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Agenda Special 05-08-01 CITY COMMISSION CITY OF DELRAY BEACH, FLORIDA SPECIAL MEETING & WORKSHOP - TUESDAY, MAY 8, 2001 6:00 P.M. FIRST FLOOR CONFERENCE ROOM The City will furnish appropriate auxthary atds and services where necessary to afford an individual with a &sability an equal opportumty to parttc~pate m and enjoy the benefits of a service, program or acnvity conducted by the City. Contact Doug Randolph at 243-7127 (voice) or 243-7199 (TDD), 24 hours prior to the program or acfimty in order for the City to reasonably accommodate your request Adapuve hstening devices are available for meetings in the Commissmn Chambers. Special Meetin_~ A~enda Distribution of FY 2002-Drug Control & System Improvement Funds: Consider approval of the distnbuuon of FY 2002 Drug Control & System Improvement (DCSI) funds (aka Byrne funds) m the amount of $726,079 as recommended by the Criminal Jusuce Comrmsslon, and authorize the Mayor to send a letter agreeing to the allocanon of these funds. 2. Youth Enrichment Vocational Center Fund Raiser: Consider a request to extend the closing me of the Sandoway House Parkang Lot on May l0th until 9:30 p.m. to accommodate parkang for th~s event. 3. Proposed Letter Regarding Feeding of Marine Life. CLOSED ATTORNEY/CLIENT SESSION pursuant to F.S. 286.011(8) re: the case of Dharma Properttes, Inc. v. C~ty of Delray Beach et al.; Case No. AP-00-1157-AY and Block 77 Development Group v. Dharma Properues, Inc., et al.; Case No. CL-00-5097-AI. Attendees: Purpose: Mayor David Schrmdt Comrmssloner Pat Archer Comrmss~oner Alberta McCarthy Commissioner Jeff Perlman Commissioner Jon Levinson C~ty Manager Dared Harden City Attorney Susan Ruby Assistant C~ty Attorney Jay Jambeck A certtfied court reporter Discuss settlement negouations and strategy related to litigation expenditures in the above case. Wo~'kshop A~_ enda 1. Tennis Faciliues Task Team Report 2. Kack Off Meeting - Needs Assessment and Master Plan for Parks & Recreauon Department 3. D~scussion Regarding Delray Youth Enrichment Vocauonal Center Funding 4. Discussion Regarding Charter Revision Comrmttee Membership 5. Civic Club Memberships - Recommendation 6. Comrmssion Comments Please be advised that if a person decides to appeal anydec~s~°n made by the C~ty Cornnuss~on w~th respect to any matter consadered at thts meeting, such person wtll need to ensure that a verbattm record includes the testtmony and evidence upon whtch the appeal ~s based The C~ty neither promdes nor prepares such record. MAY 8, 2001 A Special Meeting of the City Commission of the City of Delray Beach, Florida was called to order by Mayor David Schrnidt in the First Floor Conference Room at City Hall at 6:00 P.M., Tuesday, May 8, 2001. Roll call showed: Present - Commissioner Patricia Archer Commissioner Alberta McCarthy Commissioner Jeff Perlman Commissioner Jon Levinson Mayor David Schmidt Absent - None Also present were - City Manager David T. Harden and City Attorney Susan A. Ruby Mayor Schmidt called the meeting to order and announced that it had been called for the purpose of consxdering the following items: Distribution of FY 2002-Drug Control & System Improvement Funds: Consider approval of the distribution of FY 2002 Drug Control & System Improvement (DCSI) funds (aka Byrne funds) in the amount of $726,079 as recommended by the Criminal Justice Comrmssion, and authorize the Mayor to send a letter agreeing to the allocation of these funds. Mr. Perlman made a motion to approve the distribution of FY 2002 Drug Control & System Improvement (DCS1) funds and authorize the Mayor to send the requested letter in support, seconded by Mrs. Archer. Upon roll call the Commission voted as follows: Mr. Perlman - Yes; Mrs. Archer - Yes; Mr. Levinson - Yes; Ms. McCarthy - Yes; Mayor Schmidt - Yes. Said motion passed with a 5 to 0 vote. Youth Enrichment Vocational Center Fund Raiser: Consider a request to extend the closing time of the Sandoway House Parking Lot on May lffh until 9:30 p.m. to accommodate parking for this event. Mr. Levinson made a motion to approve the request to extend the closing time of the Sandoway House Parking Lot on May 10'~ until 9:30 p.m., seconded by Mrs. Archer. Upon roll call the Commission voted as follows: Mrs. Archer - Yes; Mr. Levinson - Yes; Ms. McCarthy - Yes; Mayor Schmidt - Yes; Mr. Perlman - Yes. Said motion passed with a 5 to 0 vote. Mrs. Archer made a motion for the City to donate Tee Time for four (4) at the Delray Beach Municipal Golf Course and Court Time for four (4) at the Delray Beach Tennis Center, for the feature "Silent Auction", seconded by Ms. McCarthy. Upon roll call the Commission voted as follows: Mr. Levmson - Yes; Ms. McCarthy - Yes; Mayor Schmidt - Yes; Mr. Perlman - Yes; Mrs. Archer - Yes. Said motion passed with a S to 0 vote. 3. Proposed Letter Regarding_ Feeding_ of Marine Life. Mr. Perlman made a motion to authorize the Mayor to sign and forward a letter to the Florida Fish and Wildlife Conservation Commission "urging them to carefully study this issue, and to prohibit or regulate it in a manner, which errs on the side of protection the milhons of visitors and residents who use our beaches", seconded by Ms. McCarthy. Upon roll call the Commission voted as follows: Ms. McCarthy - Yes; Mayor Schmidt - Yes; Mr. Perlman - Yes Mrs. Archer - Yes; Mr. Levinson - Yes. Said motion passed with a 5 to 0 vote. Mayor Schmidt declared the Special Meeting adjourned at 6:10 p.m., at which time the Commission convened to the regularly scheduled Workshop Meeting, moving Special Item No. 4 to the end of the Workshop Meeting. At 8:50 p.m. with the completion of the Workshop Meeting, Mayor Schmidt announced that the Commission would hold a Closed Session to consider the following item: CLOSED ATTORNEY/CLIENT SESSION pursuant to F.S. 286.011(8) re: the case of Dharma Properties, Inc. v. City of Delray Beach et al.; Case No. AP-00-1157-AY and Block 77 Development Group v. Dharma Properties, Inc., et al.; Case No. CL-00-5097-AI. Attendees: Purpose: Mayor David Schmidt Commissioner Pat Archer Commissioner Alberta McCarthy Commissioner Jeff Perlman Commissioner Jon Levinson City Manager David Harden City Attorney Susan Ruby Assistant City Attorney Jay Jambeck A certified court reporter D~scuss settlement negotiations and strategy related to htigation expenditures in the above case. Mayor Schmidt declared the Special Meeting opened at 9:10 p.m. There being no further business, Mayor Schmidt declared the Special Meeting adjourned at 9:11 p.m. Acting City Clerk -2- ATTEST: MAYOR The undersigned is the Acting City Clerk of the City of Delray Beach, Florida, and the information provided herein is the Minutes of the Special Meeting of the City Commission held on May. 8, 2.001, which Minutes were formally approved and adopted by the City Commission on Acting City Clerk NOTE TO READER: If the Minutes you have received are not completed as indicated above, this means they are not the official Minutes of the City Commsssion. They will become the official Minutes only after review and approval, which may involve amendments, additions or deletions to the Minutes as set forth above. -3- MEMORANDUM TO: FROM: SUBJECT: MAYOR AND CITY COMMISSIONERS CITY MANAGER~4 AGENDA ITEM g~. [ - SPECIAL MEETINGOF MAY 8, 2001 DISTRIBUTION OF FY 2001 DRUG CONTROL & SYSTEM IMPROVEMENT FUNDS DATE: MAY 4, 2000 This is before the Commission to consider approval of the distribution of FY 2002 Drug Control & System Improvement (DCSI) funds as recommended by the Criminal Justice Commission (cJc). The total FY 2001 allocation to Palm Beach County is $726,079. The proposed use of the federal funds is outlined in the attached letter from the CJC. The Florida Department of Community Affairs requires that 51% of the local units of government representing 51% of the county's population agree on the allocation of the DCSI funds. Chief Overman has reviewed the funding allocations and recommends that the City Commission support the distribution of funds (see attached memorandum). Recommend approval of the distribution of FY 2002 Drug Control & System Improvement funds, and authorize sending the attached letter agreeing to the allocation of these funds. Ref-dkgmemo 1 ldkllocation of Drug Control & System Improvement Funds.5.8.01 1993 TO: FROM: DATE: SUBJECT: MEMORANDUM Mayor David Schmidt / City Manager David T. Harden ,,./ Chief Richard G. Overman ~ ' May 2, 2001 BYRNE FUNDS EXPENDITURES FOR FY 2002 HAY - 3 2001 CITY I have reviewed each of the projects recommended for federal funds and wholeheartedly support all projects that have been proposed. The City of Delray Beach, either directly or indirectly, benefits by all of the projects that have requested funding. Should you have any further questions, please do not hesitate to ask. RGO/ppt Attachment Criminal Justice Commission 301 N Ohve Avenue, Sm[e 1001 West Palm Beach, FL 33401-4705 (561) 355-4943 Suncom 273-4943 FAX (561) 355-4941 E-marl dcunnmg~co palm-beach fl us Pachard G Lubin, Esq, Chairman George T Elraore. Vice Chairman Jorge A Dommmis. Secretary Leo E Noble. Treasurer F~ecutive Director L Diana Cunnmgham 'An Equal Opportunity Affwmatlve Actwn Employer' ~ printod on recycled paper April 24, 2001 To all Palm Beach County Mayors: The Criminal Justice Commission (CJC) serving as the Substance Abuse Advisory Board (SAAB) seeks your approval in the allocation of FY02 Drug Control & System Improvement (DCSI) funds aka Byrne funds. The total FY02 allocation to Palm Beach County is $726,079. The CJC submitted a request for proposals (RFP) to all local units of government to fund projects that respond to drug and drug-related violent crime problems. A total of eight (8) proposals were received this year plus the CJC's program administration and crime analyst positions. The CJC voted unanimously to recommend that funding be allocated as follows: SUBGRANTEE PROJECT TITLE FEDERAL FUNDS RECOMMENDED City of West Palm Beach Countywide Law Enforcement $200,000 DATA Network Palm Beach County Truancy Interdiction Program $51,000 School Board (TIP) Palm Beach County Multi-Agency Narcotics Unit $271,595 Sheriffs Office (MAN) Palm Beach County Community Court Community $37,907 Criminal Justice Service Restoration Project Commission Palm Beach County Community Court Treatrnent $37,149 Criminal Justice Program Commission Palm Beach County Countywide Weed and Seed $46,992 Criminal Justice Program Commission Palm Beach County Program Administration $42,871 Criminal Justice Commission Palm Beach County Crime Analyst $38,565 Criminal Justice Commission TOTAL $726~079 DELRAY BEACH 8, 2OOl 993 100 N.W. 1st AVENUE Mr. Clayton Wilder Florida Department of Law Enforcement Office of Criminal Justice Grants 1819 Mieeosukee Commons Tallahassee, Florida 32308 DELRAY BEACH. FLORIDA 33444 561'243-7000 DearMr. Wilder: In compliance with the State of Florida Rule Chapter 9G-16.003(4)(d), the City of Delray Beach approves the allocation of $726,079 for FY02 Drug Control and System Improvement (DCSI) funds aka as the Byme funds for the following projects in Palm Beach County: SUBGRANTEE PROJECT TITLE FEDERAL FUNDS RECOMMENDED City of West Palm Beach Countywide Law Enforcement DATA Network $200,000 Palm Beach County School Board Truancy Interdiction Program (TIP) $ 51,000 Palm Beach County Sheriff's Office Multi-Agency Narcotics Unit $271,595 Palm Beach County Crlmirtal Justice Commission Community Court Community Servic~ Restoration Project $ 37,907 Palm Beach County Criminal Justice Commission Community Court Treatment $ 37,149 Palm Beach County Criminal Justice Commission Countywide Weed and Seed Program $ 46,992 EFFORT ALV',A¥S MATTERS Palm Beach County Criminal Justice Commission Program Administration $ 42,871 Palm Beach County Criminal Justice Commission Crime Analyst $ 38,565 TOTAL $726,079 I understand that each of these programs will be required to provide their own 25 percent cash match. Sincerely, David W. Schmidt Mayor City of Delray Beach u:rangel/dws Wilder ~ BORTON VOLVO-VOLKSWAGEN 2201 North Federal Highway Delray Beach, Florida 33483 (561) 243-46O0 West Palm/Broward ~ 1-800-94VOLVO (948-6585) General Office Fax (561) 243-1812 Sales Department Fax (561) 272-8469 E-Mail Address admin@bortonmotors.com www.bortonmotors.com May 4, 2001 Mr. Harden, On May 10, 2001, a fundraiser for the new Charter School, The Delray Beach Youth Enrichment Vocational Center, will be held at Boston's on the Beach from 7:00 P.M. until 9:00 P.M. In anticipation of the need for parking, I am respectfully requesting the use of Sandoway Park on the date of the event from 7:00 P.M. until 9:30 P.M. for valet parking to better accommodate the guests attending the fundraiser. JLJ. J~n Betts Operations Manager DED ICATED TO EXCELLENCE S Ob ~NCE 1 95 7 BORTON VOLVO-VOLKSWAGEN 2201 North Federal Highway Delray Beach, Florida 33483 (561) 243-46OO West Palm/Broward 1-800-94VOLVO (948-6585) General Off~ce Fax (561) 243-1812 Sales Department Fax (561) 272-8469 E-MIni Address adm~n@bortonmotors.com www. bortonmotors.com May 4,2001 Mr. Harden, On May 10, 2001, The Delray Beach Youth Enrichment Vocational Center will hold its first fundraiser at Boston's on the Beach. In order to acquire as much funding as possible during the event, we are featuring a "Silent Auction". We are asking our city to donate the following: · Tee time for four from the Delray Beach Golf Club or a 1 year membership to the club · Court time for four at the Delray Beach Tennis Center or a 1 year membership to the center We are very excited about our new Charter School, and are anticipating a successful event. We hope you will be able to accommodate us in our requests. Thank you in advance, rations Manager DEDICATED To EXCELLENCE SINCE 1957 AII-AmedcaCity 1993 May 4, 2001 100 N W. 1st AVENUE DELRAY BEACH, FLOPI'~A 33444 5,31 2¢3-700f' Allen L. Egbert, Executive Director Florida Fish and Wildlife Conservation Commission Marathon Building 2574 Executive Center Circle East Tallahassee, FL 32301 Re: Marine Life Feeding by Dive Tour Operators Dear Mr. Egbert: Recently it was brought to the attention of the Delray Beach City Commission that sharks and other marine predators are being fed by dive tour operators in the general vicinity of our City. It is well established now that when people feed terrestrial wildlife it is bad for the wildlife and dangerous to the people involved. We have also seen results from several studies, which indicate that such feeding creates a similar response in marine life. The City of Delray Beach maintains some one and one-half miles of public beach, which has been recognized as the best swimming beach in the southeastern United States. We are, therefore, very concerned about the safety of swimmers using our beach. It appears that dive tour operators feeding marine life that may later come into our swimming and snorkeling areas may well compromise the safety of such swimmers. While we understand that dive tour operators bring a certain number of tourists to our state and our area, certainly many times more tourists come to enjoy our beaches. Anything that might create the perception that our beaches are unsafe is surely to be avoided at all costs. The Florida Fish and Wildlife Commission has the authority and responsibility to prohibit or appropriately regulate feeding of marine life by divers in the state's coastal waters. We urge you to carefully and thoroughly study this issue, and to prohibit or regulate it in a manner, which errs on the side of protecting the millions of visitors and residents who use our beaches. Sincerely, David W. Schmidt MAYOR P,fnted on Rscycted Pace, THE EFFORT ALWAYS MATTERS [ITY OF DELRI:I¥ BErlCH CiTY ATTORNEY'S OFFICE DELRAY BEACH 200 NW 1st AVENUE · DELRAY BEACH, FLORIDA 33444 TELEPHONE 561/243-7090 · FACSIMILE 561/278-4755 Writer's Dtrect Line 561/243-7091 1993 TO: May 3, 2001 City Commission MEMORANDUM FROM: Susan A. Ruby, City Attomey SUBJECT: Dharma Properties, Inc. v. City of Delra¥ Beach, et al. Case No. AP-00-1157-AY Block 77 Development Group v. Dharma Properties, Inc., et al. Case No. CL 00-5097-AI The purpose of this memorandum is to call for a closed attomey-client session pursuant to Florida Statutes §286.011(8) for the May 8, 2001 City Commission meeting to discuss settlement negotiations and strategy related to litigation expenditures in the above case. "The City has scheduled a closed attorney-client session pursuant to Florida Statutes §286.011(8) in the cases of Dharma Properties, Inc. v. City of Delra¥ Beach et al.; Case No. AP-00-1157-AY and Block 77 Development Group v. Dharma Properties, Inc., et al.; Case No. CL-00- 5097-AI. The estimated length of the closed session shall be 15 minutes. The following persons will be attending: Mayor David Schmidt, Commissioners Pat Archer, Alberta McCarthy, Jeff Perlman and Jon Levinson, City Manager David Harden, City Attorney Susan Ruby, Assistant City Attorney Jay Jambeck and a certified court reporter." After the closed session is over, the Mayor should announce that the regular meeting is reopened, and the closed session is terminated. By copy of this memorandum to David Harden, our office requests that the agenda be prepared giving reasonable public notice of the time and date of the closed attorney-client session for May 8, 2001 and that the agenda item include the name of the case, the names set forth above of those persons attending the session, and identify the item as a closed door session pursuant to Florida Statutes §286.011. Our office will arrange for a court reporter to be present as required by statute. Attached is a copy of Fla. Stat. §286.011. SAR: smk<~~._ CC: David Harden, City Manager Barbara Garito, Acting City Clerk FSA § 286.011, Public meetings and records; public inspection; criminal and civil penalties Page I *32062 West's F.S.A. § 286.011 WEST'S FLORIDA STATUTES ANNOTATED TITLE XIX. PUBLIC BUSINESS CHAPTER 286. PUBLIC BUSINESS; MISCELLANEOUS PROVISIONS Current through End of 2000 2nd Reg. Sess. 286.011. Public meetings and records; public inspection; criminal and civil penalties (1) All meetings of any board or commission of any state agency or authority or of any agency or authority of any county, municipal corporation, or political subdivision, except as otherwise provided in the Constitution, at which official acts are to be taken are declared to be public meetings open to the public at all times, and no resolution, rule, or formal action shall be considered binding except as taken or made at such meeting. The board or commission must provide reasonable notice of all such meetings. (2) The minutes of a meeting of any such board or commission of any such state agency or authority shall be promptly recorded, and such records shall be open to public inspection. The circuit courts of this state shall have jurisdiction to issue injunctions to enforce the purposes of this section upon application by any citizen of this sta~e. (3)(a) Any public officer who violates any provision of this section is guilty of a noncriminal infraction, punishable by fine not exceeding $500. (b) Any person who is a member of a board or commission or of any state agency or authority of any county, municipal corporation, or political subdivision who knowingly violates the provisions of this section by attending a meeting not held in accordance with the provisions hereof is guilty of a misdemeanor of the second degree, punishable as provided in s. 775.082 or s. 775.083. (c) Conduct which occurs outside the state which would constitute a knowing violation of this section is a misdemeanor of the second degree, punishable as provided in s. 775.082 or s. 775.083. (4) Whenever an action has been filed against any board or commission of any state agency or authority or any agency or authority of any county, municipal corporation, or political subdivision to enforce the provisions of this section or to invalidate the actions of any such board, commission, agency, or authority, which action was taken in violation of this section, and the court determines that the defendant or defendants to such action acted in violation of this section, the court shall assess a reasonable attorney's fee against such agency, and may assess a reasonable attorney's fee against the individual filing such an action if the court finds it was filed in bad faith or was frivolous. Any fees so assessed may be assessed against the individual member or members of such board or commission; provided, that in any case where the board or commission seeks the advice of its attorney and such advice is followed, no such fees shall be assessed against the individual member or members of the board or commission. However, this subsection shall not apply to a state attorney or his or her duly authorized assistants or any officer charged with enforcing the provisions of this section. *32063 (5) Whenever any board or commission of any state agency or authority or any agency or authority of any county, municipal corporation, or political subdivision appeals any court order which has found said board, commission, agency, or authority to have violated this section, and such order is affirmed, the court shall assess a reasonable attorney's fee for the appeal against such board, commission, agency, or authority. Any fees so assessed may be assessed against the individual member or members of such board or commission; provided, that in any case where the board or commission seeks the advice of its attorney and such advice is followed, no such fees shall be assessed against the individual member or members of the board or commission. (6) All persons subject to subsection (1) are prohibited from holding meetings at any facility Copyright (c) West Group 2001 No claim to original U.S. Govt. works FSA § 286.011, Public meetings and records; public inspection; criminal and civil penalties or location which discriminates on the basis of sex, age, race, creed, color, origin, or economic status or which operates in such a manner as to unreasonably restrict public access to such a facility. (7) Whenever any member of any board or commission of any state agency or authority or any agency or authority of any county, municipal corporation, or political subdivision is charged with a violation of this section and is subsequently acquitted, the board or commission is authorized to reimburse said member for any po~/~of his or her reasonable attorney's fees. x--/(8) Notwithstanding the provisions of subsection (1), any board or commission of any state agency or authority or any agency or authority of any county, municipal corporation, or political subdivision, and the chief administrative or executive officer of the governmental entity, may meet in private with the entity's attorney to discuss pending litigation to which the entity is presently a party before a court or administrative agency, provided that the following conditions are met: (a) The entity's attorney shall advise the entity at a public meeting that he or she desires advice concerning the litigation. (b) The subject matter of the meeting shall be confined to settlement negotiations or strategy sessions related to litigation expenditures. (c) The entire session shall be recorded by a certified court reporter. The reporter shall record the times of commencement and termination of the session, all discussion and proceedings, the names of all persons present at any time, and the names of all persons speaking. No portion of the session shall be off the record. The court reporters notes shall be fully transcribed and flied with the entity's clerk within a reasonable time after the meeting. he entity shall give reasonable public notice time and date of the attorney-client session e names of persons who will be attending the session. The session shall commence at an open meeting at which the persons chairing the ,, ~eeting shall announce the commencement and estimated length of the attorney-client session and the names of the persons attending. At the conclusion of the attorney-client session, the meeting shall be reopened, and the person chairing the meeting shall announce the termination of the session. *32064 (e) The transcript shall be made part of the public record upon conclusion of the litigation. CREDIT(S) 1999 Main Volume Amended by Laws 1991, c. 91-224, ~ 33; Laws 1993. c. 93-232, 3~ 1, eft. June 30, 1993; Laws 1995, c. 95-148, ~ 210, eft July I0, 1995; Laws 1995, c 95-353, 3~ 1, eft. June 17, 1995. HISTORICAL NOTES HISTORICAL AND STATUTORY NOTES 1999 Main Volume Derivation: Laws 1985, c. 85-301, § 6. Laws 1978, c. 78-365, § 1. Laws 1971, c. 71-136, § 159. Laws 1967, ¢. 67-356, § 1. Laws 1967, c. 67-356, enacting this section, provided in § 2 that the Act should become effective on July 1, 1967. The Act did not become law until subsequent to the specified date. O.A.G. 067-49 dated Aug. 10, 1967, recites that under these circumstances the specific effective date provision must be disregarded and that the general effective date for the 1967 regular session applies. Laws 1971, c. 71-136, § 159, made the offense defined by subsec. (3) of this section a "misdemeanor of the second degree, punishable as provided in § 775.082 or § 775.083" in lieu ofpunislunent by a mammum fine of $500 or maximum imprisonment in the county jail of 6 months, or both such fmc and imprisonment. Laws 1978, c. 78-365, provided for punishment alternatively under § 775.084 in subsec. (3), and added subsecs. (4) to (7). Laws 1985, c. 85-301, § 6, eft, June 20, 1985, inserted subsec. (3)(a), designated existing subset. (3) as subsec. (3)(b), and in subsec. (3)(b), inserted "knowingly". Laws 1991, c. 91-224, a reviser's bill, modified prowsions for punishment of masdemeanors as contained m th~s sectxon Copyright (c) West Group 2001 No claim to original U.S. Govt. works FSA § 286.011, Public meetings and records; public inspection; criminal and civil penalties Page 3 by deleting reference to punishment pursuant to § 775.084 to conform with Laws 1988, c. 88-131 which deleted all references to misdemeanors from § 775.084. Laws 1993, c. 93-232, § 1, eft. June 30, 1993, added subsec. (8). Laws 1995, c. 95-148, a reviser's bill, removed gender- specific references applicable to human beings w~thout substantive changes in legal effect. Laws 1995, c. 95-353, § 1, eft. June 17, 1995, m the section heading, inserted "criminal and civil"; m subset (1), added the second sentence, relating to notice of meetings; and in subset. (3), added par. (c), relating to conduct occurring outside the state. Copyright (c) West Group 2001 No claim to original U.S. Govt. works ~ennis ~racifities ~inaf q~ort ~~ay 3, 2oo~ GENERAL On January 16, 2001 City Commission adopted Resolution 3-01 establishing a Tennis Facilities Task Team with a sunset date of April 17, 2001. The Task Team was established to advise and make recommendations to the City Commission concerning policies, goals, objectives and strategies with respect to programs, marketing, operations, finance and capital improvements for the Delray Beach Tennis Center, the Tennis Stadium, and the Delray Swim and Tennis Club. The goal of the Task Team recommendations shall be to optimize the balance between (a) stimulating economic activity, (b) recreation programs for youth and adults, (c) developing the sport of tennis, (d) service to Tennis Center members, and (e) providing a venue for community events and entertainment, while not overly burdening the City's taxpayers. Eleven (11) members were appointed to the Task Team in February 2001. Members appointed were as follows (John Bennett, Kenneth Ellingsworth, Ed Foster, Jay Hasner, Thomas Lynch, Wendy Overton, Willie Potts, Jr., Kenneth Rubin, Lawrence Sagel, Josh Smith, Jr., Kathi Sumrall). During the process, Ms. Overton resigned due to personal reasons. However, the contributions she made while serving were invaluable to the deliberations of the Task Team and in formulating the final recommendations. The process began with an orientation meeting on February 22ha. A vast amount of information on current operations was presented and given to all the members. This information included data and handouts relating to center history, programs, marketing, general operations, maintenance, memberships, special events, and financial information including capital investment history, as well as, income statements and budgets. During the process the Task Team also reviewed contract documents for the management company, the Citrix Tournament, and the Evert Tournament, as well as customer satisfaction surveys and an economic impact analysis prepared for the Virginia Slims Tournament. Additional financial information was developed and presented throughout the review process. At the orientation session staff presented a list of issues for the Task Team to review and address. These issues were as follows: Programs/Use Balance - adults, juniors, open play, tournaments, lessons, events, tourists, members vs. non-members } Developing/Promoting Sport of Tennis - programs, events, lessons Services/Programs - Tennis Center members versus non-members, community needs, etc. types of services programs for members } Tennis Facilities as a Venue to Stimulate Economic Activity - marketing tool/media Provide Venue for Community Events - type of events, number of events, value of events to City ~. Payment to City For profit vs. non-profit use Charge for use vs. non-charge or reduction of fees Community use TV events/non-TV events 3, Tennis Facilities as Cost Centers - break even, operate at loss as community benefit (Tennis Center/Stadium, Delray Swim and Tennis Club-pool) } Naming rights - do or not do, commercial and/or philanthropic 2 II. Delray Swim and Tennis Club Pool - who should manage, use of facilities, program Future Capital Investments Due to the vast amount of information presented and the number of issues noted the Task Team organized their discussions into the following categories: 1. Programs/Services 2. Communications/Public Relations/Marketing 3. Court and Facility Maintenance 4. Finances and Capital Investment 5. Events/Tennis Stadium 6. Customer/Member Satisfaction As they proceeded through the process the following issues were added for discussion: 1. Performance measures 2. Form of Management 3. Need for additional courts at Pompey Park The Task Team met every Thursday through April 12, 2001 at which time they concluded their deliberations. A public input meeting was held on March 15th. The Task Team also reviewed un-audited summary of this year's customer satisfaction surveys, and comments received by the City prior to the establishment of the Task Team, and received and reviewed written comments, and e-mail comments. A f'mal meeting was held on May 3, 2001 to approve minutes of previous meetings and to review and approve the final report. EXECUTIVE SUMMARY It was the opinion of Task Team members that the City's tennis facilities were first class and were a valuable asset to the community and our citizens. In general, the Task Team felt the City offered varied and balanced recreational tennis opportunities and programs, provided a great deal of support and assistance to non-profit, charitable and civic groups, and for the most part received an excellent return in marketing value for its investment in events at the stadium. The Task Team concluded that strengths were exhibited in the balance and variety of programs offered, in the marketing program and in the area of court and facility maintenance. However, they did feel some changes and additions were needed to enhance these areas. The areas that they felt needed improvement and more focus included customer satisfaction, communications and public relations. Recommendations for improvement in these areas included: Hiring of a full-time Tennis Director, whose emphasis would be on management and administration (versus lessons) and whose salary package would be competitive. The Task Team indicated this was the number one priority. Establishment of a Tennis Advisory Board elected by members to report to and advise the management company and Tennis Director. } Implementation of a City Championship Tournament. } Establishment of member/guest days. Providing free play for juniors on the hard courts in the summer (June through September) as available. Reactivate the patrons program. Development of a monthly calendar and quarterly newsletters to be distributed to members, homeowners association, the Presidents Council and other citizen groups. Development of a program and tools to improve communications concerning policies, programs and financial condition to all citizens, which would also include a speakers forum. Continue to provide funding support for capital improvements and major repairs with a short term emphasis on: 1. Rehabilitation of court lighting at the Swim and Tennis Club to provide five (5) lit courts. 2. Rehabilitation to Tennis Center courts 5 through 8, 13 and 14. 3. Resurfacing of hard courts per contract with Match Point, Inc. 4. Build a tennis facility at the Swim and Tennis Club to include a pro shop, locker room showers and restrooms, offices and adequate storage. They also felt it was very important and made a recommendation to review and change the performance measures in the budget and the management agreement to place an emphasis on customer service, communication, and public relations. They indicated that too much emphasis has been placed on financial measures, which they felt has negatively impacted services and the ability to create a friendly welcoming environment. They concluded that the operations should be viewed like other recreational programs with the understanding that there would be a net cost to the City. They also recommend that we try to minimize the net cost without sacrificing customer service. In regards to the stadium, they concluded that the focus in attracting events, i.e. professional tennis events, other tennis events, sporting events, and events supporting and benefiting non-profit and charitable groups, was appropriate. Although not ruling out the use of the stadium for concerts, they did not feel this was a priority due to site constraints and competition from other venues especially indoor sites. They did not think, in general, that the net cost to the City for holding events in the stadium was a primary issue. They did indicate that approval of events should be viewed on a case by case basis and be based on the marketing value to the City and benefit to the community and citizen. They thought it was appropriate to continue the practice of waiving and reducing fees for stadium use as long as it provides community support and marketing value to the City. It was also the Task Team's opinion that the pool at the Swim and Tennis Club should be managed by the Parks and Recreation Department and that programs should focus on recreational swimming and lessons. They also indicated that the City should look at and plan for other improvements to the pool area such as showers and lockers as they review the five-year capital improvement program and the Parks and Recreation Master Plan. They also looked at a request to provide additional courts at Pompey Park and recommended consideration of the addition of two (2) courts at this time, and if funding available, two (2) additional neighborhood courts be considered. Finally, the Task Team agreed that due to the complexity of tennis facility operations and the stadium, that the City should continue to utilize the services of the existing management company. They did, however, feel that the performance of the company should be evaluated regularly and be based on the accomplishment and implementation 4 III. of recommendations made in this report that may be approved by City Commission, including customer oriented performance measures. GOALS/ACTION ITEMS Goal #1 - Develop and implement new programs that will enhance and create a positive experience for members. Actions 1. Hire a fulltime Tennis Facilities Director whose main emphasis is on management and administration (versus lessons) and whose salary package would be competitive. 2. Establish a Tennis Advisory Board elected by members to assist the management company and tennis director. 3. Establish a City championship with competition based on skill levels. 4. Establish member/guest days. 5. Develop a system for players to sign up for matches based on skill level. Goal #2 - Enhance and develop additional opportunities and programs for junior play. Actions 1. Reinstate and activate patrons program to encourage minority participation. 2. Provide free playtime for juniors during the summer (June through September) as available on hard courts. 3. Continue to promote programs and opportunities for participants in the Parks and Recreation after school and summer and winter camp programs. Goal #3 - Expand and enhance communications and marketing tools utilized to inform members and citizens about policies, programs, events, financial conditions and other general information. Actions 1. Develop and distribute monthly calendar of events both in hard copy and on the Internet. 2. Develop and distribute a quarterly newsletter both in hard copy and on the Internet. 3. Market junior tennis program to all schools in Delray Beach. 4. Distribute information on policies, programs, events, financial conditions and other pertinent information to homeowner associations, the Presidents Council and other community groups, as well as to members. 5. Develop a speakers forum to inform civic and other community groups. 6. Inform members about current maintenance programs and why maintenance is performed on the schedule established. Goal g4 - Improve customer service and satisfaction. Actions 1. Hire a fulltime Tennis Facilities Director (see goal #1 action #1). 2. Revise management company and budget performance measures to include and place an emphasis on customer satisfaction (35%), communications and public relations (25%) court and facility maintenance (25%) and financial measures (15%). Revisit the performance measures annually and revise as needed. 3. Evaluate management company's performance based on revised performance measures on a regular basis, but at least once per year. 4. Conduct a formal customer satisfaction survey at least once per year. 5. Develop and implement an ongoing customer comment and suggestion form. Goal #5 - Continue to operate tennis facilities like other recreational facilities, minimizing the net cost while improving customer service and base stadium usage on the marketing value to the City and benefit that is provided to the community and citizens. Actions 1. Plan and coordinate events at the facilities and in the stadium in conjunction with other events so as not to cause a negative impact on staffing and parking. 2. Review and approve events in the stadium on a case by case basis based on market value to the City and benefit provided to the community, citizens, and to charitable and non-profit groups. 3. Continue focus on attracting professional tennis events, other tennis events, other sporting events, charitable non-profit events, concerts. 4. Attempt to attract concerts that are more local in nature and provide benefit to the community. 5. Attempt to sell commercial naming rights or obtain a major philanthropic donation to help offset net costs, as long as the name displayed includes "The City of Delray Beach". 6. Continue to reduce or waive fees for use of the facilities and stadium based on ability to pay and/or market value to community and benefit to our citizens. 7. Assign management authority for the swimming pool at the Delray Beach Swim and Tennis Club to the Park and Recreation Department. 8. Provide recreational swimming programs and lessons at the pool at the Swim and Tennis Club. Goal #6- Review and approve operating and capital requests for the Tennis Center, stadium, and Delray Swim and Tennis Club based on customer satisfaction, customer needs, programs, legal obligations, and maintenance required to ensure the useful life of facilities. Actions 1. Fund in FY 01-02 the following projects in the priority listed: Rehab lighting of five (5) south courts at the Swim and Tennis Club. Rehab clay courts 4 through 8, 13 and 14 at the Tennis Center. Resurface seven (7) hard courts at the Tennis Center as per contract with Match Point, Inc. ~ Tennis Facility at the Swim and Tennis Club which includes a pro shop, lockers, restrooms, showers, office space and adequate storage as a stand alone facility or part of a larger recreation facility as may be recommended in the Master Plan. 2. Add two (2) hard courts at Pompey Park at this time and if any funding available consider adding two (2) additional neighborhood courts. 6 CITY OF DELRAY BEACH EXISTING PARKS CITY OF DELRAY BEACH EXISTING PARKS CITY OF DELRAY BEACH NATURAL SYSTEMS CITY OF DELRAY BEACH TOWN CENTERS ~ COMMERCIAL AREAS CITY OF DELRAY BEACH PUBLIC BUILDINGS CiTY OF DELRAY BEACH VACANT LAND CITY OF DELRAY BEACH NEIGHBORHOODS CITY Of DELRAY BEACH TRANSPORT LINKAGES 7000 6000 5000 4000 3000 2000 1000 1990 Population (1990 Census) 2000 Projected Population (1990 Census) 2000 Actual Population (2000 Census) 75 to 84 13% 65 to 74 14% 55 to 64 9% 45to 54 11% 85+ 4% 0to14 16% 35 ~ 44 14% 15 ~ 24 8% 34 11% ·0to14 · 15to24 [] 24 to 34 [] 35 to 44 ·45to54 · 55to 64 · 65 to 74 B75to 84 · 85+ FACIUTY Playground Ne~jhborhood Commumty Urban D~stnct TABLE OS - 4 STATE GUIDELINES COMPARISON FOR PARK LANDS (1996) 2O 10 2 1 GUIDELINE 11 4 2 10 27 +7 10 5 - - 15 +5 2 1 - - 3 +1 I - 3 - 4 +3 TABLE OS - $ STATE GUIDEUNES COMPARISON FOR PARK LANDS (BUILDOUT) ~ - - ~: ~ PRO~DED~~)~ GUI~LIN~; IPla~ ~ 28 - 2 ~ Commun~ 3 [U~an Distn~ 2 4 +2 Outdoor Recreabon In Ftenda, '1994, State Of Ftende D~parl:ment Of Environmental P,,otecbon, D,¥~ion of Pad, cs and Recreabon. C~y Of De~rey Beach, 1996 TABLE OS - 6 COMPARISON W1TH FACILITIES STANDARDS (1996) FACILITY ii' Playground 5 10 11 4 2 11 28 Baseball/Softball 10 10 22 10 4 2 38 Foolball/Soccer 0 4 6 2 4 - 12 Tennis 25 25 2'1 6 4 114 145 Golf Course (18 holes) 2 2 2 .... 3 5 Basketball 10 10 9 6 4 2 21 Handball/Racquetball 5 5 2 4 16 6 25 Shuffleboard 14 25 16 - - 125 141 Swimming Pool (large) 2 2 I I -- 1 3 Swimming Pool (small) - 25 - - - 68 68 Boat Ramps 10 4 3 - 2 3 8 Beach (feel) 10.560 1.250 15.840 ..... 15.840 Volleyball 9 - 8 4 1 Exem~se Trails 4 - 4 2 1 2 Boating (acres) 12 5 Source C/ty of De~ay Beech, 1996 (~) Devlel~onfroml~e.strtctestof$~ateorNabonelgu~deliees (2} ARmo~lmate eree ~ ~ W,l~erwey end Lel(e lde w~lY, w Oeeay Beac~h + 18 + 3 +11 + 23 13 250 ~} ~ CITY OF DELRAY BEACH EXISTING PARKS CITY OF DELRAY BEACH NEIGHBORHOODS GLATTING JACKSON KERCHER ANGLIN LOPEZ RINEHART Wllham J Anghn,Jr Da,nd L Barth JayH Exum Jack F Glattmg Care,/S Hayo Jay R. Hood Tnnothy T Jackson Wslham C Kercher, Jr Walter M Kulash Sharon K Lamantla S Raymond Lopez John H. Percy John F Ponehart Gregory A Bryla Davzd R Claus Charles P Cobble Mzchael let. Cochran Jeffrey S Colhns Rachard E Durr, Jr Bruce C Hall David M Kumer Frank A. Jasluewxcz Gall D Lacey William D Lites Edward J McKmney Thomas J McMacken,Jr Douglas A Metzger JohnJ Moore III T~mothy R Palermo Troy P Puss Jodl L R. utmann Kelley J Samuels Peter C Sechler Nathan P Silva Laura tt Turner ~-onald L Urbainak G.Wade Walker Gary E Warner Commnntty Planning 222 Clematis Street Suite 200 West Palm Beach Florida, 33401 P 561 659 6552 F 561 833 1790 www glattmg coin License # EB 0005812 LC C000049 We~t F4~lm Brach · Orland~ MEMORANDUM May 2, 2001 TO: FROM: CC: Joe Weldon, Parks and Recreation Director City of Delray Beach Richard Durr, Glatting Jackson David Barth, Glatting Jackson City Council Workshop Information Packet City of Delray Beach Parks & Recreation System Master Plan Attached is the information packet for the City Council Workshop which will take place on Tuesday, May 8, 2001 at 6:00 pm. The packet includes: Project objectives and methodology An executive summary of a comparable project (Coral Gables) · Potential funding sources/implementation tools chart · "Checklist for an Effective Parks & Recreation System" · "A Parks and Open Space Philosophy for the 21st Century" · "Developing an Effective Parks and Recreation System" article We look forward to seeing you at the workshop to discuss: · Material from the information packet · Interim findings of the existing conditions and needs analysis · Policy issues such as the City's role, goals, service levels and role of the private sector in the planning process · Other issues that may affect the successful outcome of the process Please feel free to contact me in the meantime with any questions. Thank you. CITY OF DELRAY BEACH PARKS AND RECREATION SYSTEM MASTER PLAN Project Objectives: Determine and verify residents', v/sitors' needs and priorities -How do we compare to other communities? -What do residents and visitors want/need from their Parks and Recreation System? -What are their top priorities? Establish an exciting future vision -Based on residents' needs, what is our vision for a Parks and Recreanon System? -Do we need more land? -What type of facihties, programs and services should we provide? -How do residents get to and from our facilities and programs? Develop a detailed Implementation Strategy and Action Plan -How much will it cost to acquire, develop, and/or operate the envisioned system? -How do we fund it? -How can xve maximize funding altemauves through fees, partnersbAps, sponsors, grants, joint uses, etc. -Can we co-locate facihties and programs with schools, librartes, and/or other proposed facilities? Project Methodology: Our development of a vision and n-nplementation strategy for the Delray Beach Parks and Recreation System begins wlth a protot3q~e model based on our observauons from other communittes. The model (Exhibit 1 on page 3) shows that an ideal system is comprised of a variety of parks, natural lands, urban open spaces and other greenspace "nodes", linked by a network of greenways, trails, b~keways and other "connectors." The task of flus study is to determine what variation of the model is appropriate to meet the specxfic needs and priorities in Delray Beach, and to determine the most effective means of implemenung the model. In addition, the project is divided into four components: · Analyzing existing conditions · Conducting a needs and priorities assessment · Developing a proposed future parks and recreation system · Creating an implementation strategy for the proposed future parks and recreation system 2 Each of these steps is taken with considerable feedback from residents, City staff, elected officials, and stakeholders. The anticipated outcomes of this process are the creauon of a Parks and Recreation System Master Plan with a color execuuve summary, a Conceptual Parks and Open Space System Map with a narrative description, and an Implementation Program Action Plan. Exhibit 1- The Parks System Model 0 Typical neighbor hood'~'a~~-----'~-''''-' ~ I~Typ~¢a~ downlown urban park Columbus Espl~hacle ' ' BIue~vay Wale- Tra~l at Sheeny Park 0 Typical ne~ghbo1"ho~'~ p~r~ ? ~Typ,cal downtown urbar park, Pr'ado walking trail Checklist Fo.r An Effective Parks And Recreation System A Community's Parks and RecreaUon System is comprised of five (S) major components: · Park Lands and Fadlitles > Connec'dng/Access Facilities (sidewalks, bikeways, transR) > RecreaUon Programs · AdministraUon, Operations and Malntenance ~ Zmplementation Resources (fiJnding, partnerships and other resources that provide for the other four components) Parks Lands and Facilities 1. Open plazas or "pocket parks" within a five minute walk of urban offices, commemial areas 2. Neighborhood or School Park within a five minute walk of every resident School Parks accessible to residents in the afternoons and on weekends 4. Community Park within easy bicycling or driving distance (2-3 miles) of every resident 5. Only 40-60% of each park developed for facilities or active recreation; other areas in native vegetation (not exotics) or multi-purpose open space 15. Community Center within easy bicycling or driving distance of every resident '7. Interconnecting system of Greenways and Linear Parks, with both paved and unpaved trails, within easy walking, bicycling and/or driving distance of every resident 8. Adequate Special Use Facilities (Sports Complexes, Aquatics Centers, Gymnastics Centers, etc) to meet the community's needs 9. Special Use facilities located and designed to minimize impacts to adjacent neighborhoods ,' 10. Natural Areas within easy walking, bicycling and/or driving distance of every resident 11. Individual park Master Plans to protect each park's resources and to direct long term development 12. Community-wide Design Standards to insure uniform quality, safety, maintenance and aesthetics throughout the Parks System . 13. Regular surveys of park users and service area residents to determine the types of facilities they would prefer at "their" park .. 14. Park lands and facilities owned by other agencies (School Board, Municipalities, Counties, etc) available to residents Connecting/Access Facilities I. Interconnecting system of sidewalks (5' n~'nimum) from neighborhoods and commercial areas ~o parks and schools, especially along the primary access road leading to each park/school facility 2. Shade trees (50' O.C. minimum) planted alon~ each sidewalk 3. Interconnecting system of 4' wide bike lanes along each side of major collector roads 4. Curb cuts, crosswalks and signals (where needed) at major intersections 5. Public transit (bus, light rail, etc) at each Community Center, Community Park and Special Use Facility 6. Bike racks on all transit vehicles 7. Low cost/no cost bus fares for young kids, elderly adults and the disabled 8. Development of a community-wide Bikeways, Trails and Greenways Master Plan 9. Incorporation of top priority facilities into the community's Transportation Improvement Program CLIP) Recreation Programs -- !. lh'ograns based on the specific needs of each neighborhood/community within the city/county as identified through individual park advisory boards, user surveys and public workshops ~ 2. Programs addressing community's social, health and educational needs through recreation ~ 3. Annual workshop with elected officials to discuss program objectives and fee policies ~ 4. Monitoring program (user surveys, evaluation forms, etc) to find out how the programs could be improved, and/or if they should be continued ~ 5. Marketing/promotional program to reach as many residents as possible through homeowner association newsletters, media coverage, posters in business locations and other techniques ~ 6. Partnerships with other agencies to provide/trade needed staff, expertise or facilities in order to offer a wider anay of programs without incurring additional staff costs ~ 7. Outreach program to either take programs into the neighborhoods (e.g. daily after school activities in Neighborhood and Community Parks) or to bring residents to the programs through transit passes or shuttle vans page 1 of 2 Checklist For An Effective Parks And Recreation System Administration, Operations and Maintenance B 1. Parks and Recreation System directed by a single administrator who: · Is actively involved in the community · Speaks regularly at service club and professional functions · Promotes and markets the Parks and Recreation System · Keeps local government administration and elected officials informed and up to date · Meets regularly with other department heads to exchange information, coordinate Capital Improvement Programs and request assistance in implementing the Parks and Recreation System · Is a "hands-on" manager, working directly with staff responsible for developing and maintaining parks, and implementing programs · Maximizes existing community resources, including volunteer groups, homeowner associations, businesses and other recreation providers · Is responsible for fundraising for specific needs through grants, sponsorships and donations · Participates in the community's development review process 2. Park Supervisors and Community Center Directors trained in: · Human/public relations · Entrepreneurship · Team building ~ 3. Parks and Recreation staff who are: · Well trained in their respective jobs · Given as much responsibility - and authority - as possible to make their o~vn decisions regarding day-to-day operations · Cross-trained in a variety of areas, including public , relations, grounds maintenance, and recreation programs. ~.4. Hours of operation at each park and community center set according to the needs of local constituents, including evenings, weekends, and holidays in addition to regular day-time hours B 5. Parks and facilities maintained to be clean, safe, well- lighted, am'active, comfortable, and uniform in appearance (following the community's Design Standards) ~ 6. Annual staff tours of comparable parks and facilities maintained by other cities/counties/borne, owner associations to observe different levels of maintenance, to discuss maintenance issues, and to establish models for an acceptable level of maintenance ?. Consideration/use of maintenance alternatives, including: · Privatizafion of all or part of grounds maintenance · Coordination of local volunteer/service groups for specific facility maintenance (litter pick-up, painting, etc) · Use of part-time labor during the summer growing season · Partnership/concession agreements (tennis pros, swimming teams, soccer clubs) with specific maintenance responsibilities [mplementation Resources B8. Long range capital funding sources (special taxing distric~ (s), sales tax, bonds, property sales, etc) Meaningful joint use agreements with other public agencies, including cides, counties and school boards Maximum use of existing community resources, including volunteer groups, homeowner associations, businesses and other recreation providers Policies requiring new land developments to provide adequate Neighborhood Parks to serve new residents, and allocation of land/funds toward the development of new Community Parks and Centers Policies requiring the development of sidewalks and bikeways in conjunction with major roadway improvements Non-profit Parks Foundation or Friends organization to lead fundraising effort, accept donations and build community support for the development of the Parks and Recreation System ' Codification of Parks System components, objectives in community Comprehensive Plan, Future Land Use Plan, Zoning Code and Land Development Regulations Active solicitation of funds through grants and donations Contact: David Barth, ASLA, AICP Director of Parks and Open Space Planning Glatting Jackson Kercher Anglin Lopez Rinehart, Inc. 33 E. Pine St. Orlando, I=L 32801 (407) 843-6552 fax: (407) 839-1789 email: dbarthOglatting.com page 2 of 2 Parks and Open Space Philosophy for the 21 st Century /~s we prepare to enter a new century - and a new millennium - we're looking back to see what kind of physical and social environment we've created in our communities, and looking ahead to see how we can make it bet- ter. Whether or not we like what we see depends a great deal on our approach to our community's Parks and Open Space System. A well planned, programmed and maintained Parks and Open Space System pro- vides a community with many benefits, including: · access to nature ("country in the city") · protection of natural resources · relief from urban congestion · opportunities for recreation, socialization * multi-modal transportation linkages between homes, parks, schools and businesses · creation of a sense of place, community spirit · co-location of public facilities and infrastructure · reduction in crime · opportunities for education and cultural activities · cleaner air and water · increased property values A comprehensive Parks and Open Space has four (4) major components: Ph'llsical Sl~stern Pro~?r arns Operations and Maintenance Implementation hysical System //~well planned and designed Parks and Open Space System treats the Cornmunitt~ as a Park, providing opportuniues for daily outdoor experi- ences at home and throughout the community. The basic system must include. Shad~j Side~valks in every neighborhood and every commercial area, providing people with the opportunity to walk, push their kids in strollers, exercise, meet their neighbors, get to schools and parks, learn to ride a bike, rest and just enjoy being outdoors They must connect, and they must be shaded! NeiBhborhood Green Spaces 'Parks within a 5 minute walk (1/4 mile + -) of every home, for small kids to play w~th each other, for parents to get to know their neighbors, for dogs to romp, and for people to just sit and watch and enjoy being outdoors Co~mnunittt Centers for kids to come to after school, for adult education classes, for meetings of local civic and neighborhood improvement groups, and to help build a sense of community Communit~ Parks within easy bicycling or driving distance of every home, providing opportumnes for family picnics and nature walks, swimming, playing, organized sports, com- munity art shows or special events, indoor recreation and education, fishing in a pond or lake, and other activities that bring families and communiues together Greenwatts. Trails and Bikeu,aHs to provide safe opportunities for bicycling, skating, walking and horseback rid- ing, to protect linear wildlife corridors, and to connect people from their homes to parks, schools, churches, shops and offices Natural Areas for people to get away from noise and congestion, to appreciate nature, to learn about plants and animals, and to protect our natural resources The physical system can include a wide variety of other spaces and facilities as well, including: Urban Open Space Po&et Parks Foun~ns Memorials/Monuments Streetscapes Visual Open Space Neighborhood Open Space Playgrounds Elementary School Parks Private Recreation Facilities Communi~ Open Space Large Playgrounds Sports Complexes Natural Areas Private Recreation Facilities ~io.~l Open Space Regional Parks Conservation Areas Oreenways Connecting O~en Svace Bikeways (on-street) Trails l~adways/Boulevards Transit " rrograms rograms are not just recreation any more A comprehensive Parks for and Open Space System is programmed to meet the social, h~alth, and ed~ational needs of the communities it serves as well. Each open space- each park - each community center- and each trail - may be programmed differently, in terms of both the facilities and activiues offered, depending on the ¢ommum- ty's needs. One community may need midnight basketball, another may need an English class; a third may need teen dances. The only real criteria is that the programs should be responsive to the community's needs and desires ( perations and Maintenance '~ here is general agreement that an effective Parks and Open Space System is operated and well maintained for aesthetics, property val- ues, safety and enjoyment. However the costs of operating and maintain- ing existing systems are severely straining the financial and staffing resources of most public agencies, and demands for facilities and pro- grams are increasing. Therefore a critical component of a Parks and Open Space philosophy is an effective approach to operations and main- tenance. Some ty~e of relationship should exist between a facility that serves a community, and the community's obligation to help take care of it. For example, Neighborhood Green Spaces and Parks should be at least par- tially maintained by neighborhood residents through' Homeowner's A~ociations Neighborhood Volunteers Youth Sports Organizations Civic Clubs And Community Parks and Facilities should be partially maintained by' Youth, Adult Sports Or~anir. ations Civic Clubs "Friends of Parks" Organizations Special Taxin~ Districts Additionally, public agencies should look at the feasibility and efficiencies of privatizing operations and maintenance wherever practical. Programming Guidelines: · Everyone needs to be outdoors for some time each day to be physically and mentally healthy · Everyone, at every age, needs to play · Everyone has a need to socialize · Every child needs a circle of car- lng adults who are accessible · People need a way to come together to solve community problems · Programs should be tailored to meet the needs of the neighbor- hood served · A true sense of community focus- es on inter-generational activities · Facilities and programs should be easily accessible in terms of both time and place; many peo- ple only have free time in the evenings and on weekends, and must be able to get to facilities easily. · Programs should strike a balance between meeting the needs of individuals vs the larger commu- nity, and prevention vs remedia- tion Ymplementation ublic Agencies that are responsible for implementing a community's Parks and Open Space System (including the physical sys- tem, programs and operations and maintenance) must expand from a "Provider" mentality to a "Facilitator" mentality; there just aren't enough resources to do every- thing themselves. The key to being a Facilitator is to look beyond govern- ment's abilities to implement the System, and to tap into the communi- ty's assets and resources as well. Innovation, partnerships, networking and volunteerism are all tools of the Facilitator. The chart to the right illustrates the difference between implementing an element of the Physical System, Program, and Maintenance/ Operations as a sole Provider versus a Facilitator. Examples of Provider versus Facilitator Example: Provider Facilitator Shaded Sidewalks Fund Build After School Programs Fund Staff Trail Maintenance Fund Staff Code Requirements Utility Easements Stormwater Improvements Local Nurse .rymnn Homeowner's Association Fees Church Volunteers Available School/Church Disadvantaged Transportation Program Garden Club Programs YMCA Programs Hiking/Bicycling Associations Friends of Trail Civic Clubs Trail Days Boy Scouts/Girl Scouts Facilitator Service Deliverl~ Model SOCIAL -It~EALTH - RECREATION- EDUCATION - ACCESS Government Assets % ~ X [ / PS / Co~u~ty Assets ~X~ ~A ~ ~ ~ Civic Centers P~dDe~tion ~ ~ ~~ ~ Or~~ ~ ~ ~ ~ Private Son-Profit ~ P~ershps ~p.ct F~s ~//~ ~ For Profit Sped~ T~g ~//] P~merships D~mc~ / II //] P~vste/Co~rate ~men~ ~ / U~r F~s ~ For more i~omafion ~out o~ p~ks and open space pmcfi~ please ~ntac~ Dasd Ba~, ASLA, AICP Or ~te to: Gla~ngJack~n ~reher ~in ~pez ~neha~ 33 E~t Pine S~et * ~l~do, FL 32801 * 407.843.6552 Dele'! p 8nll RllcroBtiofi SYStlllll David Barth, ASIA, AICP Glatting Jackson Kercher Anglin Lopez Rinehart, Inc. Communities throughout Flori: da and the United States are realiz- ing tremendous social and eco- nomic benefits from their Parks and Recreation Systems, including increased tourism and business development, reduced juvenile crime, improved neighborhoods, new jobs, and environmental pro- tection. Examples include: ' Phoenix, Arizona - Juvenile crime has been reduced by 52 per- cent as a result of the city's Parks, Recreation and Library Department expanding its late night/weekend activities over the summer months. These programs were provided at a cost of 74 cents per person, wher.eas the cost to incarcerate a teen for one year is $38,000. (Phoenix Parks, Recreation and Library Department, 1994) Winter Garden, Florida - Eight new businesses opened or relocat- ed in downtown Winter Garden since Orange County Parks and Recreation Department opened the first phase of the West Orange Trail, a 14' wide paved "rail-trail" and linear park passing through the downtown area. The town rece~tty redesigned their logo to celebrate their new found identity as "the home of the West Orange Trail." (Glatting Jackson, 1977) 'Lancaster, California- An esti- mated $13,000,000 was generated in 1996 by the 37 softball tourna- menl~s scheduled at The Big Six, the City's softball complex run by the Parks, Recreation and Arts Department. The City targeted the adult softball market in 1991 as a way to boost their sagging eco- nomic base. (Athletic Business Magazine, July 1997) Austin, Texas- Home ownership has increased, and crime de- creased by more than six percent since the Austin Parks and Recre- ation D~partment targeted the Dove Springs neighborhood for their pilot "Self Reliant Neighbor- hood" program. Using the tempo- rary Dove Springs Recreation Cen- ter (located in a vacant shopping center) as its neighborhood base. APRD acts as a liaison between the city and the neighborhood provid- ing assistance and/or referrals for a variety of neighborhood problems including crime, housing, employ- ment, education and recreation. A new neighborhood Recreation Center is sche. duled to open this year. (Austin I~arks and Recreation Departrflent, 1997) Every community has the potential to realize similar social and economic benefits through their Parks and Recreation System. Not all systems are created equal, however. The best Parks and Recre- ation Systems - those that §ener- ate the most social and economical benefits for their communities - have numerous traits in common. These include: Strong political support - No system can be successful without the full backing of the communi- ty's elected officials, especially dur- ing budget time. Orange County's West Orange Trail was so success- ful, for example, because Orange County Chairman Linda Chapin declared the Trail to be "one of the · ' most important public works pro- ~ jects we've ever undertaken." A unified Porks ond Recreotion · , Department- Many Parks and Recreation Systems have been sub- divided through the years in the name of "efficiency." Responsibility for recreation programs, grounds maintenance, building mainte- nance, wildlife management, land acquisition, park design and devel- opment, special events, security and other parks and recreation functions have often been divided among eight or 10 different departments. An effective Parks and Recreation System functions best under the direction of a single agency with full control over the System's different components. A strong director- The Parks and Recreation Director's role has changed significanUy over the past ten years, particularly in urbanizing communities. With tightened bud- gets, increasing urban conflicts, and a more demanding public, today's Director must perform equally well as a public speaker, a motivator, a politician, a fund rais- er, a facilitator, an entrepreneur and a peace maker. A community's ability to maximize the benefits of its System is directly related to the strength and leadership skills of its Director and support staff. A comprehensive system of pub~ #c spaces - The public spaces com- prising a Parks and Recreation Sys- tem - its parks, plazas, recreation centers, natural areas, and other facilities - must be distributed eventy throughout the community offering a wide variety of both pas- sive and active experiences. Every resident should be able to safely walk or ride their bicycle 114-1/2 mile to a nearby playground and/or neighborhood park, and bicycle or drive 2-3 miles to corn- munity facilities such as pools and ba~tfielfl complexes. Ballfield~, ten- nis courts and other organized sports i'ac~a'~oi~s ~hould be adequate natural open space. The communi- ty's natural resources - lakes, streams, rivers, wetlands, threat- ened or endangered wildlife habi- tat, aquatic recharge areas, etc.- should be adequately protected. Strong public support- Resi- dents must support their Parks and Recreation System in a number of ways" by using the facilities; by notifying elected officials and staff of deficiencies and problems; by reporting vandalism and crime; by volunteering to help with pro- grams and maintenance; by stand- ing up for needed funding at bud- get time; and even by taxing themselves to pay for needed capi- tal improvements. A t~cus on neighborhoods - Suc- cessful Systems are neighborhood driven advisory boards, town meetings, neighborhood work- shops, surveys, evaluation forms and other tools must be used on a regular basis to find out what resi- dent~ need and want, One neigh- borhood may need a safe, super- vised place for teens to "hang out" during evenings and weekends; another ~nay need after-school child care; a third may want a computer lab and adult classes in their recreation center; and a fourth may need to convert an unused tennis court to a skate- board park to get skateboarders off the streets. The selection of recre- ation programs, hours of operation and facility types should be based at least in part on resident prefer- ences. An active network of community partners- Parks and Recreation Departments do not have the resources to go it alone. Budgets and staff are being cut, public demands are growing, and Departments are being asked to "do more with less" every year. The only way for a Department to maximize the benefits of its system is through a strong network of partners. Corporate partners such as hospitals, for example, can sponsor wellness programs or pro- vide volunteers to build communi- ty playgrounds. Non-profit part- ners such as the YMCAs can pro- vide staff and/or facilities for public use where no public facilities exist. Schools can provide land for public playg~oL~n~s i'n -exchange for con- struction funding and after-school supervision. Transportation agen- cies can provide free or subsidized transportation for kids, teenagers, and seniors whenever capacity is available. An effective Parks and Recreation System includes an active program to constantly seek out new partners, and to maximize the benefits of existing partners through imaginative problem soN- lng. Accessibility- A community can't benefit from its Park and Recreation System if residents can't get to facilities. A network of side- walks, bike paths, and trails must safely connect residents with near- by schools, parks and shopping. An affordable public transportation system should provide access to all facilities for teenagers, the elderly and those without personal vehi- cles, Good interd~partmentol/inte~o. ~let~'y communication and cooper. orion - Almost every iocal govern- ment department and agency is invoived in activities that have an impact on the community's Parks and Recreation System. The Plan- ning Department formulates plans, codes and ordinances that define how new development contributes to or detracts from the System; Public Works controls access to facilities through streets, sidewalks, utility easements and corridors; the Drainage Department controls the design and use of drainage canals, swales, creeks and treatment ponds; the Housing Authority or Redevelopment Agency deter- mines the amenities or public spaces that will be made incorpo- rated into affordable housing; the School Board dictates the use of public school playground and nth- letic fi61ds; the juvenile Justice Department determines the activi- ties used to rehabilitate juvenile offenders; and the list goes on. An effective System requires constant communication between these departments and agencies, and close cooperation to maximize the use of each other's resources. Summary: Many communities have developed their Parks and Recreation Systems to maximize recreation, social and economic benefits. Those who haven't are neglecting a valuable resource. Community leaders need to under- stand the important role that Parks and Recreation can play in main- taining or improving the quality of hfe in their community, and take whatever actions are needed to develop their Parks and Recreation System to reach its full potential. · FLORIDA SECTION O,~, Ti;NNIG IS FOg YOU[ OOMMUHITY Im.todvet Mople ~f all agu aM abflMtu 10 USA Te~, 'l~e sport of a We offer gram' mo.e/, m~ab, ~rtall and ~,'alm~g. Mor~ase rwenuo parfldpaflo" by pro~dMg the U~6, l'm,ll Bm'hwa¥ at your park. USA TENNIS PATHWAY I Try [ U~A Tm~I$ Fra fir All ] ~ I I I V]dt wr web ~1~ at WWW. Utta-fl.aom or oom.a~ us at: U81'A Florhla ~ Oommul,~t'y 9mlopmo"t l/.lO ~w sath Avo"ue. ~dte ~0~ Poml~nO ~aoh, FL Don't Forget! Send for the latest edition of the free Consumer Information Catalog I"1 The Catalog hsts over 200 selected federal publications of consumer interest on subjects like health, nu- trition, federal behests, money man- agement, E3The Catalog is free and so are many of' the booklets l-I .~ust send your name and address, no stnngs attached. Write today. Consumer Information Center Department DF Pueblo, Colorado 81009 US General Services Adrmmstrat~on [rpa journal. ~,6 ' ~tialer I~1.~ AGENDAITEM NUMBER: Request to be placed on: AGENDA REQUEST Date: April 20, 2001 .Regular Agenda __ Special Agenda X Workshop Agenda Whe~O01~ Description of agenda item: Allow Glatting Jackson to review and discuss matters regarding the Needs Assessment and Master Plan for the Parks and Recreation Department such as project methodology, likely outcomes, job issues such as the City's role, goals, service levels and the role of the private sector. ORDINANCE/RESOLUTION REQUIRED: YES NO Draft Attached: YES NO Recommendation: Allow Glatting Jackson to review and discuss these issues. Department Head Signature: Determination of Consistency with City Attorney Review/Recommendation (if applicable): Budget Director Review (required on all items involving expenditure of funds): Funding available: Funding alternatives: Account Number: Account Description: Account Balance: City Manager Review: Yes No (if applicable) Approved for agenda' Y~ Hold Until: Agenda Coordinator Review: Received: Action: Approved No Disapproved £1T¥ DF DELRR¥ BE;ICH DELRAY BEACH AII-AmericaCity 993 100N.W. lstAVENUE DELRAYBEACH, FLORIDA 33444 561/243-7000 MEMORAND~ TO: David Harden City Manager FROM: Joe Weldon Director of Parks and Recreation SUBJECT: Needs Assessment and Master Plan DATE: April 20, 2001 Please schedule Glatting Jackson to do a Commission kickoff for the Needs Assessment and Master Plan for the workshop scheduled for May 8, 2001. The purpose of the proposed kickoff workshop is to review and discuss matters from the information packet: project methodology, likely outcomes of the planning and design process, job issues such as the City's role, goals, service levels and the role of the private sector and other issues that may affect the outcome of the planning process. Jot.~eldon DireCtor of Parks and Recreation Attachment cc: David Barth Glatting Jackson Nilza Madden Agenda Coordinator JW:cp Ref:mstrkick PHnted on Recycled Paper THE EFFORT ALWAYS MATTERS Memo To: From: Date: Re: David Harden, City Manager . i/,-) Lula Butler, Director, Community Improvement May 4, 2001 Delray Beach Youth Enrichment Vocational Center As you know, the Youth Enrichment Vocational Center grew out of our pilot Strategic Task Team established in partnership with the Pine Grove Homeowners Association. The boundaries of the HOA are within the established Community Development Block Target Area (CDBG). We have been researching federal regulations governing our various help programs to determine if there was an opportunity to assist with the funding of this initiabve. We believe this initiative will have a substantial impact on our ability to improve the income-earning potential of this at-risk group of people and the fact that the participants will most likely be coming from the target area. My first option for funding was the revenue generated from the sale of homes under the HOPE 3 program. We have approximately $430,000 available. HUD has issued an interpretation that acquisition and training are an eligible use of HOPE 3 funds as long as such activity is associated with homeownership opportunities. As an example, if a YEVC participant or family was an eligible homebuyers under this program, we could use the same source of funds to provide training directed at improving their job opportunities. Under their interpretation, all participants would need to be eligible first-time homebuyers. The second eligible source is CDBG. Job training is an eligible use of block grant dollars under Special Economic Development activities described under Section 570.203, Title 24. The acquisition or construction of a commercial structure that will be used to house the job-training program is considered an eligible project, as long as the training program incorporates job placement as a component part. The proposed job training program qualifies because it will be providing training and jobs predominantly for persons residing w~thin a census area that has at least 20 percent of its residents who are in poverty. Additionally, it stabilizes or revitalizes a neighborhood that has at least 70 of the residents who are Iow and moderate-income. Staff is recommending that we allocate $150,000 for the Youth Enrichment Vocational Center from the CDBG allocation for fiscal year 2001/02. We have consulted with our HUD representative on this issue. We will be required to enter into a subrecipient agreement with the designated entity of the program, which will provide the terms and conditions that must be met. · Page 1 NeiRhborhood Action Plans: Staff anticipate the completion of the Delray Shores Neighborhood Action Plan by May 30. The Task Team is in the process of determining the estimated costs of proposed improvements. It appears that we could expect this plan to come in at around $150,000 - $200,000, funded over a two year pedod. The next Task Team will be assigned to Chatelaine HOA. This neighborhood, anticipating the process, has done a lot of the preliminary work; their plan could be completed within a 2 - 3 month pedod. · Page 2 MEMORANDUM To~ From: Date. David T. Harden, City Manager Joseph M. S~~nce Director April 20, 2001 Subject: Budget Explanations for Delray Youth Enrichment Vocational Center In conversation with Mr. Angelo Squatrito, Executive Director of Jeff Industries, Inc. who has been doing bus~ness with the Palm Beach County School Board for over 20 years, the following explanations were given for the budget submission on Delray Youth Enrichment Vocational Center. Revenues · Palm Beach County School District Question: $170,292 for 20 students in Year 1, $198,657 for 40-45 students in Year 3 Why such a difference in per student amounts? Answer: Positions are rated based upon a matrix scoring system Students at first require a high level of service (counseling, speech therapy, family counseling, etc.) and may therefore be ranked with a level 5 (say $13,000 per student) but, as they progress they require lower levels of service and therefore may become a level 2 (say $3,500 to $8,000 per student) This is a school to work program and therefore hours at center may be high at the beginning but as they progress into a work environment thetr hours will be reduced for services. Weed and Seed $25,000 Question: Does the $25,000 commitment mean that some program in Delray Beach that has a current funding will not be funded due to this change? Answer: No, funds are available but not currently utilized. · City of Delray Beach Police Department $70,000 Question: Where does this money come from? Answer: $5,000 from Chief's Fund $65,000 from in-kind services of officers presently on patrol in the area · City of Delray Beach $150,000 Question: What are these funds for? Answer: Operations Note: Palm Beach County commissioner has committed to $100,000 if the City can match the funds for a building. Therefore, this program requirement for FY 2000-01 (period ending 9/30/01) from the City is $100,000 for capital (building) and $50,000 operating funds. Thereafter, the City requirement would be $150,000 per year for operating funds · Other Grants $66,000 This entity cannot currently write grants since they have no approvals establishing the entity. Once established, they will seek other State grants for funding their operations. · Program Income $5~000-$10~000 This represents some projected income from vehicle repairs- possibly to City vehicles · Miscellaneous Fund Raising $10~000-$20~000 Anticipated funds from miscellaneous fund raising activities · Other Donations $6,000 Anticipated funds from voluntary donations based upon other similar activities February 23, 2001 USTRIES INC. City of Delray Beach City Clerk Attn: Ms Milza Madden 100 NW 1*~ Avenue Delray Beach, Florida 33444 Dear Ms, MIIza Madden: Per your request, I am supplying you with a bdef overview of the project that we are seeking funding from the city commission. First of all, I am the Executive Director of the lead agency in this project called Jeff Industries, Inc., which is a non-profit 501(c)(3) community mental health agency. We currently have our primary office and facilities in Hypoluxo where we have run vocational, educational and employment oriented mental health programs for over fifty years. Our primary funders are the Palm Beach County School District; the State of Florida Department of Children and Families; the Palm Beach County Board of County Commissioners and the Palm Beach County United Way. The project which we plan on locating in Delray is called the Delray Youth Enrichment Vocational Center and is the brainchild of the Delray Police Department. The police saw a need to present alternatives to cdme for law enforcement involved socially, culturally and economically challenged youth from crime prone neighborhoods within the city. The youth we are targeting are often involved or associated with gangs and serious cdme. We are proposing to operate a Charter School that will provide vocational training and employability skills, job placement, job coaching and counseling, as well as, educational programming growth to these 16 to 22 year old youths. It is our hope to eventually involve the targeted youth's entire family in a family builder/counseling type program model that will be attached to the school. A P{~IV^I E NON-I~OFIT ~-GE~C¥ .~F.~vIr{G PER'SOH$ WITH SEVERE/~F-JIT^L AHD EJ4OTIOHAL ILLf"{ESSF.~ ~.. Program Office 115 East (2east A~enu¢, Hypoluxo. FL ~L54~2 (561) r~P~.O6,~z) FAX: (561) E-f~al] A<ldre~.~: help~effad~nOmsn The lead agency (Jeff Industries) is highly experienced and enjoys a great reputation with area funders for operation of similar programs. In fact our Ed Venture Charter School, also a school to work program for emotionally and severely emotionally disturbed high school aged youth, has recently been recognized on a state level as the first recipient of the 'Shining Star" award for Charter Schools and by the Palm Beach County School District for its excellence in vocational programming. The Delray Youth Enrichment Vocational Center will initially offer training in the automotive fields and has strong support from key auto dealers (ia. BoRon Volvo/Volkswagen: Ralph Buick etc.) and numerous other community businesses, fraternal, civic and community organizations. We are anticipating receiving our charter from the Palm Beach County School District in March. The District is very enthusiastic about our application and we do not anticipate any problems. We would like to open as soon as August 2001 and if the funding request Is approved. We are asking the City to cover the cost of operating a counseling oriented vocational employment program. The School District only funds the cost of academic programming. We anticipate being able to access cdminal justice grants after we become more established which should reduce long-term cost to the city. The program we offer will greatly increase our ability to make the involved youth and their families become active contributing community members or 'part of the solution' as opposed to having them drain the system and being part of the problem or what is wrong with the community. It makes sense to have a person paying income and property taxes as opposed to the community paying to police, convict and incarcerate or subsidize them on an ongoing basis. In that respect, we would be showing a dividend to the city and its growing image in a relatively short time. Attached you will find our projected start up and first years budgets, We are asking the city to lead the way by funding $200,000 in year one funding and to agree to three years of funding before you review us for continuation funding. The three years represent the period that the School District contract will cover. This is a cutting edge program model operated by a heavily Iouded lead agency with a proven fiscal management, as well as, programming track record. This is the opportunity to develop a model that should receive national attention for its uniqueness and community involvement. Please answer the following questions thoroughly and clearly in the sequence in which they appear. Following each question is a brief description of the standards that may be used to review your application. These review standards are not intended to be exhaustive or prescriptive, but rather should serve as a helpful guide as you attempt to formulate your responses. I. ACADEMIC DESIGN 1) Mission: A. Describe the core philosophy or underlying purpose of the proposed Charter School. The proposed Charter School was developed at the request of law enforcement and key community leaders of the City of Delray Beach. According to local leaders, there is a significantly high incidence of truancy, unemployment and crime in this community. Most of these problems involve economically and/or or educationally disadvantaged, at risk youth and youth with special needs who are either not attending school or are not succeeding in school programs. In many cases these youth have been given up on by their families and by the system. It is the mission of Jeff Industries Inc.'s Charter School (a.k.a., Delray Youth Enrichment Vocational Center) to take a total community approach to improving the extent to which low income, at-risk youth and youth with special needs in an Empowerment Zone (Exhibit 1) located in Delray Beach have access to socially desirable resources such as jobs and education within their community and to improve the academic and vocational performance and post school outcomes of these youth. This comprehensive program model has many dimensions and will involve a strong partnership between educators, families, community organizations, a local highly reputed mental health agency, law enforcement, and area businesses. Students who are at risk and have certain handicapping conditions such as special needs, live in poverty, live with one parent, are a member of a minority group, have limited English proficiency, and so on, are defined as at risk because, statistically, students in these categories are more likely to be among the lowest achievement groups or drop out of school altogether. At risk youth are often channeled to programs with special, reduced expectations for performance. These at risk students do not ordinarily respond well to traditional institutions and agencies, and therefore, it is necessary to create a nontraditional educational environment that reduces the risk of educational failure for these students, maintains high expectations and standards for all students and focuses on helping them all meet those expectations. It is the goal of the proposed Charter School to modify the social and economic status of these youth by providing them with innovative educational and vocational opportunities and effective strategies by which they can succeed and to elicit community ownership and improved academic and vocational achievement among low income, at risk youth and youth with special needs in the City of Delray Beach. By establishing inclusive and broad-based partnerships with individuals and institutions in the school's community, the Charter School will identify and eliminate the current barriers to educational success for youth who are currently not succeeding in traditional school programs. A network of professionals, both within and outside the school, will collaborate to ensure that students' non-school problems are addressed as well and that our students' success is a shared responsibility of the entire school family. The Charter School is designed to assist economically and educationally disadvantaged, at risk youth and youth with disabilities in acquiring work behaviors, appropriate work attitudes, vocational/technical skills, social skills and functional academic skills which will enable them to transition successfully from school to work. The proposed Charter School focuses on having students stay in school, develop marketable work skills, graduate and become gainfully employed in the community and avoid institutionalization and prison. The Charter School will: · Be non-sectarian and non-discriminatory in our program's admission policies, employment practices and operations. · Be accountable to the Palm Beach County School District for our performance. · Not charge tuition and fees. · Be subject to an annual financial audit. · Meet all applicable state and local health, safety, and civil rights requirements. Exhibit 12 DELRAY YOUTH ENRICHMENT VOCATIONAL CENTER Start-Up Budget April 01 thru June 30, 2001 REVENUE $ 76,900 $ 20,000 $ 4,00O $ 4,0OO $ 104,900 Federal Start-Up Grants Other Grants Inkind Donations Donations TOTAL START UP REVENUE EXPENSES 4,375 1,200 60O 225 3,500 6,OO0 1,500 5,40O 500 2,000 4,000 800 3,500 40,000 $ 3,000 $ 76,600 Rent (3 Months - April thru June, 2500 sq ft @ $7.00 sf) Utilities Telephone Service (3 Lines) Trash Removal Printing/Copying Insurance Legal services Utility Deposits Hook-Up Charges Academic Materials Vocational Materials Licenses, Fees & Subscriptions Non-Capital Purchases (Small Tools etc.) Capital Expenses (Pickup Truck; Copier; Compressors; 2 Lifts Telephone System; 6 Computer Systems; Office Furniture etc) Renovation of Facility SUB-TOTAL EXPENSES PERSONNEL 12,981 993 - 258 385 $ 14,617 Co-Ordinator/School Administrator FICNSS Match Health Insurance Workman's Compenasation SUTA TOTAL PERSONNEL $ 91,217 $ 13,683 $ 104,900 TOTAL PERSONNEL & EXPENSES 15% ADMINISTRATIVE INDIRECT TOTAL BUDGET Exhibit 13 Delray Youth Enrichment Vocational Center REVENUE YEAR I YEAR 2 YEAR 3 Palm Beach County School District ~-'~170,292 $172,760 (~ $198,657 Palm Beach County Weed & Seed $25,000 $25,000 $25,000 City of Delray Police Department .T..,v ,-. I~ ~j =, $70,000",, $70,000 "'-, $70,000 City of Delray $150,000 $150,000 $150,000 Other Grants $66,000 $66,000 $66,000 Program Income $5,000, $10,000 $10,000 Fund Raising $10,000 $15,000 $20,000 Other Donations $6,000 $6,000 $6,000 TOTAL REVENUE $502,292 $514,760 $545,657 Page I Exhibit 13 Delray Youth Enrichment Vocational Center F/Y 2001/02 Budget I. Personnel (Total Sheet) YEAR I YEAR 2 YEAR 3 School Administrator/Certified SED Teacher Salary $45,000 $46,350 $47,741 Fringe $7,043 $7,446 $7,582 Total Salary/Fringe $52,043 $53,796 $55,323 Auto Shop Supervisor Salary $41,600 $42,848 $44,133 Fringe $6,282 $7,178 $7,606 Total Salary/Fringe $47,882 $50,026 $51,739 .5 FTE Auto Shop Instructor Salary $26,000 $26,000 $26,000 Fringe $1,989 $1,989 $1,989 Total Salary/Fringe $27,989 $27,989 $27,989 .5 FTE Academic Instructor Salary $20,800 $20,800 $20,800 Fringe $1,591 $1,591 $1,591 Total Salary/Fringe $22,391 $22,391 $22,391 Administrative Assistant/Employment Specialist Salary $28,000 $28,840 $29,705 Frin ge $5,242 $6,106 $6,502 Total Salary/Fringe $33,242 $34,946 $36,207 Inkind Behavioral Support/School Police Total Salary/Fringe/Insurance ** $65,328 ** $65,328 ** $65,328 Page 2 Exhibit 13 Delray Youth Enrichment Vocational Center F/Y 2001/02 Budget I. Personnel (Total Sheet) YEAR I YEAR 2 YEAR 3 Total Personnel Salary $226,728 $230,166 $233,707. Fringe $22,147 $24,310 $25,270' Total Salary/Fringe $248,875 $254,476 $258,977 ** NOTE: Inkind Salary/Fringe/Insurance included Page 3 Exhibit 13 DELRAY YOUTH ENRICHMENT VOCATIONAL CENTER II EXPENSES YEAR 1 YEAR 2 YEAR 3 RENT ELECTRIC PEST CONTROL TRASH REMOVAL SECURITY SYSTEM R/M JANITORIAL R/M BUILDING AUDIT FEES LEGAL SERVICES ACCOUNTING SERVICES CONSULTANTS AUTO REIMBURSEMENT AIRFARE/LODGING/MEALS CONFERENCE/CONVENTION FEES STUDENT VOUCHERS/TRANSP. NON CAPITAL PURCHASES RENTAL/LEASE EQUIPMENT R/M EQUIPMENT OIL/GREASE VEHICLES REPAIR PARTS VEHICLES TIRES/TUBES VEHICLES GASOLINE VEHICLES FOOD SERVICE PAPER SUPPLIES-FOOD MEDICAL SUPPLIES SCHOOL PACKAGE INSURANCE D & O INSURANCE WORKMAN'S COMPENSATION INS. SUTA VOC.ED MATERIALS ACADEMIC MATERIALS POSTAGE TELEPHONES PRINTING COPYING OFFICE SUPPLIES RECRUITMENT LICENSES/FEES/DUES/SUBSCRIPTIONS STAFF DEVELOPMENT STUDENT STIPENDS/REINFORCERS BOARD ACTIVITIES SCHOOL ADMINISTRATORS EXPENSES VOLUNTEER APPRECIATION FIELD TRIPS TOTAL EXPENSES 17,500 18,375 6,000 9,000 400 400 2,245 2,357 360 360 25,000 25,000 1,200 1,200 Part of indirect administrative Part of indirect administrative Part of indirect administrative 16,000 16,000 500 500 1,500 2,000 500 600 3,500 6,000 7,500 7,500 1,000 1,000 1,300 1,300 300 300 500 500 200 500 1,200 2,200 14,000 21,600 50 100 350 50 19,294 9,000 400 2,475 360 25,000 1,200 overhead overhead overhead 16,000 500 2,500 700 6,000 2,500 1,000 1,300 300 500 500 2,200 21,600 100 50 Included in Administrative overhead Included in Administrative overhead 7,201 7,339 7,481 1,925 1,925 1,925 2,500 3,500 3,500 2,500 3,500 3,500 500 500 500 3,420 3,420 3,420 2,500 1,500 1,500 750 750 750 1,200 2,000 2,000 1,000 1,000 500 800 800 800 2,000 2,000 2,000 15,000 25,000 25,000 Includedin Admini~rativelndirectoverhead 500 500 500 500 500 500 500 500 500 143,901 171,576 167,855 Page 4 Exhibit 13 DELRAY YOUTH ENRICHMENT VOCATIONAL CENTER YEAR 1 YEAR 2 YEAR 3 III CAPITAL FURNITURE/FIXTURES & EQUIP. 40,000 10,000 10,000 IV REMODELING & RENOVATIONS 4,000 2,000 2,000 TOTAL EXPENSES 187,901 183,576 179,855 TOTAL PERSONNEL 248,875 254,476 258,977 TOTAL EXPENSES & PERSONNEL PLUS 15% INDIRECT ADMINISTRATIVE SUPPORT STAFF SERVICES I TOTAL BUDGET 436,776 438,052 438,832 65,516 65,708 65,825 502,292 503,760 504,657 Page 5 MEMORANDUM TO: FROM: SUBJECT: MAYOR AND CITY COMMISSIONERS CITY MANAGER ~~.. AGENDA ITEM z/f. WORKSHOP MEETING OF MAY 8, 2001 CHARTER REVISION COMMITTEE - MEMBERSHIP DATE: MAY 4, 2001 The Commission approved Resolution No. 37-01 at ks regular meeting of May 1~ thereby establishing a Charter Revision Committee for the sole purpose of reviewing the City's Charter and formulating recommendations to the City Commission. It was suggested at that meeting that membership be coordinated ensuring representation of the diverse community as well as the business community. For your information we have included a copy of the map used to ensure geographic distribution of the Visions 2010 Steering Committee membership. Ref-dkgmemol0.CharterRevisionCommitteeMembership.05-08-01Workshop CITY OF DELRAY BEACH, FLORIDA CHARTER REVISION COMMITTEE UNTOH L-~ CANAL C-f5 CANAL --,--.--,--,-- CrTY LIMITS ONE MILE GRAPH/C SCALE CiTY OF DELRAY BEACH, FL PLANNING & ZONING DEPARTMENT MAY 2007 [lTV DF DELRI:IV BER£K DELRAY BEACH 100 N.W. 1st AVENUE DELRAY BEACH, FLORIDA 33444 1993 1. Arthur Brown 4255 NW 10t~ St Delray Beach, FL 33445 496-0264 Area I Charlotte Durante Durante Realty 600 N. Congress Avenue Delray Beach, FL 34445 272-7059 561/243-7000 Dr. Jay Alperin 3130 Lowson Blvd. Delray Beach, FL 33445 495-5215 (h) Sally Eckerle 382 SW 27t~ Avenue Delmy Beach, FL 33445 278-2328 (h) Woodlake Subdivision Area 2 Daniel Bernheim, Jr. 4198 Live Oak Blvd. Delray Beach, FL 33445 499-7703 (h) Jay Felner 4182 Live Oak Blvd. Delray Beach, FL 33445 496-2000 (ofc) 498-2806 (h) Area 3 THE EFFORT ALWAYS MATTERS Visions 2010 Steering Committee Rena Foley 629 Eldorado Lane Delray Beach, FL 33444 276-5885 Ann Koplas 1115 N. Swinton Avenue Delray Beach, FL 33444 274-0085 Area 4 o Mary Alford 31 NW 14th Avneue Delray Beach, FL 33444 278-3094 President, Gateway Neighborhood Association Alfred Straghn 26 SW 5th Avenue Delray Beach, FL 33444 272-8396 Area 5 John Levinson 2915 S. Federal Highway #D2 Delray Beach, FL 33483 243-2690 243-9242 (h) Jamie Ramierz 1114 SW 8t~ Avenue Delray Beach, FL 33444 276-3396 Area 6 John Bennett 137 Seabreeze Avenue Delray Beach, FL 33483 274-7255 Beach Property HOA, Board Member Perry Don Francisco Boston's On The Beach 40 S. Ocean Blvd. Delray Beach, FL 33483 278-3364 Area 7 March 28, 2000 2 [ITY OF DELRI:IY BEI:II:H FIRE DEPARTMENT SERVING DELRAY BEACH DELRAY BEACH Ali.America City TO: 1993 M O R A N D IT M David T. Harden. City Manager FROM: Kerry B Koen, F~re CNef · GULFSTREAM · HIGHLAND BEACH SUBJECT Civic Club Memberships - Recommendation DATE' April 19, 2001 Over the years, key city staff members have achvely participated m various civic orgamzat~ons such as Rotary, K~wams. Exchange, and L~ons These orgamzatlons, as xvell as the City of Delray Beach, have benefited from having city representattves present to participate in orgamzat~onal act~v~tms, and to estabhsh and mmntam effective commumcat~on and orgamzatlonal "hnkage" w~th mty government Several Department Heads enjoy the benefit of having thmr membership cost covered by employment agreements However, th~s ~s not the case for other senior, management level personnel. I feel that some support from the C~ty to deft-ay the costs associated w~th membership would encourage more pamc~pauon, and thereby create stronger tins and more "two-way" commun]cauon w~th tine c~v~c ~nterests of our community In much the same way that "neighborhood" orgamzat~ons help define and shape the needs and ~ssues m the comn-~umty as a xvhole, c~vlc orgamzatmns can also be qmte helpful To that end, I recommend that employees m the "exempt" category be ehg~ble for membership/cost remqbursement through respective departmental budgets to the same extent now available to Department tleads, w~th Department Heads responsible to see that membership and pamc~pat~on opportunmes are made available on a fau' and eqmtable bas~s Further. I suggest that these re~nlhur~ed memberd~p opportunities be lu-mted to no more than three ehg~ble ~tal'l members, in add~t~ou to tine Department }lead m tine larger departments, w~th one or mo approved for smaller umts Your consideration of tNs matter would be appreciated 'oe (''- Fire Chief FIRE DEPARTMENT HEADQUARTERS ° 501 WEST ATLANTIC AVENUE · DELRAY BEACH, FLORIDA 33444 (561) 243-7400 · SUNCOM 928-7400 · FAX (561) 243-7461 Pnnted on Recycled Paper