together, discover answers and ideas to reach our above-
mentioned objectives. Over a period of two days, these sessions will be held at a yet-to-be-
determined location in Delray Beach. Also on-site (preferably in an open, adjoining room),
the Converse team will be actively working on the development of our recommendations. At
the end of one week, we will present a comprehensive communications strategy plan
(outlining our recommendations for improved City communications, as well as creative
ideas for venues, media and possibly even nontraditional-style communications methods),
as well as a proposed public image upgrade for the City-including a new look, message,
motto/tagline, Web site design, etc. This will be a productive week and the deliverables will
equip City staff to immediately move forward in its improved communication efforts.
3 -@ Converse Marketing 2005
(l)NVERSE
1125 Main Street
Peoria. IL 61606
309.672.2100
This process will include:
· An initial scouting mission. Two key members of the Converse team (including
principal, Jane Converse) will travel to Delray Beach, meet in person with City staff
(and any other team members they deem appropriate) to help plan the charrette
process, scout possible locations for the meetings, etc. This will be a one and a half
day tri p.
· Kick-off reception. On the evening of Day One of the charrette process, prior to the
launch of the meetings, there will be a public meeting at which Converse and the City
will communicate (in a brief presentation) the importance of improved
communications-as well as the value of having a unified public image for the City.
This will be an excellent time to mingle with key stakeholders, concerned citizens, etc"
and answer any questions they might have about the process and its proposed
outcomes.
· Input sessions. On Days Two and Three, Converse will host and facilitate between 10 to
14 separate information-gathering sessions. The City (with input from Converse) will
invite constituents to these sessions, For instance, downtown business owners could
be in a single session, neighborhood advisory members in another, etc.
. Photographic tour/Planning development. On Day Four, we will take a detailed tour of
Delray Beach in order to photograph key locations for use in the new communications
materials (i,e., Web site, resident brochure, etc.). Simultaneously, Converse planners
will begin development of the comprehensive communications strategy plan.
· Studio work sessions. On Days Five, Six and Seven, our team will work in studio to
develop the deliverables for the Thursday evening presentation. We will also
collaborate throughout with City staff to ensure those deliverables are on-target and
agreed upon. In other words, no surprises-just good, solid thinking and well-executed
creative.
. Work-in-progress presentation. On the final evening, Converse will present the
comprehensive communications strategy plan to whomever the City deems
appropriate. This could be an open meeting, The presentation will also include
messaging and identity recommendations, such as treatments for the City's logo, a
new unified motto/tagline, core messaging, etc., as well as specific recommendations
and sample creative applications (design, copy, photography) for:
- New City of Delray Beach Web site
- Stationery and identity materials
- All things Delray Beach (wearables, giveaways, etc.)
- New residents brochure
- Information guide
- Other materials as time allows
· Execute plan, Following the presentation, we will go back to our offices and solidify the
new message and begin the process of helping the City institute its new
communications strategy plan, We will:
4.@ConverseMarketing2005
CONVERSE TEAM
{;')NVfRSE
1125 Main Street
Peoria, IL 61606
309.672.2100
- Fully document the communications strategy plan.
- Write an image-control style guide, which will enable City staff and its future
communicators to continue producing a unified look and feel for the City.
Produce templates for communications materials, also enabling a continuation of the
unified message and image.
- Work with the City's IT group to help develop the new City of Delray Beach Web site,
providing them with architecture (navigation) recommendations, design and visuals,
sample copy and support.
- Write and design other agreed-upon materials.
The Converse team will be supported throughout the process by other Converse personnel
in the Peoria, Illinois, home office. The team working with you on location in Delray Beach
will include:
· 1 marketing planner/strategist (company principal. Jane Converse)
· 1 marketing planner/facilitator
· 1 senior writer
· 2 senior designers, 1 with Web expertise
5 -@ Converse Marketing 2005
U')NVERSE
1125 Main Street
Peoria, I L 61606
309.672.2100
PROJECT ESTIMATE
TELEPHONE SURVEY
Includes development of survey questionnaire, purchase
of list, approximately 210 completed telephone interviews
(by professional marketing research interviewers),
tabulation and analysis of response (including cross-
tabulation analysis by up to 4 demographic variables)
and a final report on findings, .........................................,...,...................................... $16,900
ON-SITE SERVICES
Includes facilitation and planning of Charrette process;
planning, preparation and presentation of comprehensive
communications strategy plan; and the writing and design
of marketing materials-including new Web site design,
new stationery and identity materials, wearables and
giveaways, direction for resident brochure and information
guide, and an overall image style guide and control system. .................................... $57,500
EXPENSES
Includes airfare (as currently estimated), lodging, meals,
shipping, presentation materials and printing of a limited
number of mock-ups. ................................................................................... $8,000 - $12,000
TOTAL: $82,400 - $86,400
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