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Agenda 08-03-02
T. Call to Order.. COHMUNZTY REDEVELOPMENT AGENCY WORKSHOp . Saturday, August 3~ 2002 Library Program Room Boynton Beach 9:00 A.M, Roll Call. III. Agenda Approval IV. CRA Planning': A. Implementation Vision Presentation from Director. B. Review of Mission and Purpose of the CRA. C. Review of Existing Priorities and Projects. D. Community Program Content. E. Incentives. F..Proposed Budget and Funding Forecasting. Administrative A. CRA Area: Recommendations for BoundarY Adjustments. B. Personnel Polio/and Procedures Manual C. Board Selection Criteria Guidelines D. 'P & Z Presentation Package Criteria (' ~, ~ Any person who derides to appeal any decisi°n of the Community Redevelopment Advisory Board ~ respect t.o'any matter considered at this meeting will need a record of the proceedings and for such purpose may need to ensure that a verbatim record of the proceedings is made, which record includes the bestimony and evidence upon which the appeal is to be based. The aty shall furnish appropriate auxiliary aids and services where necessary to afford an individual with a disability an equal opportunity to partidpate in and enjoy the benefits of a service, program, or acavity conducted by the Qty. Please contact Douglas Hutchinson at 561-742-6435 at least twenty-four hours prior to the program or activity in order for the atv to reasonablv accommodate vour reauest. . E. Design Guideline Development for Buildings in CRA F. Trash Collection Issues for Development in CRA VI. Public Audience. VII. Other. VIII. Adjournment. Any person who decides to appeal any derision of the Community Redevelopment Advisory Board with respect to any matter considered at this meeting will need a record of the proceedings and for such purpose may need to ensure that a verbatim record of the p[oceedings is made, which record includes the testimony and evidence upon which the appeal is to be based. The City.shall furnish appropriate auxiliary aids and services where necessary to afford an individual with a disability an equal opportunity to participate in and enjoy the benefits of a service, program, or activity conducted by the City. Please contact Douglas Hutchinson at 561-742-6435 at least twenty-four hours prior to the program or activity in order for the City to reasonably accommodate your request. WORKSHOP III. CRA PLANNING A: IMPLEMENTATION VISION Implementation Vision for Boynton Beach CRA Revised 7/29/02 Introduction: It is recognized nationally that the most successful, long-term downtown redevelopment areas incorporate a balanced four-point process. These proven items are; Design, Organization, Promotion and Economic Restructuring. This is a broader vision than many CRAs use and certainly is new to Boynton Beach. However, in view of the current economic climate and regional activities already in development, I feel that this more comprehensive approach is necessary. I do not see evidence that doing things exactly the same way as other CRAs have done assures success in Boynton Beach. In fact, there are many indicators in communities that have much more mature CRAs that strongly suggest the opposite. The Boynton Beach CRA, being a new entity in many ways, offers the opportunity to develop a broader vision for the CRA in Boynton's downtown redevelopment. As its new director, it is my responsibility to bring these ideas for discussion. Once direction and consensus are arrived at, I will ~nergetically carry out that program. I hope that the Board sees the concept of bringing new and often different perspectives to the CRA for consideratiOn as constructive and not meant to indicate any pre- judgement of a right or wrong way of doing things. In this light, I want to emphasize that I am not trying to undo or change any of the extensive studies, which have been completed, such as Vision 20/20, but instead I would like to present perhaps a fresh and impartial vision of how to get the ideas accomplished. I believe that Boynton Beach, first and foremost, must have a .,unique identity that the Community can participate in developing. This identity or "branding" should be defined to serve the Community and be credible and real enough to attract and influence quality development. This approach would place emphasis on investments that capture the Community essence, return substantial tax base improvement, and enhance the quality of life for all of Boynton Beach. CRA funds must be focused and not diluted by a multitude of peripheral issues. Federal Highway and Ocean District: To that end, I believe that the concept of the Promenade and Riverwalk should bc of scale and use to become a major anchor to Boynton's identity. This would then become part of a linkage to the City Hall area and the Children's Museum/Arts area. The current plan of acquiring properties at the intersection of Federal and Boynton Beach Blvd. is one of the centerpieces that would develop the linkage between the waterfront and cultural Implementation Vision 7/29/2002 Page 1 of 14 center (Children's Museum, Library, Arts Center) / historic Ocean Ave areas. This central parking location can generate pedestrian traffic for the entire area and when combined with additional parking in the waterfront area allows for sizable visitation, events and festivals to become reality. The Promenade and Riverwalk would be proposed to be integrated into the existing Park and Mangrove Nature Walk. This substantial existing investment goes underutilized. The Community is in need of an events and festival area which can be used easily with little set up cost and permanent public accommodations such as restrooms, water fountains, trash, shade and seating areas. The area would be proposed to be decoratively iron fenced with entry gate arches. These will be normally open to allow public access, but also could be used as ticket areas for special events and festivals. Further, basic items such as several temporary stage areas should be scattered in the project design. To draw visitors to the Riverwalk aspect of the project, it is proposed that the Promenade's pedestrian element have several sites for public "Sculpture Fountains" along its length. These items could be phased in and represent the first major commitment to Public Art in Boynton. The potential exists that underwriting for the individual "Sculpture Fountains" can come from the CRA, citizen fundraisers, public funds, private individuals, corporate gifts, grants, and other capital campaigns. To enjoy the cool refreshing "Sculpture Fountains", viewing areas with shade created from imitation "sails" would provide colorful shade and tie the lOok to the adjacent marina. At night the dancing waters could be lighted to extend the hours of enjoyment. The Promenade would become an inviting Arts Walk for all ages and the subject theme of the "Sculpture Fountains" can be the heritage of Boynton; i.e., marine fishing, scuba diving, agriculture or historical sites/personalitieS, thereby celebrating and preserving it for generations. The "Sentinel" at the end of the Promenade to mark the Riverwalk wOuld be proposed to be a large screen format theater. An IMAX Theater would be seen from Federal highway and if designed.and lighted correctly, would draw people to the Riverwalk Complex. The building could use lasers to present graphic arts or moving pictures in a non-evasive format in the evenings. The IMAX Theater's "larger-than-life" size screen is unmatched in its ability to bring film content to life. The IMAX film library has substantial holdings of marine themed movies, Implementation Vision 7/29/2002 Page 2 of 14 which are proven winners and directly correspond to Boynton's heritage. The theaters routinely draw in access of 100,000 people per year. To further develop the theme of Boynton's marine linkage, it is proposed that a Prehistoric Marine Reptile, Fish and Mammal Museum be developed on the proposed Riverwalk Pier. To our knowledge, there is no museum solely focused on these fascinating creatures. Further, there is no major dinosaur museum in the State of Florida or the entire Southeast. Marine Reptiles are one of the most intriguing and fastest growing sectors of paleontology. It is a small niche, which Boynton could dominate. The museum exhibits area would therefore be relatively small in size, but great in importance. The initial concept is for primary exhibit area of 10,000 sq.ft. Other elements of the Museum would be skeletons of the sport fish found in the area to compare and contrast with the prehistoric fossils. One of the other creatures in the deep is the shark family which would be represented in exhibits as all three (dinosaurs, reptiles and sharks) existed in the prehistoric ocean. Finally, exhibits relating to the ecology of the Intracoastal Waterway will present current issues, concerns and programs. A design concept would be to explore the potential of having the museum built down into the Intracoastal waters. The current proposed site is water covered and does not have endangered sea grasses or mangroves on it. The glass walls of the first level of the museum would provide a natural backdrop for the exhibits. The design will allow the ecology of the Intracoastal Waterway to be seen by all visitors. The glass could show the first levels of the bottom soils, the water condition, mangrove root systems, etc. It further could link the manatees to their prehistoric relatives. Feeding areas for manatees and fish from the fn'st floor would generate underwater activities for all to see. The Boardwalk Complex design links it to the existing Mangrove Nature Walk. This complex also supports the scuba diving industry and the excellent scuba diving found just off the coast from Boynton. Possible linkages would be to develop dock areas for dive company rentals, displays, and educational exhibits about the reef system and its habitat. The museum complex may be designed as a floating structure to mitigate possible impacts. Boat moorings may be included in the design to allow visitation by boat. Final design criteria would encourage a world-class design to Boynton. Implementation Vision 7/29/2002 Page 3 of 14 The Museum Exhibits'would be developed to follow a balance of 1/3 skeletons, 1/3 fleshed creatures, and 1/3 hands on displays. Note that the skeletons and fleshed creatures may be robotic exhibits. Animation adds to the visitor experience and has been shown to make vivid impressions on visitors. In particular, articulated skeletons could become a "signature" feature. New technology would allow skeleton movement without visible mechanical means. The pioneer in the field is Hall Train Studios of Ontario Canada. Mr. Train has confirmed the feasibility of such creatures and can deliver this never-before animation showpiece at a reasonable cost. This has been included in the projected budget.. The Museum Store would carry educational items, proprietary branded products unique to Boynton, souvenirs, gifts, tee shirts, etc. The food area would supply basic refreshments and entertainment foods for the kids. Outdoor seating would be available in ad~dition to a small indoor area. The ultimate operations of the Museum Complex may reside as a division of the CRA since we are the major funding source and it is in the heart of our district or may be handed off to a Museum Board / nonprofit organization. For either scenario, the staffmg projected for six full time positions, several part-time / seasonal employees and a large volunteer group for support. Those permanent positions would be a Director/Curator, Marketing/Group Sales/Membership Manager, Finance/Accounting/Grants Manager, Operations Manager, (oversees the store and food), Education Development Manager, and a secretary. The IMAX Theater operations would require three full time positions plus part-time workers. Those permanent positions would be a Theater Manager and two Projectionists. The Manager would oversee theater concessions. Both areas will need several part-time employees during public operating hours and the number will fluctuate during "peak season" or special events. Janitorial and Maintenance services would be by contract. Pricing packages would be developed for group sales, schools and festival/event activities. Revenues would be designed to sustain operational costs, with capital outlays coming from CRA funds and/or capital campaigns. Implementation Vision 7/29/2002 Page 4 of 14 The Promenade and Boynton Boardwalk Complex Would be designed to attract a minimum of 120,000 museum visitors, 15,000 school children/students and 50,000 festival/event visitors in a "stabilized year" (generally excepted as the third operating year). Note that attendances of museums are greater in the first and second years because of its "newness" and festivals/events take three years to build and reach a stable draw. These trends are counter cyclical, which is good for the facility and brings a more flat line to attendance and revenue numbers. Every three years museums traditionally re-invest in major exhibits and/or secure traveling exhibits to renew attendances. The project has budgeted for and would follow this operating philosophy. The museum is expected to draw as follows: 30% coming from the local area (0-25 miles), 40% coming from the regional area (26-75 miles), 20% coming from out of the area, but in Florida (76+ miles) and 10% from out of the State. Elements are designed to retain visitors as follows: Attraction Duration in Hours Promenade Sculpture Fountains 0.50 Museum Main Exhibits 0.75 Traveling Exhibits 0.50 IMAX Theater - Movie and Transfer 1.00 Museum Store 0.25 Museum Refreshments 0.25 BoardWalk - Manatees/Viewing/Other Activities 0.50 Mangrove Walk 0.50 Subtotal 4.25 Other Marina Area Shopping & Activities Area Total 1.00 5~25 The Project generates a .5-day activity for the visitor in the area. The Project will need to seek "Package" parmers in the area or region to become an effective destination option. However, because of the quality of the Project, partners should be easily found. Note that 6 hours of activities are considered to be a "Day of Visitation" and thereby, generates an over night stay for some 30% to 40% of the projected Project visitation. This does not include any potential packaging of festivals and events for multiple day stays or any summer camp programs for the museum. An overnight stay generates an additional $170.00 per person in revenues for the local area (as per the Palm Beach CVB); i.e., $6,800,000 in new dollars to .the local area just for the museum. Implementation Vision 7/29/2002 Page 5 of 14 The museum would include primary exhibit areas - 10,000 sq.ft., space for traveling exhibits or special local shows - +/- 5,000 sq.ft., Offices - 2,000 sq.ft., Storage & Work Areas - 2,000 sq.ft., Briefing Room - 400 sq.ft., Lobby/Restrooms - 2,000 sq. ft., Museum Store - 1,000 sq.ft., and Food Concession - 1,000 sq:ft, for a total of approximately 23,400 sq.ft, on multiple levels. Capital costs for the project would be project initially as the following: Promenade Riverwalk Land Acquisition $ 750,000 Promenade Riverwalk - Basic construction/Landscape $ 1,250,000 Board Walk '$ 1,000,000 Special Outdoor Features - Sails, Seating, Restrooms, Sculpture $ 750,000 IMAX Theater - 125 seat 18/70 format 8,000 sq.ft. $ 3,000,000 Museum Exhibits Area with Exhibitsl0,000 sq.fi. ~ $500/sq.ft. Traveling Exhibits Area Briefing Room Lobby/Restrooms Retail Store Food Concession Offices Storage, Work areas 5,000 sq.ft. ~ $300/sq.ft. 400 sq.f~. ~ $250/sq.ft. 2,000 sq.ft. ~ $150/sq.ft. 1,000 sq.fr. ~ $300/sq. ft. 1,000sq.ft. ~ $300/sq.ft. 2,000 sq.ft. ~ $150/sq.ft. 2,000 sq.ft. ~ $100/sq.ft. Inventory Stocking, Misc. Equipment, Supplies Special Construction, Exhibits, Fixtures, etc. Project Total Architectural, Engineering, Contingency 15% Total $ 5,000,000 $ 1,500,000 $ 100,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 200,000 $ i00,000 $ 750,000 $14,600,000 $ 2,200,000 $16,800,000 Proposed funding sources for the Project: (conceptual and unconfirmed) CRA Cash Funds Bonds Subtotal CRA 36% City of Boynton Beach - Eco.&Tourism Dev.-Parks&Rec. 3°/~ Palm Beach County- Arts/Museums,Eco.&Tourism Dev. 9O/o Grants Educational Tourism 'Development- State of Florida DOT- "IceTea" Grant FIND Nation Science Foundation Subtotal Grants 18% Capital Campaign 34% Individuals Private Foundations Corporate Foundations Total Proposed Funding $1,000,000 $5,000,000 $6,O0O,0O0 $ 5OO,OOO SI,500,000 $ 3,000,000 $ 5,8O0,OOO $16,800,000 Implementation Vision 7/29/2002 Page 6 of 14 The project will appeal to a large demographic cross section that ranges from 2 year olds to 92 years, low to high incomes, and all educational levels. Studies by the Discovery Channel have found that the subject matter of Dinosaurs and Sharks are consistently the top drawing subjects. This museum concept has the potential to attract consistent visitorship to the area, whether through school educational visits, tourists or festival,goers. Studies also show that IMAX Theaters perform substantially better when linked to educational facilities. The project design creates flexibility by incorporating a traveling exhibit area. When coupled with a variety of IMAX movies, the facility is kept fresh to create repeat visitation. The project concept opens many new funding opportunities for the Riverwalk Project. The Project can be phased to match funding flow. Alliances will be formed with other museums in the region, schools, colleges / universities, attractions and nonprofit groups. The caliber and focus of the Museum will also attract attention from national private and corp6rate foundations, science and education foundations, and governmental/public grant sources. The ability of the Project to draw funding from a large geographical area and diverse background should be emphasized so that it is understood that the project funding focus will far surpass the local commUnity. It is suggested that the Board seek Feasibility Studies for the Complex, which can be performed by specialists such as ERA, Inc., Harrison Price Company, etc. Professional capital campaign firms can confirm capital campaign feasibility. Each of these studies would cost approximately $25,000 to $45,000 and are usually done very early in the project development process. Staff, along with existing design study projects underway with Quincy Johnson Architects, can develop the required initial design concept documents for the feasibility studies. Initial operating and capital estimates are under development at the staff level at this time. These should be completed in early August. The project feasibility study would be completed first. Its deliverables would be (a) market area analysis, (b) competition and other attractions analysis, (c) projected project attendance, (d) projected project admission fees, (e) space analysis, (f) projected operating budget, (g) cost estimates and (h) economic impacts. The capital campaign feasibility would next look at various sources and potentials for capturing funding for the project. The size, scope,-quality, endorsements and feasibility of the project are critical to attracting a broad base of backing. With results from these two proposed studies, the Board could decide Implementation Vision 7/29/2002 Page 7 of 14 whether to pursue the Museum and IMAX project scope. The first feasibility study could be started in the next 45 to 60 days with a completion time of 60 to90 days. The capital funding feasibility would be started upon receipt of a favorable feasibility study and be completed within 30 to 45 days. If the studies indicate a feasible project and if the Board desires to move forward, the Board would secure an architectural firm, exhibits design finn, a museum consultant and a lead consulting paleontologist. It is anticipated that at least one major pri~,ate sector project will be announced as a direct result of the announcement of this concept. Further, initial economic impacts indicate the Project will itself (museum, IMAX, festivals/events and student programs) generate nearly $7,000,000 per year in new local revenues in the private sector (hotels/motels, restaurants, gas, retail shopping, entertainment, attractions and services). The concept brings many facets of the Community together and defines the Community through their input and investment in a i)ublic project vs. developer driven projects. The "Branding" of Boynton with its current logo and product line are easily defined and expanded with this concept. The current City logo would only be slightly modified to a fish skeleton, thereby linking the project to the City graphically. This reinforces the City's image without sweeping changes or confusing graphics. Signage and a grand entryway design are imperative to the visitor use,o.f the area and should be carefully designed to benchmark Boynton. Parking linkage with.pedestrian comforts should be of first priority to bring people into. the area. The Project cannot be seen from any major highway 'therefore, it cannot be assumed that "build it and they will come". Further, there are no indicators that the project, if built without some additional elements as proposed herein, would be used or considered a visitor draw or asset. At best the response to an informal survey of tourism entities has been it would be a passive attraction, which may not merit investment in the first place. As the anchor to the west, the Arts activities at the Community center and Children's museum would be further developed. Elements could include skate parks, story telling areas, foOd, stores, and other family activitieS. The Ocean District Study considers the future of the.old high school Implementation Vision 7/29/2002 Page 8 of 14 or the concept of building a new arts and performance center. Its stage could support Community Theater, puppet shows, etc. Classroom space is badly needed for teaching the Arts. Further this Educational and Community use will attract funding sources for Arts expansion. The Children's Museum and Arts area has close proximity to the Historic Ocean Avenue area. The Historic Ocean area would capture traffic from public parking adjacent to it at Federal and Boynton Beach Blvd. In the future, if light rail is developed, the logical station location is in the Ocean area. The concept gives linkage to major existing investments by the Community in the Community Center, Arts Building, Children's Museum, Library, etc., and the proposed new waterfront development. The downtown would truly be a destination location for entertainment, education, cultural arts, food and specialty shopping. Many of the Cities and/or CRAs in the Palm Beach County area have a cenferpiece, Boynton must also distinguish itself as a Community, and I believe this Implementation Vision fulfills the public's input and planning that has occurred in several studies. It also serves the Community's needs first, and then reaches beyond. It is a concept of quality and substance that has lasting interest and value for a broad range of the public. I believe that this investment in public projects is wise and serves the Community directly. I do not believe that incentives or subsidies to large- scale developers will be required with this caliber of anchor attraction project. In fact, I believe we can expect several major projects to move their timeframes forward and announce their projects earlier because of this project commitment. Further, I believe .that the developments can be standalone and not subsidized by the CRA. The anchor' project concept generates considerable economic activity, which the private sector can use to support their investments without public subsidy. I believe that the public would rather support this public project investment concept rather than monetarily supporting private sector developers. Heart of Boynton Area: Although the concept of the Boynton Downtown core serves a great part of the Community, it does not address issues as delineated in the "Heart of Boynton' Study. For these areas the same four-point approach (design, organization, promotion, economic restructuring) would be used and programs developed to support new investment and Implementation Vision 7/29/2002 Page 9 of 14 redevelopment in the area. The proposals are intended to be partnerships with those neighborhoods to development long-term benefit. One of the suggestions has been to develop a revolving loan fund for the CRA. The proposal addresses the formation of a joint venture effort targeted at specific neighborhoods and participants based on outside matching to establish a venture capital fund and revolving loan fund. This may be a onetime injection or on going. The CRA would be a 1/3 partner in the program. The other anticipated partners would be the targeted Community area 1/3, and outside grant funding 1/3 for a project total of $150,000. It is proposed that this $150,000 be divided as follows; $50,000 Incubator program support - Rent Subsidy, Professional Services Aid, Training, Shared Services, etc. and $100,000 Revolving Loan/Venture Capital - Venture Capital and Loan processing would be the same, except that a loan may be turned into ownership at the approval and wishes of the program board. The program is targeted at specific requirements such as: neighborhood'area, income levels and minority status. An appointed Board of 5 to 7 members comprised of Community leaders, professionals and citizens, would direct the fund and be overseen by CRA staff. Requests would be reviewed monthly or quarterly depending on the pleasure of the Board. The program encourages Community buy-in, develops neighborhood pride, hope and will encourage private sector deVelopment.. It will prepare the Heart of Bo .sfnton business community to support and benefit from new commercial development. The 'CRA is proposed to be the catalySt for this new construction through land assembly, recruiting national anchor tenants and to partner with the City and its residential redevelopment program for the area: Business Assistance and Economic Incentive Program: The CRA wishes to aggressively pursing business development and redevelopment of existing commercial properties as a top priority. The staff proposes that the CRA offer a variety of Business Assistance and Economic Incentive Program incentives for qualified projects. If approved, a defined program including qUalifying criteria, application process and reporting program should be developed prior to extensive use of the fund. Implementation Vision 7/29/2002 Page 10 of 14 The Proposed Programs include: Fast Track Permitting: Boynton Beach will accelerate the normal permitting process to accommodate business schedule, assuming all zoning, code and financing documentation has been accomplished or otherwise reconciled. 2. Waiver of Permitting Fees. (To be Defined with the City) o Fagade Grant Program: (existing) The purpose of the program is to encourage commercial Property owners to upgrade their properties by improving the external appearance of their business and to encourage businesses to invest in their operations. The result will halt deterioration, stabilize property values, improve and upgrade appearance of the area, and facilitate and encourage redevelopment activity in the target area. Incentives are directly linked to job creation, needed services, cultural and recreational attractions, beautification and long-term based improvement. The Fa¢ade Grants Program needs to be strengthened or eliminated. Since the program already exists, the following recommendations are made. First is to increase the amount available per project. This will encourage more usage and more extensive project scopes to be attempted. The amount of grant money possible per project, the process to acquire the funds, program requirements, time, effort and reporting .criteria, all work against program usage and consume staff time. Larger projects are easier to track and use the same staff effort, but would produce significant results. The grant pool size would be increased to accommodate an increase in the number of projects. Because this would encourage re-use of existing structures, the program may need to be limited and focused in areas where re-use is wanted. Some core areas are proposed for higher, new structures with mixed use concepts, therefore this program would be counter productive. However, in a focus area the results from this revised program format would be significant, if the CRA is interested in encouraging renovations. 4. Loan "Buy Down" Program: The CRA subsidized loan program is an incentive for new property owners and businesses to upgrade the appearance of their properties. Working Implementation Vision 7/29/2002 Page 11 of 14 with lenders, the CRA would provide funding to "buy down" interest, thus providing low interest loans for businesses. The program includes loans for interior modifications to existing structures to accommodate new businesses in specific areas within the CRA Area. Business Development Program: The program is proposed to help foster the establishment of new businesses in the Redevelopment Area. The program helps underwrite start up costs for new businesses by providing Rental Subsidies for the first year of 10ng-term leases, funds for Utility Deposits (repayable upon reimbursement from utility), Exterior Signage (per design criteria), License Fees (up to $500), and Legal Assistance to establish new business (up to $1,500.00). o Site Development Assistance Program: This program provides Limited CRA funding in the form of grants or loans to cover land development costs associated with new development or redevelopment. The program helps subsidize costs of site development such as site design, engineering and/or Infrastructure. Events and Festivals: GALA and Diving Festival: It is proven that festivals and events help to draw people and investment into an area. There is no better way to develop an identity and Community support for redevelopment. It is proposed to help underwrite major festivals/events in the CRA area on an annual basis. The GALA would be focused on unveiling major public Sculpture Fountains for the Promenade, the proposed new home area for the event, and jurying the next major work. This gives purpose, direction and Community tie-in to the event. The Arts Event thereby leaves its "mark" each year.., the who's who will want to be there for the unveiling of each major public art element and to see the jury designs for the next project. The second event would be a scuba diving event to emphasize Boynton's excellent reef scuba diving. Location would be at the waterfront in the Promenade, Riverwalk and Marina area. On shore events would bring land lovers into the world of diving and reef ecology issues. Events Implementation Vision 7/29/2002 Page 12 of 14 might include "Who Can Hold Their Hot Air The Longest", the "Great Flipper Race", "Pit Crew Driving S~te-Up Contest (who can get completely dressed in diving gear fastest)", etc. Vendors would, be limited to marine themes; i.e., crafts, souvenir vendors, and food booths w/th only seafood items. Intracoastal Boat.Parade? At night with lights? Third is an event targeted at the minority Community. This may be the further development of the Chambers Car Show which can showcase automotive art forms and expressions from several cultural backgrounds. Events that clearly celebrate Boynton are designed to be fun for the Community and are strong enough to draw regional visitation. The CRA involvement needs to identified; i.e., underwriter, organizer/developer, manager, etc. I would prefer complete control and would seek partners to aid in all aspects of the event. Major underwriting sponsors would be sectffed to ensure net income becomes a reality. Profits can be distributed to nonprofit partners, and/or the CRA for operations. The events would be designed to attract a minimum of 25,000 people over a Friday Evening to Sunday afternoon time frame. Staffing: It is proposed that CRA be involved in programs with much broader activities; therefore, the staff skills would reflect this workload. It is proposed that the CRA job descriptions include the following. Note that, no additional staff is beix~g requested, just adjusted for the proposed CRA activities. The staffing includes three positions; a Director, Controller and Secretary. There is no Assistant Director position for now. I think the three positions can cover basic items such as phones and walk-ins for the first several months. Thereafter, we will need to evaluate operations for the need of an Assistant Director next year. I envision the Controller being more involved with grants, capital campaigns, revolving loan administration, fafade grant program accounting, human resources/personnel, benefits management, etc. than extensive accounting work during the early months. However, I feel (as do other CRAs that I talked to) that it is very wise to bring this person on line as soon as possible to establish the basic books, accounting procedures, software selection, etc. It also makes sense not to have to re-do accounting or change people early in the project. The Assistant Director should have skills in program development and implementation; i.e.; Business development programs, incubator Implementation Vision 7/29/2002 Page 13 of 14 administration, events/festival operations, newsletter development, fagade grant administration, CRA operational aspects such meeting packages, etc. The job descriptions have been developed in our Policy and Procedure Manual. Conclusion: In conclusion, the priorities, which were passed in March by the CRA Board, are all intact and still the priority focus. I am proposing a bigger vision, with CRA and public funds focusing on direct public project investment and less on acreage assembly and developer incentives. I propose a large and diverse partnership with the Community, agencies, profession groups, business, nonprofits, and other branches of local government to accomplish the greater vision. The Implementation Vision focuses on excellence, from the MLK to Boynton Beach Blvd. areas, to excellence in Education and the Arts. I am proposing much more involvement with program content vs. bricks and mortar. I believe'the CRA would be addressing first the Community and in doing so, can attract private sector investment. This document is meant to stir the imagination and asks to push the status quo; it is up to the Community, and specifically the CRA Board to sculpt it for Boynton's future. Staff stands ready to move at your direction. Draft Concept Submitted by: Douglas Hutchinson CRA Director Implementation Vision 7/29/2002 Page 14 of 14 WORKSHOP IV. CRA PLANNING B: REVIEW OF MISSION & PURPOSE OF THE CRA CRA GOALS AND OBJECTIVES CRA To UNDERTAKE programs and projects to establis]h unique identity. CRA To FORSTER economic growth and redevelopment. CRA To MAXIMIZE economic value. CRA To ENCOURAGE public activities. CRA To ESTABLISH appropriate land use. CRA To ASSURE adequate safe guards. CRA To ENCOURAGE mix use development. CRA To CREATE destination atmosphere.. CRA To FORMULATE redevelopment strategies. CRA To ENHANCE the visual appearance of the community. CRA To PROTECT community character. CRA To PROVIDE for adequate housing. The Community Redevelopment Agency (CRA was adopted August 1984. In March 2001 the Boynton Beach City COmmission appointed seven prominent citizens in the community to serve on the CRA Board. The Boynton Beach 20/20 Redevelopment Master Plan and the CRA Board are in general agreement in their objectives for redevelopment and development of the downtown corridor and surrounding neighborhood. The CRA District boundaries are from the northern most area (GATEWAY BOULEVARD) easternmost area (INTERCOASTAL WATERWAY) to westernmost area (INTERSTATE HWY-I95.) Both the CRA Plan and the 20/20 Plan calls for mix use development projects, the need for downtown corridor development to encourage pedestrian orientation destination, stressing the importance of downtown parking and adequate police visibility, to create a safe pedestrian environment. A positive vision the future of Boynton Beach. WORKSHOP V. CRA PLANNING C: REVIEW OF EXISTING PRIOR/TIES & PROJECTS · Priority List · Riverwalk Promenade · Relax Inn- Purchase · West Parking Lot · Signage Program · MLK Properties · Office Space Priority A · CRA Work Plan 2001-2002 Develop Boynton Beach Blvd. Promenade and Riverwalk (3/03/01 Workshop) Acquire funding ($3 million) for land acquisition in Downtown Core Area (3/03/01 Workshop) Assemble land for public parking west of Federal Highway. (3/03/01 Workshop; Federal Highway Corridor Study) Develop way-finding signage program Priority B · Update CRA sector Plans for Ocean District and Boynton Beach Corridor (FL STs 163.360 (2)) · Complete MLK Area Plan and Identify target redevelopment area (City Commission Resolution 87-QQQ; FL ST s 163.360 (2) · Acquire property and assemble developable parcels in MLK target area (City Commission Resolution 87-QQQ ; FL ST s 163.370 (9) (e)) Priority C Assemble 3 to 5 acre site for possible convention style hotel in Downtown Core Area (3/03/01 Workshop; Federal Highway Corridor Study) Develop !-95 Boynton Beach Blvd. gateway entrance feature (3/03/01 Workshop) Develop median for B0ynton Beach Blvd, ('3/03/01 Workshop) · Establish the CRA as the city's parking authority (3/03/01 Workshop) · Prepare annexation recommendations for county pockets ('3/03/01 Workshop) Criteria: Priority A: Pdodty .B: Priority C: Projects currently underway or mandated by the City Commission and/or CRA Board Projects currently underway or required to meet state requirements for CRA Plans Other projects identified by CRA Board members ADOPTED: August 14, 2001 MEMORANDUM TO: FROM: RE: DATE: CRA Board Douglas Hutchinson WAY-FINDING SIGNAGE July 23, 2002 Please find attached a "Request For Qualifications" (RFQ) for the Way-Finding Program. I would recommend that we follow this process: seek "Request for Qualifications", select a review panel of 7 people, select company, gather public input, select design and approve signs, solicit bids for construction, award project construction and installation. Because of the importance of this program (it defines Boynton) I would like to use the RFQ process so that no one firm is seen as having an inside track. The review committee would be proposed to have two CRA Board Members, CRA Director, a City Engineering Staff Member, a County Representative, a Boynton Citizen and a Chamber Representative. The sign design, systems, placement, materials, etc. all need the City's input and ultimately, blessing. This will ensure that signs fit with the rest of the community. The City has $280,000 over the next four years to replace their signs so they can begin as well. They will pay for the design aspects beyond our needs, which may be applied to our contracts or under separate agreement. I do not "believe that the RFQ process will slow the ultimate sign program and much of the attractions are still under construction. Note that because there is proposed two CRA Board members on the selection committee, all meetings will need to be presented in Public Meetings settings. Please review and advise. Scope of Work City of Boynton Beach CRA Way-Finding Master Plan/Signage Program Community Redevelopment Agency INTRODUCTION: The CRA is seeking to retain the services of a consultant to prepare a Way-Finding Master Plan/Signage Program. Interested firms are invited to submit letters of interest and statements of qualifications and experience for consideration by the CRA to provide services for the following described work: Collection, review and analysis of existing signing, Iogos, and colors currently-being used by the City as well as an evaluation of the City's current s~gn manufacturing capability; [] Determination of existing entry markers and directional signing locations and a determination of new locations for entry markers and directional signing; [] Identification of various destinations meritorious of directional signage; [] Meeting with various groups, including CRA Board, City staff, City Commission, representatives of various City boards, the Chamber of Commerce, and the public for in put into the various alternatives. The consultant, should plan on a minimum of three public meetings as well as three meetings with staff; D Coordinating with a comprehensive plan for"Way-Finding" including architectural development of a sign family that will include entry markers, directional signs, street markers, etc. Work on the sign family shall include development of a common logo (or enhancement of the existing logo), color scheme, font, and signing material(s), for placement at referenced locations. The final sign family to be comprised of a number of sub-families to serve particular geographic regions such as the marina district and the Central Business District. Although these sub families may be of unique design, they shall still be comprised of the common design elements in the overall City of Boynton Beach identity. The final plan should include sign locations as well as cost esti mates and recommendations for implementation; and within the CRA area. [] The consultant shall endeavor to provide a s~gn system that can be easily modified and maintained at minimal cost by City staff Using City resources. BACKGROUND: The City of Boynton Beach is a well-established community of approximately 65,000 residents. The City has recently been enjoying a burst of development both inside and outside the city limits. The City is constructing infrastructure such as roadways and sidewalks in cooperation with this growth. Development and redevelopment in and around the City, including the central business district, is being encouraged. The City and CRA wish to create a unified concept for directing the public to various points of interest and to welcome them to the City. Such a system should emphasize the City's energy and enthusiasm and reflect the CRA pride in the resources we offer to visitors and residents alike. An easily recognizable concept is desired, using a unique logo, color scheme, and/or use of materials, to direct and inform the public about historic sights, recreational areas, city facilities and other points of interest. A:\Way-Finder Scope of Work.doc Page 1 of 2 SCHEDULE: Based on the CRA entering into an agreement with a consultant, at CRA meeting of Date, the CRA anticipates a completion date of no later than Date, SCOPE OF SERVICES: The scope of services and fees will be negotiated with the consultant judged most qualified to complete the work described above. CONCLUSION: The submittal should include: 1. Resumes or professional qualification statements of the key personnel who will be working on the project. 2. A statement of experience with exam pies of similar projects completed by the personnel designated above. 3. A general description of the consultant's knowledge of design and implementation of"Way- Finding" for south Florida municipalities. 4. A brief outline of the consultant's approach to the work described. 5. A preliminary project schedule indicating deadlines, interim deliverables, and expectations for reporting. 6. Hourly rates for all categories of personnel the Consultant proposes to assign to this project. The CRA reserves the right to reject any or all proposals or to waive technicalities to award a contract for professional services in the best interest of the CRA and the public. Questions concerning this P, FQ, as well as proposals, must be directed to: Douglas Hutchinson, CRA Director City of Boynton Beach 124 East Woolbright Road Boynton Beach Boulevard, FL 33435 (561) 742-6435 Proposals must be submitted no later than 2:30 p.m., August 30, 2002. A:\Way-Finder Scope of Work.doc Page 2 of 2 Memo: I'o: CRA Board Members From: CRA Director Douglas Hutchinson Re: Office Space Date: 7/23/02 The CRA has been looking for suitable office space in the distriCt. After a month of looking, I would suggest that the best solution is that the CRA purchase an Office Condominium unit from Gene Moore at Ocean Avenue. This may be one of just a few options, whether to lease or buy. The analysis is based on the current rental market and space availability. The going rental rate is $1.00 to $1.25 / sq.ft, month. Most spaces will need refurbishing or build- out at the CRA's expense on top of the rent and applicable CAM fees. Location is very important and there exists only a few qualified offices. Mr. Moore has a fourth floor office unit (#406) with 1,200 sq. ft. available in two months for $1,500 / month plus $120 / month POA Fee. ($19,800 / year) The space is mostly open, but would require the CRA to purchase office divider walls and/or cubical units to create the needed office set-up. Mr. Moore also has an unfinished unit (~401) with 1,200 sq.ft, with plumbing and HVAC roughed-in. This unit overlooks the Marina and Promenade/RiverWalk projects. It is on the fourth floor in the heart of the CRA downtown area. The asking price is $150,000, however, because it is unfinished, I would offer $125,000. The individual condominium owners were offered $150,000 per unit recently by a developer. I believe that the CRA would never loose money on the purchase because we could get our price or not sell. Additionally, we know this property will be sold in the next three to five years because of its location. We know that the better the CRA does its job, the more money the unit will be worth. Bottom line is that we would have buyers for the unit coming to us, and we can holdout until we get our price. I believe that the CRA could save at least $100,000 in rent over the next five years. It is a property that we would not have to market to attract an offer to sell the unit in the future and it would give the CRA time to consider future office space opportunities. Further, we can finish out the unit with an industrial or warehouse look (which is very popular now) with exposed ducts and mechanicals. The floor would be sealed and area rugs used to accent rooms. Low cost and low maintenance can be designed into the project. We can design the space for our exact use for best efficiency. The CRA would have had leasehold improvement costs with most of the lease spaces, therefore the CRA would not really have additional costs. Ownership retains expenses as an investment which can be recovered upon a sale vs. a loss for leasehold improvement costs. We also would have a say with the POA on the building sale and could maybe influence owners for a reasonable sale for the right project. I have prepared a spreadsheet on the initial numbers for the unit purchase and finish-out compared to renting. I would like to move quickly on this item, as my temporar-y space is about to run out. We cannot hire anyone or receive equipment until we have an office. Please review and comment to me. CRA Office Condominium Purchase Analysis 5 year Comparison 712312002 Rental Cost Space Square Footage 1,200 Leasehold Improvements Leasehold Improvement Costs per Sq.ft. Total Leasehold Improvement Costs $ 20.00 $ 24,OO0.OO Lease Cost Lease Rate per Sq. Ft./Month Monthly Lease Amount Annual Rental Costs Total Lease Cost for 5 Year Period $ 1.25 $ 1,500.00 $ 18,000.00 $ 90,000.00 CAM Costs CAM Costs / Sq.ft. / Year Annual CAM Costs Total CAM Cost for 5 Year Period $ 1.00 $ 1,200.00 $ 6,000.00 Total 5 Year Lease Costs $120,000.00 Unit Purchase Office Condominium Sq. Ft. I 2OO Condominium Unit Purchase Cost Unit Pumhase Price - Price/Sq. Ft. Total Condo Purchase Price Closing Costs Total Condo Purchase Cost 3% $ 104.17 $125,000.00 $ 3,750.00 $128,750.00 Finishout Improvement Costs Finishout Improvements / Sq. Ft. Total Finishout Improvements $ 41.67 50,000.00 Property Owners Association Fees POA Costs / Sq.ft. / Year Annual Fees Total POA Cost for 5 Year Period $ 1.00 $ 1,200.00 $ 6,000.00 $184,750.00 $ (64,750.00) Total Unit Cost Cost Difference - Leasing Vs. Purchase It costs $64,750 more to purchase unit vs. leasing, however all cost can be recovered, and if the Unit values go up, a profit could be realized. If the unit sold at the last market offer, the CRA would have spent approximately $34,750 over the offer. If we decided to take the loss, it would still would save the CRA $85,250 over five years. However, nothing states that we would have to take a loss on the unit since we own it and therefore could possibly save more money. Due to development pressures, it is projected that the building will be sold in the next 3 to 5 years, therefore, the office is short to mid-term in commitment of CRA funds. The Budget has funds for purchase, finishout and lease costs, therefore, the Budget will be reduced depending on the Board's direction for office space. ,-- I WORKSHOP IV. CRA PLANNING D: COMMUNITY PROGRAM CONTRACT · FaCade Grant Program · Excellence In Retailing · Business Plan Training · Revolving Loan Fund · Incubator Program · Festivals APPLICATION AND AGREEMENT CITY OF BOYNTON BEACH FACADE IMPROVEMENTS GRANT PROGRAM 2001/2002 APPLICATION PROCESSING An applicant seeking a project grant may secure an application from the Division of Community Redevelopment located in the Utility Department Building at 124 Woolbright, or by calling 742-6435. The application is to be returned to the Boynton Beach Community Redevelopment Agency for review by the Fa~:ade Grant Committee and approval by the CRA. Applications will be considered on a first-come, first served basis. AppliCants must take the necessary steps to insure that-their submitted application is properly time stamped to document receipt by the CRA. Upon approval, appropriate grant program documents will be prepared in the City Attorney's office and the applicant will be notified of approval by return mail. The CRA will administer the commercial exterior facade program. The CRA will inspect the work to determine satisfactory completion of the work. Applicants may not have any outstanding City of Boynton Beach liens against their property. In the event that an applicant has an outstanding City of Boynton Beach lien against the property, the grant will not be awarded until the complete satisfaction of the lien. PROGRAM GUIDELINES The following guidelines are intended to inform a potential grant applicant of the extent and scope of the program. The purpose of the program is to encourage commercial property owners to upgrade their properties by improving the external appearance of their business and to encourage businesses to invest in their operations. The result will halt deterioration, stabilize property values, improve and upgrade appearance of the area, and facilitate and encourage 'redevelopment activity in the target area. -1 -. The following guidelines are applicable to this program: The program is available only for property located within the Central Business District or any of the Community Revitalization Areas (C.R.A.'s) of the City of Boynton Beach. Note: See attached Fa~;ade Grant Area Map. The program is for commercial properties and businesses. The property owner must be the applicant. However, if the property is currently leased to a tenant, then the application/agreement must be jointly executed by both the owner and the tenant. 3. Eligible exterior improvements for this program include: · Painting. · Shutters. · Signage (located on the building or the property). · Awnings/canopies. · Doors/windows. · Landscaping around the building within six (6) feet of the exterior wall(s). · Irrigation. · Parking lot re-paving, re-sealing, re-striping · Lighting. · Patio or decks connected to the building. · Exterior wall repairs (e.g. stucco, brick or wood repairs and replacement). · ADA improvements. = The areas of renovation of the faCade program will be referred to and considered as easements. = All work must be in compliance with applicable Boynton Beach Building Codes and all contractors must be licensed in Boynton Beach/Palm Beach County. 6. Maximum Grant amounts: The CRA will provide, on a reimbursement basis, a dollar for dollar matching grant for eligible fa(;ade improvements up to a total of $5,000. In the event that a property owner, or tenant if applicable, installs enhanced landscaping and or signage in accordance with City Ordinance No. 98-43, the grantee will be eligible, on a reimbursement basis, for a dollar for dollar additional grant up to a total of $2,500 for ,those improvements. -2- PROGRAM AGREEMENTS The property owner and tenant, if applicable, do agree to the following conditions, and understand that they are a part of the responsibility for receiving grant funds: Not to demolish, remove or raze the buildings or the renovated fa(;ades without the permission of the City, except in the case of damage due to casualty; Not to erect anything on the premises or on the renovated fa(;ades which would prohibit them from being visible from street level, except for an approved temporary structure during alteration or restoration. Not to erect, construct, or move anything on the premises that would encroach on the open land area surrounding the buildings and interfere with a view of the facades or be incompatible with the architectural character of the buildings or the facades. d. To adhere to all city, State, and applicable codes. The property owner and tenant, if applicable, agree to maintain the building in a sound state of repair at all times, and to maintain the facades and the structural soundness and safety of the buildings and to maintain the property so as to prevent deterioration of the facades. In the event of casualty, the property owner and tenant, if applicable, shall replace, rebuild, repair, and reconstruct whatever is necessary to have the external nature of the building at all times appear to be and actdally the same as the facade. PROGRAM REGULATIONS No buildings or structures, including satellite receiving dishes, camping accommodations, or mobile homes not presently on the premises shall be erected or placed on the premises hereafter, without the prior written approval of the City; which approval may be arbitrarily withheld, except for temporary structures required for the maintenance or rehabilitation of the property, such as construction trailers. 10. No topographical changes, including but not limited to excavation, shall occur on the premises, without the written consent of the City, unless such topographical changes are consistent with and reasonably necessary to promote the preservation and conservation purposes of this easement. -3- 11. There shall be no removal, destruction, or cutting down of trees, shrubs, or other vegetation on the premises without written permission from the City, provided the City agrees to landscaping that is compatible with the preservation and conservation purposes of this easement and which may involve removal or alteration of present landscapi, ng, including trees, shrubs, or other vegetation. In all events, property owner and tenant where applicable, shall maintain trees, shrubs, and lawn in a good manner and an aesthetic appearance consistent with the City Code of Ordinances and with standard forestry practices. 12. No dumping of ashes, trash, rubbish, or any other unsightly or offensive materials shall be permitted on the premises. t3. The premises shall be used only for purposes consistent with the preservation and conservation purposes of this easement. 14. No utility transmission lines, except those reasonably necessa~ for the existing buildings and those previously recorded shall be permitted on the property. 15. The property owner, or tenant if applicable, agrees not to obstruct the substantial and regular opportunity of the public to view the exterior architectural features of any building, structure, or improvements of the premises from adjacent publicly accessible areas such as public streets. 16. The property owner, or tenant if applicable, grants the City the right to enter the premises and to construct improvements and modifications to the fa~;ade that the City determines appropriate and in the public's interest, at the property owner's (or tenant's if applicable), expense in the event the fa~;ade condition is deteriorating and/or aesthetiually unkempt. 17. The City has the right to inspect the premises, the building or the facade to review any construction, alteration, repair, maintenance, or to review casualty damage and to reconstruct or approve reconstruction of the building following casualty damage. 18. The property owner, or tenant if applicable, will notify the City of any damage caused by casualty within one day of the damage or destruction, including what emergency work that has been completed. No repairs or reconstruction of any type, other than temporary emergency work to prevent further damage to the property and to protect public safety, shall be undertaken by the property owner, or tenant if applicable, without the City's prior written approval. -4- 19. 20. 21. 22. 23. 24. 25. Subject to the extent of the casualty damage, if the fa~;ade is left in such condition that renders repairs or reconstruction of the building or fa~:ade impossible with the proceeds of insurance, then the property owner, or tenant if applicable, may reconstruct the building with donations, or other funds received by property owner, or tenant if applicable, while maintaining the lien on the premises until the lien is repaid in full, or, the property owner, or tenant if applicable, may elect to remove any salvageable portion of the fat:ade from the premises, extinguish the easement, and this agreement will be hereinafter null and void. If the CRA determines that the restoration or reconstruction of the premises would not serve the. purpose and intent of the easement, the property owner, or tenant if applicable, shall continue to comply with the provisions to,demolish, remove or raze the building and construct new improvements on the premises. The property owner, or tenant if applicable, agrees not to alter, renovate, or demolish the new fa~:ade for one year, commencing at the time final inspection by the CRA is completed. The CRA will consider approval of grants for exterior improvements to a building which does not face a recognized street. The exterior rear of a .building facing an alley way will also be considered. All stated inspections and CRA Rights as provided for in this agreement are for a period of one year after the facade improvement project is completed as determined by the CRA. The property owner, or tenant if applicable, must complete the fa~:ade improvement project within six (6) months of the grant award. Failure to complete the fa~:ade improvements in a timely manner will result in the property owner, or tenant if applicable, losing the grant reimbursement opportunity. The property owner, or tenant if applicable, may request in writing up to one, three (3) month extension for the completion of the fagade improvements. Such time extension will be permitted at the sole discretion of the CRA. 26. REIMBURSEMENT REGULATIONS This program is designed as a reimbursement grant. That is, all work must be done and paid for by the owner, or tenant if applicable, prior to the CRA's funds being released. The CRA will provide reimbursement to the grantee upon submittal of cancelled checks, (showing the face, as well as the back of the check) along with copies of invoices from the licensed contractor(s) that have been marked "paid". -5- 27. 28. 29. 30. Request for reimbursement shall be summarized in a report and accompanied by proper documentation. Proper documentation will consist of invoices, receipts or other evidence of indebtedness. Proposals for work to be completed are not considered proper documentation. Each item will be supported by a canceled check showing the face of the check, as well as the back of the canceled check. Reimbursement claims that include invoices or receipts marked as being paid in cash are. not a preferred manner of processing. Any items paid by cash must be supported by a written explanation identifying each item paid by cash, with a certification statement at the bottom, signed by the grantee. Grant funds will be reimbursed exclusively for approved work and only for work that has been performed after the grantee has received notification that their grant application has been approved by the CRA. Grantees may not submit fa(;ade work improvements for reimbursement which have been uSed as reimbursement requests in any othe~ grant program offered by the CRA, City, Palm Beach County or the State of Florida. The Fa(;ade Grant program will only honor new expenditures that have not been submitted under other grant programs. Witness (Date) Property Owner (Date) Witness (Date) Tenant/Business Owner (Date) CRA Director (Date) ~CH\MAIN'~SHRDATA~,CommunltyRD~Facade~.001 Facade Grant Agreement,doc -6- EXCELLENCE IN RETAILING A Journey in Self Analysis and Improvement for Retailers ELEMENTS CONCEPT - who you are, who you are not Mission Statement / Concept Statement (short and sweet) Are you memorable? Why not? Are you the right Person to be in Retailing? Commitment - Time (family) Financial Capabilities Skills / Education Required Support System Business Plan and Reconnaissance Market - who are your real customers? Location Age Gender Profile Activities Wants, Needs, Dreams, Future Real Number of Customers Available Capture ExPectations - why? Market Trends Growth vs. Dying Quantify Trends - current, 5 years, 10 years Is It Time to Duck or Conquer? When should you expect and plan to gain market share? Or hide to survive for another day? Market Competitors and Steering Issues Who are they?. Where are they?. Merchandise they carry Marketing Plan Customer Base Excellence In Retailing Douglas C. Hutchinson 7/26/2002 Page 1 of 8 STORE FACILITIES Purchase of Business Real Estate Value Inventory Value Fixtures / Leasehold Improvement Value Business Value Records to Review Profit and. Loss Statement (P&L) Balance Sheet (Assets & Liabilities) Tax Statements Who were the records prepared by?. Purchase of Building Mortgages Interest Rate, Terms, Conditions Deed Restrictions, Zoning, Ordinances (signage) Leasing of Building or Space Rate, Terms, Conditions "Triple Net" Lease Rental Rates - Base, Percentage, etc. Pass Throughts - CAM / Taxes Signage - Size, Location, Styling Window Treatment Restrictions Required Operating Hours Activity Restrictions Sub-Lease Clauses Deposits Lease Hold Improvements - Approval / Costs Utilities Costs - Availability (DSL) Exterior Design - sucking people into the store Location Visibility / Accessibility Parking Restrictions (outdoor sidewalk sales?) Curb Appeal Signage Design / Location On Building Off Site / Billboards Logo / Artwork Excellence In Retailing Douglas C. Hutchinson 7/26/2002 Page 2 of 8 Interior Layout and Design Concepts - the adventure of shopping, drama, entertainment. Layout / Flow / Security / Operating Efficiencies (staffing) Fixtures Lighting Rotation Plan Mass Merchandising Vs Limited Display Check Out Location Security- Theft (internal and external) OPERATIONS Hours of Operation Why? Customer Convenience Sales Tracking Competitors Staff'mg and Service Full time vs; Part-time Everyone's Commitment or Else Employee Training Employee Incentives or Not Employee Care - What they seek.., are you supplying? Are you hiring the right person? Merchandise Sourcing Pricing Terms Purchase (co-operative) . Returns Delivery Branding Opportunities Sales Tracking - Analysis Excellence In Retailing Douglas C. Hutchinson 7/26/2002 Page 3 of 8 Equipment Accounting System Point of Sale (POS) Scanners Inventory/Order/Receiving Systems Security Features - Accounting and Physical Security Systems Cameras Triggers Employee vs. Customers Accounting Merchandise Tracking Shipping / Receiving Scanners Inventory Controls Labor - part time vs. full time vs. leasing Overhead Insurances Property Liability Payroll Rent / mortgage Utilities Employment Costs Theft Maintenance / Replacement Association Memberships / Publicati6ns Merchandise Wrap Taxes Sales / Use Employment -Property Excellence In Retailing Douglas C. Hutchinson 7/26/2002 Page 4 of 8 Advertising and Promotions - How do you want to be seen? Media Print GoodWill Co-operative Image Logo Letterhead Cards Bags / Wrapping / Tags Seasonal and Holiday (mother's day, father's day, etc) Promotions Sale or not to Sale ~- Value vs. Price Lost Leaders Point of Sale Programs - Impulse / Accessories Educational Programs (for your Customers about your Products/Services) Branding Packages - Value Added / products and services Customer Shopping Help Guys with products, important dates to remember, selections / gals what to get a guy?.., great packaging opportunity! Pricing Strategies Price vs. Value Markup Strategies Volume vs. Costs Economy of Scale Warrantee/Waste/Theft/Operating Overheads Return Policy Finance Banking / Services - you and your banker Bank Issues that they track - How you look to your banker What to look for in a Bank Do they fired retail? How much do they know about you? Credit Card Processing Store Line of Credit Customer Account Credit Management Factoring Loan packaging Conventional SBA Excellence In Retailing Douglas C. Hutchinson 7/26/2002 Page 5 of 8 CUSTOMER CARE AND FEEDING Customer Profile- Specific Information on each CUstomer Who are they? Tourist vs. Local Resident Where do they live, work, play, eat, spend money, etc. When was their last visit? What were the last items purchased? Preferences Colors Sizes Collections Price Range Family Members B~days, anniversaries, special events Services requested Gift-wrapping Delivery or special shipping Shopping Services Hours most convenient to shop E-BUSINESS What is E-Commerce? - Business beyond your walls.., be bigger than you are, but must deliver on promises. ' Strategy Web Page Show vs. Show and Shop Product Selection -Special Services, Processing (commercial with orders streaming in... all at ~once) Excellence In Retailing Douglas C. Hutchinson 7/26/2002 Page 6 of 8 HELp! - Where to find stuff and people People that want you to succeed .... Banks Community Chamber of Commerce SBA, SBDC, SCORE Vendors, Sales Reps, Mentors Excellence In Retailing Douglas C. Hutchinson 7/26/2002 Page 7 of 8 THE BUSINESS PLAN A Dynamic Foundational Program For New & Existing BUsinesses I. EXECUTIVE SUMMARY .... (write last...Very short, one page or less.) II. COMPANY · What is it? ....Statement of purpose, · Plan of Action .... Vision, · Goals / Strategies / Alliances... Items Critical to Success, · History, (the brief story of how you came to be) · Legal Business Description - Structures, Tax Impacts, Liability Exposure, etc. III. MARKETING & SALES Market Description, Competition, Customers Demographics -: age, income, number, ethnic background, etc. Research, Market Share Niche for Competition, Your projected capture of the Market Why do you think they will come to you?, How are you going to do it? Local, Regional, National & Global. Product / Services/Pricing Strategy- Focus, you can't be everything to everyone, Image / Positioning, CAPITAL INVESTMENT REQUIREMENTS, OPERATING ~ND FINANCIALS Facilities (Purchased or Leased), Equipment (Purchase or Lease, Operating Capital, Rental Fees or Mortgage Insurances Taxes Employment Costs Taxes Benefits Holidays Sick Leave Health Insurance Retirement Wages Un-Employment / Workers Compensation Advertising, Promotions, Write-downs Maintenance Reserves - Emergency, loss/theft, etc. Supplies Office Cleaning Printing Deposits Professional Services Bank Charges Utilities Water/sewer Gas Electricity Phone Data OPerating Statements. Profit and Lose Statement (P&L) for new businesses, first through businesses, past three years and three years projected. Income Statements (Notes & Conditions), Balance Statements (Assets & Liabilities), Cash flow Income Expenses. third years: for existing MANAGEMENT / PERSONNEL · Structure, Departments, · Staffmg, Personnel, Consultants and Outside Professional Support, Accounting Banking Taxes Legal Graphics Board of Director, Advisory Board. · Policy and Procedures Manual SUPPORT DOCUMENTS · Tax Returns / Financial Statements, (3 yrs - company and personal for all owners of 20% or more ownership.) · Resumes, · Contracts / Leases, · Newspaper Articles, · Letters of Reference. WORKSHOP IV. CRA PLANNING INCENTIVES E: BUSINESS ASSISTANCE AND INCENTIVE PROGRAMS Boynton Beach CRA Business Assistance Program Draft Proposal 7/26/02 The Boynton Beach Community Redevelopment Agency (CRA) is aggressively pursing business development and redevelopment of existing commercial properties as a top priority. The CRA offers a variety of incentives for qualified projects. The Proposed Programs include: Fast Track Permitting: Boynton Beach will accelerate the normal permitting process to accommodate business schedule, assuming all zoning, code and financing documentation has been accomplished or otherwise reconciled. 2~ Waiver of Permitting Fees. (To be Def'med with the City) Fagade Grant Program: The purpose of the program is to encourage commercial property owners to upgrade their properties by improving the external appearance of their business and to encourage businesses to invest in their operations. The result will halt deterioration, stabilize property values, improve and upgrade appearance of the area, and facilitate and encourage redevelopment activity in the target area. Incentives are directly linked to job creation, needed services, cultural and recreational attractions, beautification and long-term based improvement. Loan "Buy Down" Program: The CRA subsidized loan program is an incentive for new property owners and businesses to upgrade the appearance of their properties. Working with lenders, the CRA would provide funding to "buy down" interest, thus providing low interest loans for businesses. The program includes loans for interior modifications to existing structures to accommodate new businesses in specific areas within the CRA Area. Business Development Program: The program is proposed to help foster the establishment of new.businesses in the Redevelopment Area. The program helps underwrite start up costs for new businesses by providing Rental Subsidies for the first year of long-term leases, funds for Utility Deposits (repayable upon reimbursement from utility), Exterior Signage (per design criteria), License Fees (up to $500), and Legal Assistance to establish new business (up to $1,500.00). Site Development Assistance Program: This program provides Limited CRA funding in the form of grants or loans to cover land development costs associated with new development or redevelopment. The program helps subsidize costs of site development such as site design, engineering and/or Infrastructure. Mandates 'would turn us- nto S C Boca' i~OWNTOWN Frt~m lB "'Do~town already bustles with'restaurants, shops and offic- es2 But officials worry that its success is superficial. -'.':Without homes, Shoppers c3tild vanish during tough times. Triousands of people living there WUu!d be likely to spend money 2~g'hburs a day. . 'xn'urthermore. the city per- s[t~rded county lawmakers in 1997 to exempt downtown from traffic lin/its in return for doubling the nu.m..ber of homes to 5,600 within 15_ y..ears. -But even with Ci~Place, a ~ of retai~ stores and .apamnents, open- mg more than 600 residential units, the zity is lagging, netting only 1,773 planned or com- pleted homes. Part of the reason is that residential develop- ers can .find cheaper and uncluttered land in the suburbs, allowing them to charge lower rents. "Parking and height restric- tions have been the obstacles to overcome in downtown," said de- veloper Bruce Rendina. "Parking costs about $15,000 per space, and the city's five-story limitation doesn't help. It drives up what you can charge in rent. A taller build- ing 'allows the developer to spre&d the cost over more usable squake feet." So since early last year city officials have have been devising a package of enticements that would clear at least some of the obstacles thwarting downtown d.gv_etopers. ~The city's package includes allowing' ~ght-story ' -builmWn_gs_~ ~e co._st o~f a_ ar~ki_n - '~s~ng ,:_ e Conimunity i4e d eVe~ P-m en~fff'Agency~ s powefg .;Yffera. men~ domatn to tx~ ppers acquir_e land. Cbrnmissioners endorse the idea of creating incentives to re- vive the wasteland between Olive Avenue and Quadrille Boulevard: as a way to weld CityPlace and Clematis Street. Between the raves, however, some commissioners quibble with the details of the required design guidelines. Those include emphasizing the Mediterranean ReGval style and requiring a set of colors ranging from white to h.'ght shades of r~d and yellow in new ~onstrucfion. ' "I m gravely cuncerned about tile architectural '.Let's not be naive and think that developers, left to their own devices, will do the right thing.' DAN CARY Planning department director guidelines,'' said Commissioner Mary Branden- burg. "I,t says-that e city s prefdrred architectural style is Mediterranean Revival. Who says? That's a blanket statement I think we need communi- ty input to decide. This sounds like something that would Cum us into Boca.' Brandenburg also criticized a- requirement thit any new build- ing bear a plaque engraved with the names of its architect, builder and the year of its construction. 'q'hat's crap," Brandenburg' said. "I cannot ~agine requiring a plaque. I can See how an archi- tect would want that." · "Ifs not crap," said Joe Mini- cozzi, the city's urban designer. 'q'his isn't just.' us sniffing glue upstairs. There,s a precedent for requiring a plaque ~on buildings. New York reqUires it. San Fran- cisco does, rob, It puts pride on the building.". Standing firm, city planners defend the design requirements as necessary to prevent an un- regulated' building boom that cou.ld result in an unsightly and sprawling array of buildings. "Let's not be naive and think that developers, left to their own · '" ~ ~k;-' · ~ 'h'~ ~':~' :'~'~" :.~i?:~ \v~;~'~ ~-:~.~...'~ '> ~:?.:~ ,~?:¢.?. ~;~y~:~.,% >?~. ~.::-. a~b::t~ 8 ~'~:i~n~`'i:n :;~ i:~'~h'~fi'(iV~S '~ddb'~:~:i:l~wifig :' builders to construct up to: eight stories ~ ~ree ' stories higher than the present code allows; 'paYing up to 75 percent for parking; and using the ci¢'s eminent domain .powers to seize land. devices, will do the right thing," said Cary, the planning director. '~;ou can't be eclectic so thatwhat you create is a hodgepodge." Dares said: "It's time for us to have some guidelines. We've got everything in the world down- town. We have black buildings, pink buildings, white buildings. These guidelines require some distinctive architectural work. STAFF GRAPHll Without that, we'll have more of what we got, and most of what we've got is undistinctive.' Commissioner Bill Moss wants guidelines, but with some flexibility. ."I want this to get through;" said Moss. "I don't want it to get hung up on whether or not there's a placard on a building." ~- michael_van_sickter@pbpost.com 2B THE PALM BEACH POST THURSDAY, MARCH 25, 1999 After five years without one, Riviera finally bags a market By Nexandra ~iavarro Clifton Palm Beach Post Staff Writer RIVIERA BEACH In a county where suburban sprawl seems to spawn a giant Publix or Albertsons on every corner, this city has gone without a super- market for five years -- until now. Wednesday's grand opening of a Save-a-Lot discount food store in the Island Plaza at 3000 BroadWay means city residents won't have to go out of town for essentials such as milk and bread. Neighbors Marie Girard and Helen Rodic, both in their 90s, have been taking.a bus to a Palm Beach Gardens Publix twice a week, "When I moved to Riviera Beach 40 years ago, there were three grocery stores," Rodic said. "For so many years now, we've had nothing." Discount Foods of Florida, the Lake Worth company li- censed to operate Save-a-Lot franchises in Florida, opened its first store in Lake Worth in 1997. Its success convinced owner To m Dabill to open another in Riviera Beach: "The city's 'CRA director, John Green, really helped make this happen," Dabill said. "We're ex- it might get an Albertsons after a black man accused of shoplifting a toothbrush and toothpaste was - choked to death during a struggle with Albertsons employees in Delray Beach in August 1995. Local civil-rights groups institut- ed a boycott, which contributed to a promise by the Idaho-based chain to study the feasibility of opening a Riviera Beach store. So the city has gone without, forcing people like Debra Ben- MARK HEMPHIk 'Staff artist nett to drive to West Palm Beach to shop for her husband and three cited to be here and serve this children. community." 'q'his is going to be great," Dabill said that 24 of the new Bennett said Wednesday. "I have store's 27 employees are Riviera 25 people co.rig fi.om Tallahas- Beach residents. Because the store is in the see and I can get all my shopping city-~ty Redevel'3-~ done close to home." 'inent Di~tricL Dab~ Save-a-Lot has no frills. '~ a ~ con- Among the items shoppers won't '~ to renovaT~qi~ find: lottery tickets, alcohol and ~~- cigarettes. The store has no deli ~u? ~a,uuu m ~ or bakery, although baked goods ~~~n ih-~ are brought in daily. }-8-0;000 10an; ~ Ano .ther feature that will catch Publix~m the customei's' attention -- no cam- same building fi.om 1959 to 1990. plimentary bagging. A sturdy, It left, saying it needed more self-service counter and piles of space. Pantry Pride immediately boxes and .plastic bags await bought the building but didn't shoppers once their groceries go stay long. through one :of the four checkout Riviera Beach briefly thought registers. Delray Beach weighing downtown parking garage Page 1 of 2 ,: SuwSentinel ::SO U TH :FL O'RID* .: ~!} PAGE1 NEWS SPORTS BUSINESS Fi ~ Classi~eds Posted: 1:33 a.m. Mar. 31, 1998 Delray Beach weighing downtown parking garage By BRAD BENNETT Staff Writer DELRAY BEACH -- Diana Panks knows what customers will' say before they walk into her family's beach clothing store .on State Road A1A. First, they will ask for change so they can Park at a mete~-, and then they will complain about how far they had to walk from their parking spot, Panks said. "Then they say, .'i'm never coming back te Delray.Beach again because there's no place to park,' "said Panks, who recently joined 14 other beachside business owners to demand more parking spaces for customers. "We feel that we should have a parking garage," said Panks, president of the Beachside Business Joint Venture. Community Redevelopment Agency director Chris Brown is listening. Brown is drafting iplans to create a 350-space ~lowntown parking garage, p~hie p~ate I~ ~an--sF -0uth-Ocean Be.ach Shop. But building a garage would cost millions of dollars. Neither the CRA nor the city has that kind of extra money right now. The city collects thousands of dollars from downtown business owners who cannot provide adequate parking. The idea is to use the funds to construct new parking spaces. But in its effort to keep up with downtown parking needs, the city already has spent most of the money to create as many new spaces as it could, including a 130-space lot east of Old School Square. So after collecting more than $82,000 from businesses over the years, the city only has about $5,800 left -- a drop in the bucket, said Diane Hervey, Brown's assistant. "Everybody wanted Delray to be successful," Delray Beach weighing downtown parking garage Hervey said. "Now it's successful and there's nowhere to park." Brown will present his plans for a garage to the Parking Management Advisory Board at its next regular meeting .on April 28. The parking board may then recommend that the City Commission find a way to finance a parking garage, possibly through unpopular measures like parking meters on East Atlantic Avenue or a bond issue that would raise taxes, CRA officials said. The next challenge would be finding a place for a new parking garage in a downtown already filled with thriving businesses. Brown is considering six possible sites, including two key parcels of land that already have buildings on them. One parcel includes a rundown hotel behind Boston's restaurant, and a set of condominiums behind the hotel. CRA officials also are considering talking with property owners in the shopping center a few blocks west of Boston's restaurant that includes Erny's restaurant. CRA officials said they might want to raze those buildings and construct the garage there. But right now, the idea of a garage is just speculation. Beachside business owners want something more substantial -- and soon. "The biggest negative where people don't .want to come back is parking,"' said Brian OIImert, owner of the Beach Market, a convenience store on East Atlantic Avenue near State Road A1A. "We need some kind of parking venue." Sult-Senttne_l Copyriqht © 1998., Sun-Sentinel Company and South Florida Interactive, Inc. Si:' U T H I:LO RIDA sun, Sentinel· PAGE NEWS SPOILS BUSINESS FEATURES ~_~ Classifieds Posted: 9:38 p.m. May. 17, 1998 Delray in bind over parking spaces By BRAD BENNETT Staff Writer DELRAY BEACH - Tired of letting downtown developers get around parking requirements, the parking advisory board has recommended a halt toall "in-lieu" parking agreements east of the Intracoastal Waterway. Under those agreements, developers pay a $6,000 fee for each parking space they lack, with the number of required spaces determined by city ordinance. The size and use of a building determines how many spaces are required. The program was set up to raise enough money to establish parking, but has failed to do SO. As downtown parking becomes harder to find east of the Intracoastal, commissioners on Tuesday will consider last month's Parking Management Advisory Board recommendation for a six-month moratorium on "in-lieu" agreements. City planners say the halt could prevent future downtown development, and would restrict the City Commission's ability to decide when and where to approve such agreements. A moratorium would prevent'firms that do not have enough parking from building or expanding. "Until some parking solutions can be resolved, the board felt that no further agreements should be made," wrote Bruce Gimmy, the parking board's vice chair, in a letter to City Manager David Harden. But senior planner Ron Hoggard disagreed. Halting fee agreements would not only limit new development, but could prevent building owners from changing the ways they use their property because parking requirements change with a building's use. More parking Spaces are required in a building converted from office space to retai, or from retail to restaurant. Hoggard is recommending that http://www, sun-sentinel, com/news/daily/detail/O, 1136,4000000000032247,O0.html 5/18/98 L~effay al oal~ over paining ~paces rage z oI z Sun-Sentinel 50UTH F D:] RI D ,A, commissioners leave the fee structure in place .while city staffers study the in-lieu fee ordinance and bring it up to date. Commissioners currently approve all in-lieu fee agreements on a case-by-case basis -- a process Hoggard wants to keep. "It just gives us more flexibility," Hoggard said. "That's the basic thing. The City CommisSion can choose not to accept any of the in-lieu fee agreements." He said .the city might want to consider raising the fees. DevelOpers are allowed to pay the $6,000- per-space fee over a period of 10 years. Hoggard recommended that commissioners reduce the 10-year period, possibly requiring payment up front. Critics of the parking fee say it is a bandage solution that is not working. The fees go into a fund set up in 1984 to pay for parki, ng spaces. In the 1980s, the fee was $2,500 per space, but that was increased to $6,000 in 1993. Even so, the $82,000 collected so far falls far shod of what the city needs to provide adequate parking. A parking garage with 300 to 400 spaces could cost as much as $5 million to build, or $11,000 per space. So far, not all the money in the fund has gone to pay for parking spaces. The funds have provided Parkir~g studies and lighting, but fewer than 100 actual downtown spaces, according to Community Redevelopment Agency officials. There is only $5,800 available in the account, although the city expects another $32,000 in payments by September. Copyright 1998, Sun-Sentinel Company and South Florida Interactive, Inc. http://www, sun-sentinel, com/news/daily/detail/O, 1136,4000000000032247,00.html 5/18/98 WORKSHOP IV. CRA PLANNING F: BUDGET · Budget Narrative and Numbers City of Boynton Beach Community 'Redevelopment Agency Budget Narrative 7/25/2002 Please find attached the first draft of a CRA Budget for October 1, 2002 to December 31, 2002. This period is setup to allow the CRA to change its accounting period from "September 31 to October 1" to a "January 1st to December 31" format. This budget therefore only represents a three-month period. In December the Board Would approve a budget for the next operating year. I have also proposed a five-year budget forecast with income and expense items. This will also allow for the Board to have a better feel of how fast certain projects are moving and how to budget for each. This Budget includes programs as defined in the proposed ,Implementation Vision". This budget defines certain expenditures as actual projected needs, because in reality, most will not be accomplished within the short three months and therefore the incomplete item's balance is covered under reserve. These incomplete items then flow into the next budget year for completiOn. It has been assumed that the CRA will spend $1,000,000 on the RelaX Inn purchase and demolition, $250,000 on office related items before the start of the new budget. The following notes highlight major items within the budget and attempt to provide insight as to their origination. At this point all are up for discussion. This being the first independent bUdget, items have been included or suggested to be included for your consideration. Please review and give direction. Personnel: This budget category is pretty straight forward. It includes three positions, a Director, Controller and secretary. There is no assistant position for now. I think the three positions can cover basic items such as phones and walk-ins for the first several months. Thereafter, we .will need to evaluate the operations for an. assistant. I envision the Controller being more involved with grants, capital campaigns, revolving loan administration, faqade grant program accounting, human resources/personnel, benefits management, etc. than extensive accounting work during the early months, however I feel (as do other CRAs) that it is very wise to bring this person on line as soon as possible to establish the basic books, accounting procedures, software selection, etc. It also makes sense not to have to re-do accounting or change people early in the project. The Assistant Director would have skills in program development and implementation; i.e.; Business development programs, incubator administratiOn, events/festival operations, newsletter development, fafade grant administration, CRA operational aspects such meeting packages, etc. The job descriptions have been developed in our Policy and Procedure Manual. The wage scale is based on City and other CRA positions and pay. The benefits are budgeted as "employee" status and not contract labor. It is hoped that all staff will be employees by October 1, 2002, however, if not the costs to the CRA would be the same, but passed through for employees to pay. City of Boynton CRA Budget Narrative Page 1 of 4 Operating - Professional & Audit Fees: This budget includes $2,500 for audit help in double-checking our transition intO our own systems from the City's accounting. Legal is budgeted at $1,200/month which is approximately the cost per month currently. More activity may mean more legal fees; therefore these items may need to be increased. Staff is recommending that the CRA retain the City's IT services to service, maintain, and support our computer/internet hardware and software. Over time, I believe this excellent staff will save the CRA time and aggravation. Contracted services include a budget for misc. projects that may arise. Number is arbitrary and can be adjusted to best serve the Board. Operating - Office Lease/Rent: This budget is based on the projected office sizing being +/- 1,500 sq. ft. comprising a lobby, work/copy/break room, storage room, board/meeting room, restroom, and three offices. As of this date no office has been found, therefore this is an estimate based on market information. It also assumes that any leasehold improvements would have been done prior to October 1, 2002. Rental rate is $1.00/sq.ft./month including CAM, plus utilities. Operating - Insurances: This is a budget item that may not apply if the CRA adopts an employee program, as insurances fOr liability, bonding, etc. would be covered by the City's umbrella. These costs are the coverage for the Director, Assistant Director and Controller. Operating - Debt Costs: These costs are based on previous budget's estimates. Nothing has changed on this Loan; therefore it was assumed that the costs would be approximately the same for this short period. Operating- Printing and Binding: The major cost proposed is the expense for information flyer on the CRA to explain what do and don't do. We may also want to start doing a "year end" public information piece as part of our public awareness effort. The budget is small and the number of pieces is very small, but most of the time these flyers become obsolete before they are used up. The Chamber has offered space and/or insert services for their newsletter which reaches 20,000+ local people. We may be able to write items and/or a column to disseminate information or stuff our flyer/brochures. An other option might be to "stuff' utility bills. Capital Outlay - CRA Land Acquisitions: This budget is estimated for completed projects which may or may not be finished in this budget period, therefore may need to be carried forward to the next budget. The funds are proposed to be focused as per previously approved priorities; i.e., Assembling properties at the south west comer of the intersection of Federal and Boynton Beach Blvd., which are proposed for parking development, ($3,000,000 and $500,000 for demolition.) and Properties to build the Promenade and Riverwalk - $750,000, (excluding the Relax Inn purchase, which is assumed to have been acquired prior to this budget period) and $250,000 for MLK properties. (Total budget of $1,000,000 for MLK acquisitions over the next three years.) Additionally, in the 3rd, 4th and 5t~ years, $500,000 is budgeted for acquisitions for a total of $1,500,000. City of Boynton CRA Budget Narrative Page 2 of 4 Capital Outlay - CRA Improvements: Way-Finding Signage Phase I is design and initial sign construction/installation. - $10,000 (Phase I - temp signage $15,000; Phase II is for major projects $225,000). RiverWalk construction/bid documents for Phase I - $100,000. Capital Outlay - Festivals/Events/Seminars: These items are newly proposed for the CRA budget; however, staff feels they are of great importance. It is proven that festivals and events help to draw people and investment into an area. There is no better way to develop an identity and community support for redevelopment. The budget proposes to help underwrite a major festival/event in the CRA area during this budget period. $20;000. Note that future budgets would address three major events at $20,000 for the entire year. Capital Outlay - Fa~:ade Grant Program: The budget reflects two changes to the program. First is that the single project amount would increase frOm $5,000 to $15,000 and second the number of grants would grow. This would make the program more responsive and produce more dramatic results. The recommendations are based on the concept that the CRA is interested in cleaning up the look of many older properties. I t should be noted that this program could be better targeted to areas in greatest need and not used in areas which building replacement is preferred. The point being that either make the program more aggressive or eliminate it. Capital Outlay - Venture Capital/Revolving Loan Fund: One of the suggestions has been to develop a revolving loan fimd for the CRA. This budget addresses the formation of a joint venture effort targeted at specific neighborhoods and participants. The proposal is that the CRA fund, based on outside matching up to $50,000 to establish a venture capital and revolving loan fund. This may be a one time injection or on going. The CRA would be a 1/3 partner in the program. The other anticipated partners would be the targeted community area 1/3, and outside grant funding 1/3 for a project total of $150,000. It is proposed that this $150,000 be divided as follows; $50,000 Incubator program support - Rent Subsidy, Professional Services Aid, Training, Shared Services, etc. and $100,000 Revolving Loan/Venture Capital - Venture Capital and Loan processing would be the same, except that a loan may be turned into ownership at the approval and wishes of the program board. The program is targeted at specific area requirements, income levels and minority status. The fund would be overseen by an appointed Board of community leaders, professionals and citizens. Proposed to be between 5 and 7 members and overseen by CRA staff. Requests would be reviewed monthly or quarterly depending on the pleasure of the Board. The program encourages community buy-in, develops neighbOrhood pride, hope and will encourage private sector development. City of Boynton CRA Budget Narrative Page 3 of 4 Capital Outlay - Business Assistance and EcOnomic Incentive Program: This budget item was an existing line item from previous budgets. A defined program including qualifying criteria, application process and reporting program should be developed prior to extensive usc of the fund. The program budget is $1,650,000 over the next five years. Note that no inCome was projected for the CRA during this budget period. It is anticipated that revenues will be collected and distributed just after the first of the year and therefore, will be considered in the next budget year. Future additional fund leveraging should be discussed to consider replacing bank loans with bond programs. Both taxable and tax exempt instruments many offer lower cost funding. This may be considered when the new budget in 1-1-03 is developed, however a 5-year budget would help define revenues needs and therefore type of future funding required. This will allow the CRA to select the best policy and funding instruments to fulfill its mission. Bonding is projected to be as follows: Issue "A" $4,000,000 to provide acquisition funding and to retire the existing $3,000,000 bank loan. Issue "B" $5,000,000 would be for c0nstmction of the RiverWalk Complex. Note that fund reserves are held high to assure project progress even if other funding sources are slow or do not materialize for the RiverWalk Complex. The CRA reserve balance needs to be discussed by the Board as to its size and policy. Note that no income has been projected from the reserve balances. In reality, these funds could generate nearly $500,000 in income over a five- year period if invested. Some reserves will be required by the proposed bond covenants. City of Boynton CRA Budget Narrative Page-4 of 4 WORKSHOP VII, ADMINISTRATION C: BOARD SELECTION CRITERIA MEMORANDUM To: CRA Board Members From: Douglas Hutchinson, Director Dated: July 26, 2002 Re: CRA AGENCY WORKSHOP Board Member, Michelle Hoyland suggested that the CRA might want to further develop or define CRA Board member selection credentials to assure a balance is always kept on the Board. I have checked on existing qualifying conditions and they are attached. I believe the comments are not directed at issues such as ownership, residenCe, etc., but more on the backgrounds of each member. Each can bring a specific point of view to the Board; Real Estate, Finance, Resident, Architecture, Planning, Engineering, etc. WORKSHOP V. ADMINISTRATION A: CRA AREA MEMORANDUM To: CRA Board Members From: Douglas Hutchinson, Director Dated: July 26, 2002 Re: CRA AREA There has .been discussion as to adjusting the CRA area. What was proposed in the City Managers Budget Workshop is that the area West of 1-95, the Industrial area would be removed. This impact would be about $2,100 total ($1,000 from the City). Another area talked about, which would have a large impact, is North of C16 canal. Large existing TIF contributors and large furore projects would mean substantial losses. I have not calculated these yet because the exact area has not been defined. However, the comment from several City Commissioners, the City Manager, the Development Department is that if the CRA program moves ahead according to'plan, the area will be left along. The CRA is being watched to see what and how it does. I believe that the direction proposed in prior studies and implementing it along the "Vision" proposed, will please the City. They have encouraged us to be ready to consolidate some "out properties" on South Federal Highway into the CRA. These are out of the City limits now but they wish us to help with the annexation from the County. This will take place as soon as the South Fire station has been placed and is under construction. This seems to be the only hold up at this time. The reality is that in the next five to ten years, the CRA area will be shrunk and focused. We need to have major projects in the focus areas to sustain our TIF increment. Every dollar now needs to generate this increment. WORKSHOP VI. ADMINISTRATION B' PPP MANUAL PFR~_rINNI=_I PO! T~Y MANI_IAI ROYNTON RI:AC.H COMMI_INT_'rY RI::rII:Vi:I I'IPMI:NT &~I::N~Y Foe ~,~-T GENERAL PROV]:S]:ONS .................................................................................... 3 DEF]:N~F]:ONS ................................................................................................... 3 ORGANIZATION FOR PERSONNEL ADM]:N[STRA'I']:ON .................................... 6 EMPLOYMENT ................................................................................................... 7 HI'~NG PROCEDURES ....................................................................................... 7 RECRU~'fMENT AND SELECT[ON ...................................................................... 8 EQUAL EiviPLOYMENT OPPORTUN~I-Y STATEMENT .......................................... 15 OVER'I'~ME ......................................................................................................... :~5 COIVIPENSATORY -I'~ME ..................................................................................... 15 TERMI~NA'f~ON PAY ........................................................................................... 16 RE'I-~REMENT BENEF~'I' .................................................... '....~ .............................. 16 BONUS & :INCENTIVE PROGRAIVl ....................................................................... 16 BONUS DAYS .................................................................................................... 17 HOURS OF WORK ................................................................................................ 17 LEGAL HOL]:DAYS ............................................................................................... 18 VACAT]:ON LEASE ................................................................................................ :L9 S:[CK LEAVE W~H PAY ..................................................................... · ................... 19 LEAVE W~I'H PAY ................................................................................................. 20 1'N-SERVe[CE TRA]:N]:NG ........................................................................................ 22 LEAVE W~-I'HOUT PAY .......................................................................................... 23 IVlED]:CAL ]:NSURANCE .......................................................................................... 23 OUTSIDE EMPLOYMENT ....................................................................................... 2-3 GIFTS AND GRATUIT]:ES ...................................................................................... 24 CONFL:[CTS OF TNTEREST .................................................................................... 26 POL~'~CAL ACT~V~-I-Y ............... ~ ......................................................................... 28 DTSC]:PL]:NARY ACTIONS ...................................................................................... 33 FORlViAL GRIEVANCES .......................................................................................... 46 EMPLOYI'4ENT OF RELA'I']:VES .............................................................................. 47 SEXUAL HARASSMENT .......................................................................................... 48 RANDOIVl DRUG TF_S~NG ..................................................................................... 50 EFFECTIVE POL]:C]:ES ............................................................................................ 50 2 SE~ PURPOSE OF THESE POLICIES: These policies are to be followed by the CRA in the administration of the CRA's personnel program. It is the intent of .these policies that CRA employees will be dealt with on an equitable basis, so that the citizens of the City may derive the benefits and advantages, which can be expected to result from a competent staff of CRA employees. SB2:I3,OJ~?_ POSITIONS COVERED BY THESE POLICIES: These policies shall apply to all non-contract employees. TheSe policies apply to union employees only when they are incorporated in the union emplOYees collective bargaining agreement, and have been ratified by the CRA Commission and the .bargaining unit. These policies apply to employees with individual contracts only if incorporated by reference in* the employee's contract. ~ APPROVAL OF POLICIES: These policies shall be in force and effect when approved by the CRA. SE~ AMENDMENT OF POLICIES: These policies may be amended from time to time by the CRA, unless otherwise specified in this document. CHAPTER 02 DEFINITIONS The following words and terms shall have the meaning indicated unless the context clearly indicates otherwise: ADMINISTRATIVE REVIEVV means review of a minor personnel action by the Director. Minor personnel action includes verbal counseling, written counseling memos, reprimands, suspensions with pay, demotions, and suspension without pay of less than five (5) days. ALLOCATE shall mean the act of assigning each position to its proper class. ANNIVERSARY DATE shall mean an employee's date of hire or re-hire, whichever is later. APPEAL shall mean a request for binding arbitration. ARBITRATOR shall mean a neutral individual appointed using the procedure set forth in these policies. BINDING ARBITRATION shall mean a process that ends with a decision of the arbitrator, 3 which is final and binding on the employee, management and the CRA. CLASS shall mean a position or group of positions having similar duties and responsibilities, requiring similar qualifications, which can be properly designated, by a title indicative of the nature of work and which carry the same range. CONTINUOUS SERVICE shall mean employment, which is uninterrupted. CONTRACT EMPLOYEE shall mean an employee under an individual employment contraCt or a cOllective bargaining agreement. DEMOTION shall mean the assignment of an employee to a position in a lower class having a lower maximum salary than the position from which the assignment is made. DISMISSAL shall mean the discharge of an employee from his or her position with the CRA. The terms termination and dismissal are interchangeable. ELIGIBLE shall mean a person listed on the aCtive employment list. EMPLOYMENT LIST shall mean a list of persons who have been found qualified for appointment to a position. EXAMINATION shall mean any seleCtion instrument used to measure the relative knowledge, skills, and abilities for candidates competing for positions which may include evaluations of training and experience, performance tests, oral interview, written tests, evaluations of performance appraisals, etc. FULL-TIME EMPLOYEE shall mean an employee who is scheduled to work a minimum of 36 hours per week. GRIEVANCE shall mean formal notice of dissatisfaction by an employee with permanent status who feels they have been unjustly treated in cases involving employment conditions. IMMEDIATE FAMILY shall mean spouse, mother, father, son, daughter, sibling, stepfather, stepmother, stepchild, grandparent, and grandchild. ]OB TITLE shall mean a definite descriptive designation for a job classification. LAYOFF shall mean the dismissal from employment because of shortage of work or funds, or because of changes in the organization. NON-CONTRACT EMPLOYEE means any employee who is not employed under 'an individual employment contraCt or covered by a colleCtive bargaining agreement. OVERTIME PAY shall mean pay for overtime worked workweek. in excess of employee's normal PAY RANGE shall mean a salary range established by the CRA with a minimum and maximum base salary. PART-TIME EMPLOYEE shall mean an employee who is scheduled to work less than 36 hours per week. POS~T~ON shall mean a group of duties assigned to one person or job. PROBAT]:ONARY EMPLOYEES shall mean any employee who is serving in a new position either by appointment, promotion, demotion, or reclassification. PROBA-I'~ONARY PERI:OD shall mean a period of three (3) months. Durir~g this period an employee may be discharged, demoted, or suspended without warning or statement of cause. PROMOT]:ON shall mean the assignment of an employee to a position in a higher class having a higher maximum salary than the position from which assignment is made. REGULAR EMPLOYEE shall mean an employee who has achieved permanent status after completing a probationary period. SUSPENS]:ON shall mean the separation with or without pay of an employee for a period of time. TEMPORARY EMPLOYEE shall mean an employee holding a position other than regular full-time or part-time for a specified period of time. TEMPORARY POS1TJ:ON shall mean all positions that are not designated regular. TERM]:NAT[ON shall mean the discharge of an employee from his'or her position with the CRA. The terms termination and dismissal are interchangeable. UN]:ON EMPLOYEE shall mean an employee within a certified bargaining unit and covered by a collective bargaining agreement. VACANCY shall mean a position existing or newly created, which is not occupied. C HAPTE R A. 03 ORGANIZATION FOR PERSONEL ADMINISTRATION THE CRA BOARD OF DIRECTORS:. shall: Approve the Policies, after receiving a recommendation from the Director. Annually approve a pay plan, which may, in their sole discretion provide for wage and benefit increases or decreases. Ratify all appointments to positions, which require an individual contract. Ratify all removals from positions, which require an individual contract. THE CRA DIRECTOR: shall: Be responsible to the CRA Board for the administration of the personnel system. Appoint, promote, transfer, remove, demote, suspend, or discipline all subordinate employees. Performs such other duties and have and exercise such other powers in personnel administration as is vested in the CRA Director by the provisions of the CRA Act. Administer the provisions of these policies. Develop and administer such recruitment .and examination programs of competent applicants to meet the needs of the CRA service. Prepare and recommend to the CRA Board adoption, job descriptions and amendments to job descriptions, which reflect the duties being performed by each employee. Administer the pay plan. Periodic review of compensation levels in the area to the extent that such levels affect CRA emPloyment. Provide a system of checking payrolls, so as to determine that all persons in the CRA service are being paid in accordance with these policies. Provide for the establishment and maintenance of a roster of all employees in the CRA service. Provide such forms and procedures as he/she may consider necessary, appropriate or desirable to carry out the personnel program. Develop and establish such training and educational programs for employees as conditions warrant. Prepare and recommend such policies or amendments to the policies as may be necessary or advisable to carry out the intent and purposes of the CRA personnel program. Administer Benefit Programs Administer Disciplinary Process Review and file a written report with the CRA Board of the Personnel Policy IVlanual annually. CHAPTER 04 EMPLOYMENT TYPES OF EMPLOYEES: CRA employees are divided into two groups: non-contract employees and contract employees. Contract employee's means individuals hired by direct contract. Non-contract employees mean employees who are not otherwise designated as as contract employees. CHAPTER OS HI'R.I:NG PROCEDURES P-OLIC/ Job vacancies may occur which require recruitment efforts in order to fill a'vacancy. This policy establishes that posting of job vacancies are required to ensure that equal employment opportunity recruitments are consistently attained for all regular status positions. B.~$!C .~.EQ U _T.~.E .M. E .NAr_ S 1. NO job shall be filled until the position has been posted for a period no less than ten (10) days. 2. .lob postings shall be on official bulletin boards, designated by the CRA Director. Hiring procedures, such as form of application, background check, interviews, and examinations, shall be established by the CRA Director and may be amended from time to time as appropriate. Copies of current hiring procedures shall be made available for inspection in the CRA Office. APP/_~CA.T!_ON PRDCFDURF: Job Opportunities shall contain information such as position title, salary range, closing date (if indicated), and minimum requirements inclusive of education and experience, among other things. Advertising of _lob Opportunities will be made available to current CRA employees by posting or publication and to the general public, in a local pu_blication and/or Tnternet for no leSs than ten (10) days. :If a Closing Date has been established and no applicant is recommended for employment from the pool of. applicants who applied prior to a Closing Date, the posting procedure may be commenced again at the discretion of the CRA Director. Temporary or seasonal positions do not require job postings due to the nature of the employment relationships which is intended to be of temporary or seasonal duration, and which has no benefits attached. CHAPTER 06 RECRUTrI~IENT AND SELECT:ION :In order for the CRA to be operationally competitive with other governmental entities as well as the private sector, the recruitment and retention of qualified employees is of paramount importance. To achieve maximum efficiency the CRA must have the flexibility to fill vacancies through either promotion or outside hiring. Vacant positions shall be filled in the best interests of the CRA through recruitment, selection, and promotion of employees on the basis of their qualifications and relative knowledge, abilities, and skills. BASIC REQIJ!RE_M_~..NT. $ The CRA Director is responsible for nondiscriminatory implementation of this policy. The Director is responsible for recruitments, interviews, tentative selections, and recommendations for appointment with coordination as directed by the CRA Board. The CRA Director has primary responsibility for hiring employees. All employment discussions are to be considered non-obligatory, exploratory, and tentative in nature and should be indicated as such to the applicant. Any offers of employment made to an individual prior to obtaining all necessary authorizations shall not be binding on the CRA. CUR.~_ENT. A. A.PPL!C_~_~ON$ AND !NTE.~.VT_P~/.. _c; Once the CRA Director has officially announced a job vacancy through the posting of a ]ob Opportunity, the official recruitment process has begun. The CRA Director may withdraw the recruitment process. Individuals desiring consideration for employment must submit an Application for Employment Form, a letter of proposal, or a resume to the CRA Director. Employees are encouraged to submit applications for promotional opportunities. All applicants submitting a resLime and granted further consideration shall complete an Application for Employment at some point during the employment process. Applications must be signed and certified by the applicant. Falsification of any part of the Application for Employment or any related documents may upon discovery, lead to denial of an application or dismissal of the employee. Incomplete applications may be accepted but missing information must be obtained from or submitted by the applicant on request. All applications and resumes received by the CRA must be forwarded to the Director. Applications for employment may be accepted by the Director even when there are no current vacancies for a specified position. When a vacancy occurs, previously submitted applications and resumes on file may be considered in addition to all new applications and resumes received until the established closing date or until the vacancy is filled. Certain classifications may require applicable testing prior to being given consideration. The Director will administer or cause to have administered tests required and ensures that passing scores are attained prior to forwarding an application for consideration. 8. Upon receipt of the eligible applications, the Director should: am Review and evaluate all applications and resumes based on, but not limited to relative qualifications, knowledge, abilities, skills, 9 education, experience, and certificatiOns or licenses required in accordance with current class specifications. Veterans Preference will be given in compliance with current legislation. In order for an applicant to be given further consideration, minimum requirements of that class specification must be met. Prepare an interview schedule and conduct interviews. d. Determine who is most suitable for further consideration and proceed with additional interviews, if necessary. Prior to any offer or other similar indication of employment, all necessary steps as outlined in Section B must be satisfied. SF/FC'~._ON, RFFERFNCF CHECKS AND .TH.F RECOMMENDA~ON PROCESq Once the interview process has revealed suitable applicants, the reference checks and screening steps should begin by the Director. The Director will coordinate additional form completion with the applicant and will conduct reference checks. Academic degrees, previous employers, character references, and all information provided on the Application for Employment will be subject to verification as needed. The Director may then recommend an applicant for employment and the submit the proper forms to Board for review. If the Director proposes a salary, which exceeds the minimum of, the position's pay range, written justification must be included for consideration of the salary. l0 Upon receipt of a recommendation for employment and in conjunction with a tentative offer of employment, a pre-employment physical and drug test for the applicant is then scheduled if applicable. IVledical examinations must be satisfactorily passed to determine fitness to perform the duties of the position. After acceptance of an applicant's physical examination and drug test results if applicable, the CRA Director may proceed with the hiring process. It is the CRA's intent to employ the most qualified applicant best suited for the position. Current employment with the CRA is a factor, but is not, in and of itself, determinative or controlling. E.M.P~ OY.M. ENT ACCEPTANCF Employment acceptance must be made by the applicant within three (3) workdays of the employment Offer, unless otherwise extended by the Director. :If employment acceptance is declined, the Director may consider another applicant from the recruitment's applicant pool, or may choose to begin a new recruitment. Employment Procedures shall be followed in either case. Employee orientation will be scheduled. New employees must provide proof of work eligibility and verification of identity to the CRA. 'CRA Director will process the necessary employee paperwork for payroll purposes. The Director shall conduct a general orientation program for all new emplOyees to explain the CRA's history and organizati6n, to complete benefit program enrollments, and to stress the use of safe work practices and the CRA's commitment to excellent customer service. D. _lOB DESCR!P~ON$ EXAMp/FS OF WORK' CRA Director: This is a highly visible and responsible position involving the operation and administration of a community redevelopment agency established under Chapter :[63 of the Florida State Statutes. The work involves planning, initiating, and directing programs and projects for the physical and economic improvement of the designated community redevelopment area of CRA. More specifically, the work involves budgeting, capital planning and financial administration, personnel recruitment and supervision, business recruitment, land acquisition urban planning and development, public relations, promotions, events and the administration of contracts for professional services and capital improvements. Work requires extensive contact with public official and the exercise of independent judgment and initiative. This position is responsible to a seven-member board appointed by the City Commission and serves as the primary staff liaison to the office of the City Manager. ILLUSTRATIVE by Agency Board, approves budgetary requests, processes invoices and request for payment, maintains appropriate financial records, initiates an annual audit of the Agency financial conditions. 3, Recruits, hires, train, and supervise the Agency's professional and clerical staff, prepare and administer programs for employee performance reviews, maintain appropriate personnel records. Plans, initiates, and executes a variety of programs and projects for the purpose of improving the physical and economic condition of the community redevelopment area, develops criteria for the evaluation of such projects and programs, prepares regular reports on the progress of projects and m periodic basis. The CRA currently has several elements-to its Redevelopment Plans: The Heart of Boynton Redevelopment Plan at Ocean Avenue and the Federal Highway RedeVeloPment Plan. ' Negotiates and prepares contracts for professional service and capital improvements for the community redevelopment area, administers such- contracts, monitors the progress of the contracted services or improvements. ]:ssues ":Requests for Proposals" for the deposition of real property. IVlanages Agency assets, including commercial and residential real estate. Negotiates the acquisition and disposition of real estate for the Agency. Keeps informed of public and private sector events affecting the community redevelopment area, advises the Board of such events, represents the Agency at public functions, prepares programs for public information, maintains communication with property owners, business owners, residents, public officials, and the public at large regarding activities of the Agency. Schedules regular meetings of the Agency Board, prepares the meeting agenda, maintains the minutes and appropriate public records of the meetings. REQU_TREMEN_TS F-OR THE PO$_.TTL[_ON 1. Extensive experience in administration and urban planning, preferably in the area of urban redevelopment. 2. An understanding of the real estate development process including design, impact analysis, and financing. 3. Knowledge of principles and practices of business and/or municipal administration. 12 Knowledge of federal, state, and local regulations relative to urban redevelopment, including an in-depth understanding of Florida Statute Chapter 163. Considerable experience in public sector budget preparation, contract administration, and financial reporting. Ability to establish working relationships with representatives, and community organizations. public officials, Ability to communicate effectively, both orally and in writing. Ability to analyze information and to prepare clear and concise reports. business Understanding of the fundamentals of public relations, media relations, and mass communication. M!N_~MUM QU~./!FTCA .'~_ON$ This position prefers a Bachelor's Degree in business administration, public administration, urban planning architecture, or a related field and either a Master's Degree in a related field and/or five years experience in a successful redevelopment program. CPA ^SS_TS!-_ AN _'!' DI'RECT'_ OR .1OB DESCRIPTION: The responsibilities of the Executive Assistant are as follows: · Report directly to the Executive Director; · Arrange meetings and keep Executive Director's schedule; · Arrange travel arrangements as necessary; · Handle all outside phone calls not necessary to both Executive Director with · Back-up receptionist on phone and mail distribution; · General correspondence; · Mass mailings · 'Purchase office supplies; · Event and Festival planning; · Prepare CRA Board agenda and meeting back-up packets; · Deliver Board packets; · Attend CRA Board meetings and prepare formal meeting minutes; · Advertise all legal notices; · Prepare all necessary CRA related legal certifications; · Equipment purchase and maintenance · Maintain CRA records disposition; · Maintain CRA general files; · Assist CRA Board members ads requested; 13 · Assist general public as necessary; · Assist City of Boynton Beach with regard to CRA matters; · Assist in Preparing CRA Redevelopment Plan Amendments; · Other activities as requested by the Executive Director and/or Board; · Perform office management functions and coordination; · Florida Notary Public QUALIFICATIONS: High School diploma and a minimum of five (5) to seven (7) years of experience in a related field. Must be computer literate. PERSONAL CHARACTERISTICS & ABILITIES: · Ability to define and resolve problems; · Ability to work on projects independently; · Ability to follow written and verbal directions; · Ability to establish and maintain effective working relationships .with co-workers and public; · Knowledge of business English, spelling, and punctuation, in order to prepare documents and compose letters, etc.; · Ability to type from a Dictaphone or in taking dictation; · Ability to operate a computer; · Ability to analyze administrative problems and make sound recommendations; · Must possess excellent communication skills; · Must possess excellent typing skills; · Ability to supervise and schedule clerical staff. .lob Description: The Controller of the Community Redevelopment Agency of Boynton Beach reports to the Executive Director. The responsibilities of the Controller fall into four major functions: accounting, financial management, and project management; Human Resources/Benefit Management however, the job deSCription may change as the CRA'S requirements and needs change. Within the responsibilities area of accounting, the Controller will perform the following: Payable and Receivables Bank Reconciliation .lob Costing Monthly Financial Statements Sales And Use Tax Returns General Ledger Managing Cash Accounts Check Writing Payroll; Deposits; Personnel Records Grant Writing And Administration Within the responsibility area of financial management, the Controller will perform the following; · Assist in preparing the annual budget and in modifying the budget on a periodic basis. · Assist in preparing a five-year budget and in modifying on a periodic basis. · Monthly cash flow forecasting. · Project financial analysiS, assisting the Director and Board in analyzing budgets for a project. · Manage the insurance on all properties, personnel and the Board of Directors. · Coordinate the annual audit with auditors. · Analysis of operational expenses. Qualifications: A minimum of seven (7) years experience as an accountant and a college degree related to finance, accounting, or business. Three (3)years experience in Fund Accounting, Non-Profit accounting and Grant Writing/Grant Administration. Must be computer literate including, but not limited to: All Microsoft Office Suites Components, Tnternet/Email Protocols, Photodelux, NT Networks, Advanced Accounting Software Package, etc. CHAPTER 07 EQUAL EMPLOYMENT OPPORTUNITY STATEMENT The CRA an Equal Opportunity Employer and prohibits discrimination because of race, color, creed, religion, national origin, sex, age, political affiliation, handicap (except where such factor is a bona fide occupational qualification or is required by State and/or Federal law), or marital status in all aspects of its personnel policies, programs, practices, recruitment, examination, appointment, training, promotion, retention or any other actions and operations. CHAPTER 08 OVERT/ME Overtime pay may be given only for authorized or directed time worked in excess of 40 hours. Overtime will not be granted for less than a thirty (30) minute period. Tn calculating overtime, only actual hours worked shall be counted. CHAPTER 09 COMPENSATORY TIME An employee eligible for overtime in accordance with the pay plan may be granted compensatory time off at the same rate it was earned (i.e., straight time for straight time, time and one- half for time and one-half). Compensatory time can be earned, accumulated, and used, with the CRA Director's approval or direction, in accordance with the Fair Labor Standards Act. 15 Employees who are not eligible for overtime payment as indicated in the pay plan, are expected to work the necessary hours to complete their assignments. These employees are eligible for such limited compensatory time off with permission of the CRA Director as outlined above. The choice of whether to grant overtime pay or compensatory time rests solely with management and depends on the most efficient and economical delivery of services. CHAPTER 10 TERMTNATI'ON PAY There is no termination or severance pay. CHAPTER 11 RETI'REMENT BENEFI'T The CRA employees shall have the option of an Individual Retirement program. The CRA shall match up to 5% of the employee's gross salary. The program is immediately vested and is the sole responsibility of the employee to establish the accounting. To receive matching funding, the employee must submit a copy of the Retirement account established as per IRS guidelines and request funds to be sent directly to the account. CHAPTER 12 BONUS & I'NCENTI'VE PROGRAM In addition to any other monetary benefit, the CRA Director is authorized to approve a bonus of $500.00 when such a bonus is justified, in writing. This bonus will not affect the employees pay grade and step. Funds for the bonus will be budgeted as a separate allowance and administered under the direct control of the CRA Director. Employees are not automatically entitled to bOnus money and only one bonus will be allowed to an employee in a fiscal year. This approach is a system where top performance can be recognized by the CRA Director and prompt rewards can be made. This top performance must be substantiated by the CRA Director and Chairman of the CRA Board.. Incentives must be approved by the CRA Board. The pool for funding this program will be set per fiscal year. Employees are encouraged to be as creative as possible, while at the same time keeping the effort simple. Incentive payments will be considered for the following type of activities (although they are not limited to just these type of activities): 16 · Project completed (detail) · Private Investments Secured (detail) · _lobs Created (detail) · Grant Funding Secured (detail) · TIF Growth (detail) CHAPTER 13 BONUS DAYS The intent of this Chapter is to establish a wellness program designed to minimize time lost on the job and to help reduce the CRA'S overall health insurance expenses. The CRA recognizes that emPloyees occasionally suffer from injuries or illness necessitating the use of paid sick leave time off. However, this program provides incentive to reward those employees who .use sick time responsibly. All full time CRA employees covered by this policy are eligible to receive one bonus day for continuous attendance at work at the completion of each calendar quarter that the employee has not used sick time during the previous quarter, nor has been absent from work'or on leave other than those paid leave categories recognized in this document. Bonus days shall be counted as vacation leave and subject to the .provision set forth for use of vacation. CHAPTER 14 HOURS OF WORK Hours of work will be determined by CRA Director, subject to the approval of the CRA Board shall: A. Be uniform within occupational groups, and 17 Be determined in accordance with the needs of the service, and Take into account the reasonable needs of the public who may be required to do business with the CRA. The initial office hours of operation shall be from 8:00 a.mi to 5:00 p.m., Monday through Friday, except for Approved Holidays. CHAPTER 15 LEGAL HOLI'DAYS Legal Holidays to be observed by the CRA's employees unless such employees are required to be on regular duty are one-half (1/2) Day New Year's Eve, New Year's Day, Martin Luther King, _Ir. Day, Presidents' Day, Good Friday, Memorial Day, ]:ndependenCe Day, Labor Day, Veteran's Day, Thanksgiving Day, Friday after Thanksgiving, one-half (1/2) Day Christmas Eve, and Christmas Day and such other days as may be specifically designated from time-to-time by the CRA Board. The CRA Board reserves the right to declare these and any other holidays on a date designated by them; such date does not necessarily have to be on the specified traditional date, but on a date that meets the best interest of the CRA; except if noted otherwise by union contract. Employees shall be paid for legal holidays. Those employees who work on a holiday shall also be paid for the holiday plus the time worked shall be paid at time and one-half rate. Hourly rate employees must work their regular work days immediately before and after the holiday in order to receive pay for the holiday or be in an authorized schedule with -pay status immediately before and after the holiday. Part-time, temporary, and emergency appointed employee shall not be entitled to hOlidaYs with pay. CHAPTER 16 VACATI'ON LEAVE Each full time employee shall earn vacation leave at the rates shown in the scheduled outlined below. The number of day/hours credited per year will not increase alter the 20~ year of service unless the schedule is amended. Tn computing vacation leave, no vacation leave will accrue for any week in which the employee is not in a paid status, for 24 or more hours. A regular employee upon termination of employment with the CRA, shall not be paid for unused accumulated vacation leave. New employees are not eligible for vacation until their Ist year anniversary. 18 V_A~ATTdN A~¢_nUA/PO/T~Y (Based on 40-hour work week) Years-of Service Vacation Days Vacation Hours 1 Year 2 but less than 5 5 years but less than:LO 10 years but less than 20 20 years and after 5 40 10 80 15 120 20 160 25 200 Employees may accrue vacation leave to a maximum of the leave earned in the most recent two employment years. Vacation leave accrued during 3anuary :L - December 3:L may exceed this stated policy, however, any amount over the allowable maximum that has' not been used during that (.lanuary I December 31) will be forfeited as of December 31. CHAPTER 17 SICK LEAVE WITH PAY Sick leave with pay shall be granted to regularly employed full time employees at the rate of one working day for each completed month of service (96 hours). Such leave shall be computed on an employment year basis. Sick leave pay will be paid at the same rate as a regular work day. Unlimited accumulation of sick leave is authorized. Sick leave shall not be considered as a right, which an employee may use at his/her discretion, but rather as a privilege, which shall be allowed only in case of personal sickness or disability, legal quarantine because of exposure to contagious disease, or in the case of illness within the immediate family. No more than five working days in any calendar year may be taken as sick leave because of illness within the immediate family. Tn the case of a prolonged, serious illness within the family, an employee may take more family sick time' only if approVed by the Director and CRA Board and a doctor's letter must be submitted. Sick leave will not be granted if it falls on regular days off or on a holiday. In order to be granted sick leave with pay an employee must meet the following conditions: Notify the Director one (:l.) hour before the beginning of the scheduled workday of the reason for his/her absence or within lesser limits if required. 19 'B. Permit such medical examination, deems desirable nursing visit or inquiry, which the CRA File a written request for such-sick leave on the form and in the manner to be prescribed. Requests for more than three (3) days sick leave must be accompanied by a doctor's certificate explaining the absence and/or unfitness for duty. Eg If excessive sick leave is taken in such a way as to indicate a pattern, random or otherwise, the employee will be placed on restricted sick leave and a doctor's certificate will be required for a one day absence. Employees serving a probationary period on an original appointment shall accrue sick leave in accordance with the provisions of this section. Gm In computing sick leave no sick leave increments will accrue for any week in which the employee is not in a paid status, for 24 or more hours.. In computing sick leave taken, all employees shall be charged one hour sick leave for each hour not worked because of illness. I. Claiming sick leave when physically fit shall be cause for discharge. Em Employees, if work is available, may return to work with a Light Duty Certificate and/or letter from their physician provided there is work available within the CRA that would comply with the doctor's requirements. If there is no such work available the employee will remain on sick leave or workers' compensation status until he has a full release to return to work from his/her doctor. CHAPTER 18 LEAVE WITH PAY ]URY DUTY/WITNESS FEES - All pay granted under this section must be approved by the CRA Director. Leave with pay may be authorized in order that regular employees may serve required jury duty or a subpoena issued by a court of law to appear as a witness on cases relevant to the CRA, provided that such leave is reported in advance to the CRA Director. Employees subpoenaed as witnesses in cases unrelated to CRA business may take vacation leave in order to receive pay. 20 MILITARY LEAVE: All employees in the CRA service who are members of the military reserve units and who must attend annual training sessions are entitled to leave of absence with full pay. The CRA pursuant to Florida Statute 115.07 - Officers and Employees Leaves Of Absence For Reserve or Guard Training, grants up to seventeen (17) calendar days with pay each year in order that such employees may fulfill their military obligations. Full-time permanent employees in the CRA service who are called to perform military service may at the discretion of the CRA Board be granted leave of: absence without pay for such service in accordance with the provisions of Public Law 93-508, Section 2021 - Right to re-employment of inducted persons; Section 2024 - Rights of persons who enlist or are called to active duty; reserves. D:[SAB]:LI-I-Y: Employees who are on disability leave will have their positions held for a maximum of nine_months from the date of injury or illness. [f the .employee fails to comply with any provisions required by the carrier handling the claim, they will waive their rights for reinsta~tement in their open position or any other position. WORKERS' COIVlPENSAT[ON: Whenever an employee is totally diSabled from duty for a period of no more than seven (7) calendar days because of an injury determined to be compensated under the provisions of the Worker's Compensation Act, he/she shall be entitled to full regular pay. If the period of disability is greater than seven (7) calendar days, the employee will be eligible to receive a sum of money up to an amount equal to the difference between his/her worker's compensation check and his normal net take home pay. The injured employee will be eligible to receive the salary supplement for a period not to exceed,three (3) months from date of injury. At the end of the three months, or .sooner, the Director, and Chairman of the CRA Board will review the case for a determination of pay status. continuation of the salary supplement is granted it can be at any rate determined equitable by the CRA Board, but not to exceed an amount equal to the net take home pay. ]:n no case will the salary supplement be greater than six (6)months within an 18 month period commencing with the date of injury or illness. Alter six (6) months of supplemental pay within an 18 month period, the injured employee may elect to receive accrued sick leave and after exhausted, vacation leave, in accordance with his/her regular hourly wage, to the extent that his/her combined sick leave or vacation leave, CRA supplement (if less than the full amount authorized) and workers' compensation benefits equal his/her regular weekly net take home salary. The employee must contact the Director to qualify for the combined check. it is incumbent on the employee to make application for disability in accordance with the pension plan they are members of, or the insurance plan they are covered under. Failure to do this automatically cancels the additional CRA benefits. If the appropriate, disability plan denies the claim, the additional CRA salary supplement benefit will be canceled. If the appropriate disability plan accepts the claim, the salary supplement will be canceled after issuance of the disability pension check or at the end of the time duration outlined above, which ever comes first. If an employee who is receiving Worker's Compensation payment along with CRA supplement, sick or vacation leave, is fOund to be working or receiving compensation for his/her services elsewhere, during this period, he/she will be subject to reimburse the CRA for all medic~al expenses and supplement sick or vacation pay taken and be subject to dismissal. COMPASSIONATE LEAVE: in the event of the death of the mother, father, foster parents, brother, sister, husband, wife, son, daughter, grandparents, grandchildren, mother-in-law, or father-in-law of a regular employee such employee shall be entitled to paid compassionate leave not to exceed three (3) consecutive calendar days for any one death. However, if it is necessary for the employee to leave the State in connection with the interment of the deceased, five (5) consecutive calendar days shall be allowed. Employees must submit proof of death in order to be eligible for this article. The CRA Director may grant additional leave under this section when he/she deems it appropriate. CHAPTER 19 I'N-SERVTCE TRATNTNG Any employee maybe accorded leave with pay to attend an authorized training program, provided that such training will considerably improve the employee's job knowledge and substantially increase his/her efficiency: Leave is requested by the employee and approved by the CRA Director. When such leave is granted, the Personnel Director shall be promptly notified, the course work to be completed, and the probable date of the employee's return to duty. 22 Leave shall be for time required to complete the course. In no event shall any leave be approved or granted under this rule except where there are adequate, unencumbered funds available in the departmental budget which are sufficient to cover the cost of such training. In the event the course is not successfully completed, employees granted leave under this rule shall reimburse the CRA for one-half the cost of such training course. :If the employee leaves the CRA service within one (1) full year after completion of such training, he/she shall reimburse the CRA for the total cost of such training course if the CRA Director requires. CHAPTER 20 LEAVE WTTHOUT PAY A regular employee may be granted leave of absence without pay for-a period not to exceed one year for sickness, disability or other good and sufficient reasons, which are considered to be in the best interest of the CRA. Such leave shall require the pdor approval of the CRA Director and the CRA Board. Employees that are on approved leave of absence without pay will be responsible for paying all their benefits, i.e., insurance, etc. Except under unusual circumstances, voluntary separation from the CRA service in order to accept employment not in the CRA service shall be considered as insufficient reason for approval of a request for leave of absence without pay. If for any other reason, leave of absence without pay is given, such leave of absence may subsequently be withdrawn and the employee recalled to service. All employees on leave of absence without pay are subject to applicable provisions of these rules. There will be no accrual of sick leave, vacation leave or seniority during a leave of absence without pay exceeding: 30 days. CHAPTER 21 MEDTCAL INSURANCE The CRA Medical Insurance is as approved by the Board and is available upon request. CHAPTER 22 OUTS'rDE EMPLOYMENT A CRA employee is permitted to engage in any business, trade, occupation or profession provided prior written approval of the department head or designee is secured; however, such activity is not permitted if it would bring the CRA into disrepute, reflect discredit upon the employee as an employee of the CRA, interfere with the performance of the employee's CRA duties, present a conflict of interest, result in misuse of CRA property or funds, or result in use of the CRA position for personal gain. Probationary and regular 23 full-time employees must recognize the CRA as primary employer in all issues regarding outside employment. CHAPTER 23 GTFTSAND GRATUZT'rES Most employees are subject to the provisions of state law, including but not limited to prohibitions against: 1) bribery (benefits for acts, decisions, opinions, recommendations, votes, or discretion); 2) coercion of an employee to influence exercise of official power or duty; 3) private communication to improperly influence an employee's official discretion in an adjudicated proceeding; 4) tampering with witnesses (benefits or coercion for false or withheld evidence, eluding legal process, or avoiding attendance); 5) retaliation against an employee, witness, or informant for their service; and 6) gifts from those regulated, inspected, investigated in custody, in litigation (actual or planned), or interested in any transaction inVOlving the employee's discretion. in addition, the CRA imposes the following restrictions on all employees: 1) Gift and Gratuity means a payment, loan, subscription, advance, deposit of money, services, goods merchandise, tickets, cash, present or promised, unless consideration of the substantially equal or greater value is received. "Gift and Gratuity" may include any tangible or intangible benefit in the nature of gifts, favors, entertainment, discounts, passes, transportation, accommodation, hospitality, or offers of employment. 2) Unless authorized or excepted as herein provided, an employee shall not accept or solicit, by request or exhibiting identification (including wearing of a uniform), any gift or gratuity, including food or drink for the employee or other, .from any individual, business establishment (profit or non-profit) or merchant, including but not limited to existing or potential vendors or contractors, franchisees, licensees, and/or customers of the City and/or CRA. 3) An employee shall not receive, under any pretense, or seek, ask, or share in any fee, reward, or other reimbursement or gratuity for the 4) performance of official duties, except as directed by the employee's department head. All prohibitions herein apply equally where the beneficiary is the spouse, child, parent, parent-in-law, brother, sister, grandparent, or grandchild of the em ployee. 5) Exceptions: a) solicitation or acceptance of anything from a friend or relative unrelated to any employee duties or city business and based upon a personal or family relationship; b) participation in the activities of, or the acceptance of an award for, a meritorious public contribution' or achievement from a charitable, religious, professional, social, or fraternal organization, or from a non-profit educational, recreational, public service, or civic organization; c) d) participation in widely-attended luncheons, dinners, and similar gatherings sponsored by industrial, technical or professional associations for the discussion of matters of mutual interest to the CRA. Payment by the CRA for attendance by CRA employees at such functions is encouraged; acceptance not otherwise prohibited by law or policy of unsolicited advertising products or promotional material such as pens, pencils, note pads, calendars, and other items under nominal value of not more than $25.00; e) transportation, meals, or accommodations not excessive or extravagant in nature provided in connection with seeking other employment and not otherwise prohibited by this policy; A gift or gratuity extended to the entire CRA extended through and approved by the CRA Director; and g) As authorized in Section D.4.c; below. 25 The CRA Director may authorize as incident to the normal course of and in furtherance of CRA business, the acceptance of benefits,' food, drink, lodging, transportation, or entertainment, the employee shall file a monthly disclosure report to the allowing authority for review and indication of approval. Upon offer of any gift/gratuity to an employee, the responsible employee may in case of question as to application of this policy submit the gift/gratuity proposal to the appropriate CRA Director or CRA Board. The CRA Chairman must approve gilts, including but not limited to services, furniture, equipment, and materials in excess of $1,000 in value presented to the CRA. Materials of lesser value may be approved by the CRA'Director. Any employee receiving any item on behalf of the CRA will immediately report the offer or item to the CRA Board. Where practical, receipt should not be made until a report is made and approval to accept js obtained. The report shall include a description of the gift, name of the donor (if known), when the gift was received, and explanation of the proposed disposition of the gift. Tf the donor is known, the employee shall return any gift not acceptable under this policy. :If the donor is unknown, the employee will deliver any unacceptable gift to the CRA Board, who will donate the unacceptable gift to a non-profit charitable organization. CHAPTER 24 CONFLZCTS OF I'NTEREST Some employees are subject to the provisions of state law, including but not limited to V.T.C.A. Local Government Code, Chapter 171, Regulation of Conflicts of ]:nterests, which prohibits: a) Voting or decision-making involving: (i) A business entity in which the employee or certain of his or her relatives own 10% or more of the stock, shares, or value of or owns $5,000 or more of the value of or receives more than 10% of their income from; or (ii) Real property valued at $2,500 or more owned by the employee or. certain relatives; and 26 b) Acting as a surety for a business having a contract or work with the CRA or as a surety for city officials' required bonds. An affidavit is required to be filed with the city secretary. B. ]:n addition, the CRA imposes the following restrictions on all employees: 1) No employee shall a) Have a pecuniary interest in any exchange, Purchase, or sale of property, goods or services with the CRA, except in full and impartial compliance with statutes, CRA charter, ordinances, and regulations applicable thereto and provided further that: (i) The employee discloses interest to the CRA Board prior to any contact with the CRA concerning the transaction and receives a written determination of no conflict of interest; (ii) Such persons shall receive no favor or special concession or inducement not customarily available and granted by the CRA in such a transaction; and Any discretion by officers or employees of the CRA in connection with any such transaction shall be exercised impartially and upon the same standards applied to all citizens. b) Appear and serve as a designated spokesman or representative for, or represent another person or persons or any group or entity in their presentations before the City Council or any city department, agency, commission or board or CRA on a matter related to his/her duties, except in the official discharge of his/her official duties; provided, however, that this shall not be construed to preclude an employee from expressing personal views or personal statements for or against any issue pending before the City or CRA or preclude an employee from representing another employee or group of employees to the extend authorized by the Government Code, related to wages, hours of work, or conditions of work. c) Represent directly or indirectly another person or any group or entity in any action or proceeding: (i) Wherein any law, policy, or procedure of the CRA is in issue or in any litigation in which the CRA or any department, agency, commission or board thereof is a party; or (ii) In any court which was instituted b y a city officer or employee in the course of official duties, or in any proceeding in which any city officer or employee is a witness. Employees shall avoid any action, whether or nor specifically prohibited, which might result in or create the appearance of: 1) Using public office for private gain 2) Giving preferential treatment to any organization or person; 3) impeding government efficiency or economy; 4) Losing complete independence or impartiality of action; 5) Making a government decision outside official channels; 6) Affecting adversely the confidence of the public in the integrity of the government; or 7) Connection of the employee's public employment or position with any policy, practice standard, position, advertisement, product, or service not offidally sanctioned by the CRK. Public employment or position includes the name or logo of the CRA, the name of its departments, or the use of its offices. The prohibitions of Section D.8.b.1) apply where the affected person is the spouse,' child, parent, parent-in-law, brother, sister, grandparent, or grandchild of the employee. CHAPTER 25 POLITICAL ACTIVITY ]:t is the policy of the CRA to encourage its employees to fully exercise their constitutional rights as citizens to vote and participate in political activities. Although the CRA encourages active participation in electoral activities, city em ployees are subject to certain restrictions that apply to political activities. 28 Definitions: l) Political party: a natural or state political party or an affiliated organization of such. 2) Election: includes primary, special, and general elections. 3) Nonpartisan election: an election at which none of the candidates are to be nominated or elected at which none of the candidates are to be nominated or elected as representing a political party, any of whose candidates for presidential election received votes in which the last preceding elections at which presidential electors were selected; and/or an election involving a question or issue which is not specifically identified with a political party, such as a constitutional amendment, referendum approval _ of a municipal ordinance or any question or issue of similar character. This includes City Council elections of the City of BoYnton Beach. 4) Partisan election: an election at which any of the candidates are to be nominated or elected as representing a political party, any of whose candidates for presidential elector received votes in the last preceding elections at which presidential electors were elected; and/or an election involving a question or issue which is specifically identified with a political party, such as a constitutional amendment, referendum, approval of a municipal ordinance, or any question or issue of a similar character. 5) Political purposes or activities: conduct in the furtherance of nonpartisan or partisan elections and/or of legislative actions by a governmental body. 6) Employee shall include probationary, regular full-time, regular part- time, seasonal, temporary, at will, and reserve peace officers. B. Permitted political purposes or activities:: 1) Employees are specifically (except where otherwise prohibited herein) permitted to: a) Register and vote .in any election; 29 b) Express opinions as individuals, privately and publicly, on political issues and candidates; c) Hold membership in a political party or other political organization and participate in its activities to the extent consistent with the law and this policy; d) Attend a political convention, rally, fund raising function, or any other political activity not in violation of federal, state, or lOcal laws; e) Sign political petitions as individuals; f) Make a financial contribution to a political party, an organization, or a candidate; g) Serve as an election judge or clerk except when prohibited by Election Code. h) Display campaign signs on the premises of private yards and homes, place bumper stickers on private vehicles or wear campaign buttons or badges when off duty and not in a uniform or vehicle that identifies one as an employee of the City of Boynton Beach. i) Become a candidate in a nonpartisan election other than mayor or council member of the City of Boynton Beach so long as the office sought has no direct or indirect contractual relation with the City of Boynton Beach, the elected office presents no conflict of interest with the employee's employ- mint, and the employee does not hold a policy-making position (manager or supervisor) with the City of Boynton Beach. J) Work in campaign headquarters of Boynton Beach Mayor or City Commission candidates or other candidates; Endorse or oppose a candidate for Boynton Beach Mayor or City Commission or other office; 30 Serve as an officer of a political party or a member of a national, state, or local committee of a political party or as an officer or member of a committee of a political club, or be a candidate for any such positions, or campaign behalf of, or in opposition to, a candidate for any such positions; m) Organize or reorganize a political party organization or club; n) Organize, sell tickets to or actively participate in a fundraising function for a political party or candidate; o) Take an active part in managing the political campaign of a candidate for public office in an election, or for a candidate for political party office. p) Solicit votes in support of, or in opposition to, any political candidate; q) Serve as a delegate, alternate, or proxy to a political party convention; Act as recorder, watcher, challenger at the polls or drive voters to the polls on behalf of a partisan political party or candidate; s) Endorse or oppose a candidate in an election for public office in a political advertisement, broadcast, or campaign literature, except by use of the employee's job or duty title or status as an employee; t) Address a political convention, caucus, rally, or similar gathering except6 by use of the employee's job or duty title or status as an employee; u) Initiate or circulate a nomination petition or political petition as an individual; v) Distribute a card or other political literature relating to the campaign of a candidate. 2) An employee may otherwise participate fully in any other public affairs in a manner, which does not materially compromise the efficiency or integrity of the employee as an employee or the neutrality, efficiency, or integrity of the employee's department, division, or office. 31 3) None of the foregoing provisions of this section authorizes an employee to engage in political activities. a) That are a violation of law or this policy, or, b) While on duty, or c) While in a uniform or vehicle that identifies the employee as a CRA employee, or d) By use of the employee's official title or status, or e) In the offices, buildings, or non-public areas of CRA properly except for permitted activities in the furthera.nce of legislative action. 4) The CRA Director or Board may prohibit or limit the participation of an employee or class of employees in an activity otherwise permitted by this section if participation in the activity would interfere with the efficient performance of official duties or create a conflict or apparent conflict of interest. C. Prohibited Political Purposes or Activities: 1) No Employee shall: a) Become a candidate for or campaign for election to: (i) public office in a partisan election if the employee's principal employment is in connection with an activity which is financed in .whole or in part by loan or grants made by the United States or a federal agency; or (ii) Any elective public office inany election if the office sought has direct or indirect contractual relation with the City of Boynton Beach, presents a conflict of interest with the employee's employment, and the employee holds a policy- making position with the City of Boynton Beach; however, this restriction shall not apply to the offices of justice of the peace or county commissioner; or 32 The office of Mayor or Council Member of the City Of Boynton Beach; b) Make, solicit, collect, or receive political contributions at or in an office or building of the City of Boynton Beach. c) Solicit, Collects, or receives contributions for candidates, except from members of an employee organization to which the employee belongs; d) Engage in any political activity while on duty, while in a uniform or vehicle that identifies one as an employee of the City Of Boynton Beach, or by use of the employee's official title or status, or in the offices, buildings, or non-public areas of city property, such as to wear campaign buttons or distribute campaign lite~ture at work or in a city uniform or vehicle or in the offices or buildings of the City Of Boynton Beach, except for permitted activities in the furtherance of legislative action authorized by the CRA Director or the CRA Board in accordance with sanctioned CRA business; e) Use his/her official capacity to influence, to interfere with, or to affect the results of any election or nomination for. office; Address or appear at or participate in political gatherings in support of or in opposition to a candidate when the employee is acting in an official capacity or with use of the job or duty title or status as an employee; or , g) Directly or indirectly coerce, attempt to coerce, command, or advise a state or political subdivision officer to pay, lend or contribute anything of value to a party, committee, organization, agency, or person for political purposes. CHAPTER 26 DISCIPLINARY ACTIONS The CRA is committed to recruit, train, and retain qualified employees who will contribute to the CRA's mission. 33 The success of CRA in providing quality and efficient public services directly correlates with appropriate employee conduct and performance. Employee behavior, which is positive and supportive of the goals of effective municipal management, is fully encouraged. . When an employee's conduct or performance is inconsistent with the needs and goals of the CRA, disciplinary actions up to and including dismissal can occur. Progressive discipline is suggested when circumstances support its use. ]:n proper cases, dismissal may immediately occur. No employee shall be disciplined or discharged without just cause. Counseling and written reprimands should be utilized as an element to motivate employees to choose behavior conducive to an individual's growth, development and most importantly, to insure the successful operation of the CRA and its services. However, in certain circumstances, punitive disciplinary action will be necessary. There is no "fixed formula" for discipline, management reserves the right and prerogative to make disciplinary decisions based on repe~ted occurrences of varying incidents, past performance, or severity of the incident. Although progressive disciplinary actions are encouraged when circumstances support such use, the severity of misconduct and the circumstances shall determine the nature of the discipline. A number-of factors should be considered in determining the appropriate level of discipline to be taken at each successive step. Such factors may include time intervals between offenses, effectiveness of prior disciplinary actions, insubordination, employee willingness to improve, overall work performance and teamwork. Certain misconduct is so contrary to the public interest that dismissal shall be the only appropriate disciplinary measure. The level of misconduct may differ in individual cases from apparently similar incidents. The CRA retains the right to treat each occurrence on an individual basis without creating a precedent for situations, which may arise in the future. This case-by-case method is designed to take individual circumstances and/or mitigating factors into account. These provisions are not to be construed as a limitation upon the retained rights of the CRA, but are to be used as a guide. The failure of immediate supervisors to document and/or take disciplinary actions for misconduct, or the failure to forward the completed disciplinary documents to the CRA Director, shall serve as grounds for disciplinary action. 34 ~zA._M.P/~S OF :M!SCONDUCT: The following types of infractions, offenses, or misconduct shall represent employee noncompliance with rules, regulations, policies, practices or procedures of the CRA or the Department, or employee wrongs or offenses which violate permissible behaviors or are specifically prohibited by law. The listed reasons are for informational purposes only and are not meant to be exhaustive. Each disciplinary action shall be considered on a case- The following are examples of violations, which shall result in discipline and the progressive disciplinary action, which may accompany the violations: Conduct unbecoming of a CRA employee. Conduct unbecoming a CRA Employee means: Employee behavior or actions on the part of the employee which hinder or jeopardize the successful operation of the CRA, undermine-teamwork and cooperation among CRA employees, or undermine the public confidence in the CRA or its employees. Violation or disregard of CRA's Safety policy and procedures including: a) Careless use of vehicle or equipment b) Failure to use all safety restraints when riding in or operating a CRA vehicle; c) Failure to wear and/or use prescribed uniforms or equipment. Abuse of Personnel policies including, but not limited to: a) Abuse of sick leave privileges, sick leave policy or excessive absenteeism b) Failure to notify the CRA of current address .and telephone number within ten (10) calendar days of change 35 c) Failure to report'any outside employment. Abuse of departmental procedures and work rules including: a) Failure to provide name and official title to any person requesting same when performing work related duties b) c) d) e) Habitual extension of lunch periods or break period Habitually late for work without valid reason Smoking in prohibited areas Unauthorized solicitation, posting of material, or non-productive behavior. Documented failure of a supervisor to perform duties required of supervisory employees including recommending and/or taking disciplinary actions when necessary. This chart outlines the usual progression for repeated occurrences of misconduct. If serious misconduct or extreme misconduct has occurred previously, there will be faster progressive action. OFFENSE TYpE 1SI' OCCURRENCE 2ND OCCURRENCE 3RD OCCURRENCE IVlTSCONDUCT COUNSELING WR1TI-EN SUSPENSION REPR~iVlAND WlTHOUT PAY OR DISMISSAL SER!OUS M_TSCONDUCT Violation or disregard of CRA's Safety policy and procedures including' a) Continued misuse of equipment or negligence resulting in injury to Self, others, or damage to CRA equipment or property b) Horseplay potentially hazardous to life or property c) Unauthorized use or unsafe operation of CRA property, equipment or vehicle. 2. Abuse of Personnel policies including' a) Threatening a co-worker or supervisor 36 b) Use of abusive language to or about an employee, co-worker, supervisor, or the public c) Insubordination, meaning the failure to recognize or accept the authority of a supervisor. 3. Abuse of departmental procedures and work rules including: a) Sleeping on the job b) Absent without calling in within one hour of shift start time c) Disrupting or hindering operations d) Failure to work required overtime assignments, special hours, special shifts or unavailability during stand-by status e) Outside employment, which conflicts, interferes or otherwise hampers the performance of the employee in their CRA job TNEFF_TC!ENCY OR _TNCOMPI:TENCY The inefficiency or incompetency in the performance of assigned duties may result in demotion, or disciplinary action up to and including termination. Examples of poor performance shall include failure to provide responsive, courteous, high quality work or repeated failure to support CRA goals, and contribute to CRA success. Employees who receive an OVERALL "Partially Meets Standards" or "Does Not Meet Standards" evaluation (rating of 1 or 2) shall be given a follow-up evaluation within 60 days of the initial "Partially Standards" or "Does Not 'Meet Standards'" evaluation. More than one overall rating of "Below Standards" may subject the employee to demotion or disciplinary action up to and including termination. It is the responsibility of every employee to perform at a minimum level of "Meets Standards", as outlined in the Incentive Pay System Policy. The following chart outlines the progressive discipline for three occurrences of serious misconduct. If misconduct or serious misconduct has occurred previously, there will be faster progressive action. 37 OFFENSE TYPE 1S-'T ocCURRENCE 2ND OCCURRENCE 3RD OCCURRENCE SERIOUS WRI-ITEN SUSPENS]:ON DISMISSAL MISCONDUCT- REPRIMAND OR W~HOUT PAY OR SUSPENSION DISMISSAL W]THOLIT PAY .~C~...EME MISCONDUCT Violation or disregard of CRA's Safety policy and procedures including: a) Failure to report an on-the-job injury or accident within 24 hours to Director; b) Supervisor's failure to report an employee's on the j-ob injury to the CRA Director within 24 hours and/or completion of necessary documentation; c) Fighting on the job or engaging in any intentional act which may inflict bodily harm on anyone; d) Operating a CRA vehicle or equipment without a proper and valid driver's license; e) Failure to report the revocation or suspension of a driver's license when em ployment involves driving. Abuse of Personnel policies including, but not limited to: a) possession of a firearm or concealed weapon on CRA or property or while performing official CRA duties; b) Gambling during work hours; c) Suspension or revocation of any required job-related licenses or certification; d) Refusal to sign a disciplinary form, Abuse of departmental procedures and work rules including: 39 a) d) unauthorized personal use of CRA equipment or funds conducting personal and/or private business on CRA time; improper use of CRA time for such activity falsifying attendance records other rules as communicated by director. ]:llegal, unethical or improper acts including: a) theft or removal of CRA property without proper authorization b) falsifying employment application or concealing information during pre-employment screening or processing c) soliciting or accepting an unauthorized fee or gift or failure to comply with Chapter 112, Florida Statutes d) giving false information, or failure or refusal to fully cooperate or provide full, truthful information in CRA initiated investigations e) possession, use or sale of illegal drugs, alcohol or prescription medication which alters the employee's performance on the job; or any confirmed positive drug test f) possession or use of alcohol while on dutY; or reporting to work under the influence of alcohol g) refusal to participate, if offered, in a drug/alcohol rehabilitation program h) refusal to submit to a CRA required drug or alcohol test i) falsifying or attempting to falsify a CRA-ordered drug test violating the CRA's Sexual Harassment policy through interaction with another employee or a member of the public k) conviction of a felony (including non-work related). The following chart outlines the progressive discipline for two incidents of extreme misconduct. If misconduct or serious misconduct has occurred previously, there will be faster progressive action. OFFENSE TYPE 1ST OCCURRENCE 2ND OCCURRENCE DISMISSAL EXTREME OR SUSPENSION UNLAWFUL WITHOUT PAY OR MISCONDUCT DISMISSAL PROCEDURE FOR D_TSCIPLTNA~Y ACJ!'~._ON When an immediate supervisor becomes aware of conclusive evidence of the need for employee discipline, he/she becomes responsible and shall investigate the circumstances of the misconduct, or lack of performance, prior to deciding upon the type of disciplinary action to be recommended or taken. Documentation of the discipline investigation or of the conduct shall be required on the part of the immediate supervisor in order to establish appropriate records The CRA Director will be available to assist in such investigations. In cases where investigations of a more substantial nature are required, the following types of administrative review shall be administered. a) Ad._m_!.n.!~rat!ve Rev!ew' Investigations of non-criminal violations conducted in the absence of immediate .or conclusive evidence involving any CRA employee, with the exception Of Police Department employees. These investigations shall be conducted by the Director, who shall obtain all sufficient information, including documentation and/or sworn statements, in order to determine the necessity or level of disciplinary action. The CRA Director shall assume responsibility for acquiring any necessary sworn statements. Administrative investigations shall be conducted expeditiously. b) CrJmJna! _T_n_vestJgatJons' Investigations conducted when criminal violations are reportedly committed by any employee of the CRA, These investigations shall be conducted by the Police Department, in collaboration with the Director of the involved employee. In instances where an investigation of serious, unlawful or other extreme misconduct is necessary, administrative and/or criminal investigations shall be conducted prior to the effeCtive date. The immediate supervisor may initiate a three day or less suspension with pay to afford a supervisor the opportunity to investigate an .alleged incident or misconduct in the absence of the employee. Suspensions of more than three days require the approval of the Director. This praCtice may also be used in .the event that alleged misconduct is severe but unproven. The immediate supervisor shall immediately notify the Director after the suspension is issued, so that the matter can be investigated at once. A recommendation for disciplinary action may result from the findings of an investigation. Tf disciplinary measures are not recommended after the investigation, the suspension with pay period shall not be construed as disciplinary in nature. ^ document confirming a favorable determination as to the matter should be made a part of the employee's record. .TYPES OF D_TSC!PLTNARY .A. CT~_ _ON' ~- Consists of warning the employee to correct or improve performance, work habits, or behavior, and counseling the employee on improvements expected. Counseling serves as a warning against further repetition of employee behavior. Future violations will result in discipline up to and including termination. Bm Wd_hte.n. Reprimand Consists of issuing a written 'notice of reprimand to improve performance, work habits, or behavior. A written reprimand should include a complete description of the incident(s) of misconduct, inappropriate behavior, work habits, or performance which require improvement; previous records of discussion; a time frame within which the employee must correct or improve his/her behavior; and a warning that future violations will result in further disciplinary actions up to and including termination. Written reprimands shall be signed by the employee to acknowledge receipt and to the Director for retention in the employee's records, with a copy provided to the employee. Employees may submit comments for inclusion in the record. The emPloyee may be required to complete a written plan for correction of the behavior. When the written reprimand contains a time frame for employee improvement, a follow-up discussion at the end of the designated time period should be conducted. This follow-up discussion will provide a specific opportunity to review the employee's improvement relative to the discipline. Written reprimands should be reflected on the employee's performance evaluation along with any noted improvements. SLspens!on W!thoL. t Pay ConSists of an employee being prohibited from returning to work until the specified period of suspension has passed or the .forfeiture of vacation time, if agreed to by the employee. Suspensions without pay shall be used when an employee is removed from the job due to extreme misconduct or unlawful behavior, or when instances of progressive discipline support a suspension without pay for a specified period of time. Any time an employee is suspended for discipline, the suspension shall be without pay. With the written authorization of the Director, imme~liate supervisors have the authority to issue a suspension without pay for three working days or less. Suspensions without pay beyond three working days require prior concurrence by, CRA Director, review by the CRA Attorney's Office and authorization by the CRA Board Director. w Employees being suspended without pay shall be notified in writing by the CRA Director. The written notification shall consist of the reason for the action and the duration of the suspension without pay. ]:t shall also include a statement that future violations will result in further disciplinary actions up to and including termination. Employees may submit comments for inclusion in the record. Written notification of a suspension shall be signed by the suspended employee acknowledging receipt of the written notification, and included in the employee's records, with a copy provided to the employee, and the CRA Files. D ~ - In the context of this policy, demotion consists of an employee being involuntarily removed from higher level classification to a lower level classification, with a resulting decrease in salary. Although not limited to such instances, demotions may occur in some cases because of an inability to fulfill the duties of the higher level job in a satisfactory manner; or a failure to comply with employment conditions, such as licensure or certification. In addition, probationary employees shall be subject to demotion without the CRA being required to state a reason. The probationary employee shall not have access to any appeal process with regard to the demotion. Immediate supervisors should discuss the potential demotion of an employee with their chain of command prior to a written recommendation for demotion. The Director shall then submit.the written recommendation to the CRA Board, Demotions require concurrence from Director, review by the CRA Attorney's Office and authorization from the CRA Board prior to being effected. Written notification of demotions shall be provided to the employee by the Director. Such notices shall include the final decision, the reason(s) for the decision, the employee's new classification' title, the new pay range and pay rate, and the effective date of the demotion. Written notifications shall also include that future violations will result in further disciplinary actions up to and including termination of employment. All documentation of a demotion shall be retained in the employee's file. Employees may request a demotion to a lower level classification voluntarily, Such demotion shall not be punitive. Employees may submit comments for inclusion in the record. Written notification of a demotion shall be signed by the employee acknowledging receipt of the written notification for inclusion in the employee's records. Dismissal - Dismissal is a result of an employee's involu.ntary termination, which severs the employment relationship. At such time all. employee benefits cease, except as otherwise provided by law. Immediate supervisors shall supply thorough documentation and discuss recommendations for an employee's dismissal with their chain of command. Upon receiving a written recommendation from the Director shall submit the documentation to CRA Board. Dismissals shall be effected only with the concurrence of Director, review by the CRA Attorney's Office and authorization by the CRA Board. A written notice of recommended termination shall be given to the employee in person. However, after two unsuccessful attempts to deliver the notification, then the notice shall be sent via U.S. mail to the most recent address on record in the Personnel file. The recommendation shall include the following information: 43 The underlying reasons for the recommended termination. Documentation upon which the Director relied in formulating said recommendation. An explanation of his/her rights to request an Predetermination Hearing prior to termination taking effect and the fact that the decision of the CRA Board's shall be final. The dismissal recommendation and the CRA Board's final decision shall be placed in the employee's Personnel file. Employees may submit comments for inclusion in their Personnel file. Probationary employees who have not successfully completed the established probationary period shall be subject to .dismissal without cause, after review by CRA Director. At the time of dismissal, employees are required to surrender, all CRA property, which may be in their possession, or custody and all other conditions for termination must be complied with prior to issuance of final check. R_~GHT TO PRED_~-F_ FRM!NAT!_ON HEAR!NG' Pdor to the effective date of any suspension without pay-of five days or more, or a termination, the CRA shall conduct a predetermination hearing. The predetermination hearing shall be conducted by the Director and the CRA Board Chairman. The employee shall be provided with reasonable notice of the predetermination hearing date and of the charges, which are the grounds for the disciplinary action.. The employee may be accompanied and assisted at the predetermination hearing by a representative or his or her choice. The employee shall be afforded the opportunity to present information in defense or mitigation to the charges brought against the employee. Following the predetermination hearing and any further investigation into issues raised by the employee in defense or mitigation of the Charges, the Director and the CRA Board designee shall sustain, reverse, or modify the disciplinary action and give the employee written notice of their action and at the same time establish the suspension or termination date(s) if appropriate. F_M.P/OYEI:: APPI=AI _q 'Probationary employees shall not have the right to appeal any type of disciplinary action. Regular employees may respond to disciplinary actions of counseling, written reprimand and suspensions with or without pay, of less than five (5) workdays, or demotions, by requesting administrative review by the Director. Such request shall be made within ten (10)calendar days of the imposition of the discipline. The Director shall review the disciplinary action in question and shall either sustain, reverse~ or modify the disCiplinary action. The Director's disposition shall be made within thirty (30) days of the employee's request for review. The Director's disposition is final and not subject to further review. Regular employees have the right to binding arbitration of any suspensions without pay of, five days or greater, or dismissals by requesting binding arbitration within ten (10)business days of the employee's receipt of formal notification of recommended suspension or dismissal. The CRA and the employee may waive the selection process by n~utually agreeing to the appointment of an arbitrator. Tf there is no waiver the CRA shall request a panel of five arbitrators from the American Arbitration Association or the Federal Mediation and ReCOnciliation Association within ten (10) days of a request for arbitration. The CRA and the employee shall alternately strike one name, until one name remains and that individual shall be designated as the arbitrator. The arbitration shall be scheduled within forty-five (45) days of the date of appointment of the arbitrator. Continuances shall not be granted except for good cause and in any event, not more than one continuance shall be granted to either the employee or the CRA. m The decision of the arbitrator shall be made within twenty (20) days following the close of the arbitration or submission of written briefs, whichever occurs last. 7. The decision of the arbitrator is binding and final. The arbitrator may not' modify the discipline but shall either sustain or reverse the discipline. The arbitrator's charges, including fees and costs shall be divided and paid equally by the parties to the arbitration. Each party shall be responsible for their own attorney fees, if any. 45 CHAPTER 27 FORMAL GR'rEVANCES it shall be the general policy of the CRA to anticipate and avoid occurrence of valid complaints or grievances, and to deal promptly with any, which may arise. Except where there is an acceptable reason for not doing so, all matters of this nature will be handled and transmitted through supervisors in the following order, according to the department's chain of command: Immediate Supervisor CRA Director CRA Board of Directors The primary purpose of this grievance procedure is to determine what is right rather than who is right. Free discussion between employees and supervisors will lead to better understanding by both practices, policies and procedures, which affect employees. Discussion will serve to identify and help eliminate conditions, which may cause misunderstandings and grievances. This purpose is defeated if a spirit of conflict enters into the consideration of a grievance. Supervisors and employees alike must recognize the true purpose of the grievance procedure if it is to be of value in promoting the well- being of the CRA. Director shall establish rules for the processing of grievances. Rules .may be amended from time to time, but should .have as their objective the prompt and efficient disposition of a grievance. Grievances are to be initiated by employee within ten (10) days of the event giving rise to the grievance, or the grievance is waived. Once initiated the time sequence for review and response to the employee should not exceed twenty (20) working days. The decision of the Director regarding dispOsition of the grievance is binding and not subject to further review. 46 CHAPTER 28 EMPLOYMENT OF RELATIVES To set guidelines regulating the employment of relatives of elected officials or CRA employees. BAS!C REQU_TRE_M ~_N!S' 1. Compliance with state law nepotism rules. Elimination of hiring practices, which result in conflicts of interest, favoritism or the appearance of impropriety. No person may be hired into the same department in which he/she has an "immediate family" member working, if one supervises or evaluates the other. m No person may be transferred into a department in which he/she has an "immediate family" member working, if one sUpervises or evaluates the other. Provisions of this Policy will not affect persons employed and assigned at the time this Policy goes into effect. m Persons becoming husband and wife while working within the same department may' not both continue their employment in the same respective department, if one supervises or evaluates the other. The provisions of Florida Statute 112.3135, regarding nepotism shall control over any provision of this Policy. 47 CHAPTER 29 SEXUAL HARASSMENT The CRA is committed to providing a work environment that is free of sexual harassment. Actions, words, jokes or comments based on an individual's sex will not be tolerated. Sexual conduct (both overt and subtle) is a form of employee misconduct that is demeaning to another person, undermines the integrity of the employment relationship and is strictly prohibited. Provisions are hereby established to provide for effective complaint procedures available to all emPloyees for investigations of alleged sexual harassment. Violations of this policy will result in disciplinary actions up to and including termination. Further, it is the CRA's policy to act a~rmatively to dissuade such practices through communication, training, and other appropriate methods to sensitize the em ployees to sexual harassment issues. Sexual Harassment is defined as unwelcome sexual advances, requests for sexual favors and/or other verbal or physical conduct of a sexual nature, which creates a hostile or intimidating environment. Sexual harassment does not refer to occasional compliments of a socially acceptable nature or welcome social relationships. Unless the conduct is blatantly offensive, a single incident or remark does not generally create a hostile environment. Sexual harassment includes sexual advances and suggestions where: Submission to such conduct' is either an expressed or implied term or condition of employment. Submission to or rejection of such conduct is used as a basis for an employment decision affecting the harassed person. The conduct has the purpose or effect of interfering with an individual's work performance or creating an intimidating, hostile or offensive work environment. The policy prohibits behavior that~ is not welcomed by the employee and is personally offensive such as, but not limited to: 1. Sexual flirtations, advanceS or propositions. Verbal abuse of a sexual nature, sexually related comments and joking, graphic, or degrading comments about an employee's appearance, or the display of sexual objects or pictures. 48 Any uninvited physical contact or touching, such as patting, pinching or intentionally brushing against another's body. All levels of supervisors share responsibility for communicating this policy, for recognizing, responding and taking corrective actions, and/or preventing sexual harassment of CRA employees. Employees who feel they are a victim of sexual harassment have an obligation and a duty to advise the individual instigating the sexual harassment that the conduct or behavior is unwelcome and offensive. the behavior continues, the employee should immediately report the behavior to his or her own supervisor or Director. The individual instigating the sexual harassment may not necessarily be another employee, co- worker, or supervisor, but may also is any other person conducting business for or with CRA employees. Employees should report their sexual harassment complaint immediately. The employee has the option of reporting the complaint as follows: a) to their supervisor or b) to the Director or CRA Board Chairman. ]:f the Director is the person accepting the complaint, he/she or she will notify the Chairman of the CRA Board. The Director will begin coordinating and conducting the investigation process in a timely manner. A written statement will be requested of the complainant. Sm The CRA will provide an administrative response in a timely and reasonable manner (within 30 days, if possible). The response will indicate corrective actions, if any, to the employee filing the complaint and to the individual(s) involved in the sexual harassment. ]:f the employee perceives the situation to be threatening, that employee may request authorization to.use accrued Annual Leave or Leave Without Pay or a job transfer. Approvals will be determined on a case by case basis. Disciplinary and/or corrective actions shall be imposed based upon the severity of confirmed sexual harassment. 49 Confidentiality shall be maintained to the extent allowed by ~aw to the persons involved in any investigation of a complaint. Unnecessary disclosures shall be prohibited. Employees exercising their rights by filing a complaint in good faith will not be retaliated against by the CRA regardless of the findings of the investigation. However, any employee found to have provided false or misleading information or does not fully cooperates with an investigation when filing a complaint may be subject to disciplinary action. Administrative operating procedures as determined by the-Director for this policy shall be applicable. CHAPTER 30 RANDOM DRUG TESTI'NG The CRA reserves the right to perform Random Drug Testing on any or all employees. (Need legal counsel to help draft balance of section) CHAPTER: 31 EFFECTTVE POLTC'rES The effective date of this policy will be August 1, 2002. The policies shall be applicable to all employees hired after August l, 2002. A permanent employee who timely makes the election to be covered by these policies, will continue to accrue sick and vacation time in the same manner he or she accrues it under Civil Service. 07/25/02D-6 5O WORKSHOP V. ADMINISTRATION D: P & Z PACKAGES MEMORANDUM TO: FROM: DATED: RE: CRA Board Members Douglas Hutchinson, Director July 26, 2002 P&Z Packages Board Member, Michelle Hoyland has asked that the Board discuss the P&Z Package content and quality from City Staff. WORKSHOP E. DESIGN GUIDELINE DEVELOPMENT FOR BUILDINGS IN CRA MEMORANDUM TO: CRA Board Members FROM: Douglas Hutchinson, Director DATED: July 26, 2002 Design Guidelines Simply put, does the CRA want to establish Design/Style Guidelines for the CRA area or for selected areas? Many CRA's have looked at this issue. We have been asked several times in the past weeks about what we "see" in terms of Design for Boynton Beach. The questions are being asked by large-scale Developers as well as small project owners. WORKSHOP F. TRASH COLLECTION ISSUES FOR DEVELOPMENT IN CRA MEMORANDUM' TO: FROM: DATED: RE: CRA Board Members Douglas Hutchinson, Director July 26, 2002 Trash Collection Issues Board Member, Don Fenton has asked that the issue of exclusive City trash service be discussed. He feels it impairs development 'and that consideration of private sector services should be looked at for the CRA Area. Boynton Boardwalk Complex Concept Document 8/1/02 Boynton Boardwalk Complex Page 10 of 10 8/1/2002 Boynton Boardwalk Complex Revised 7/26/02 Boynton Beach, first and foremost, must have a unique identity that the Community can participate in developing. This identity or "branding" should be defined to serve the Community and be credible and real enough to attract and influence quality development. This approach would place emphasis on investments that capture the Community essence, return substantial tax base improvement, and enhance the quality of life for all of Boynton Beach. The Boynton Beach Complex should be of scale and use to become a major anchor to Boynton's identity. This would then become part of a linkage to the City Hall area and the Children's Museum/Arts area. The current plan of acquiring properties at the intersection of Federal and Boynton Beach Blvd. is one of the centerpieces that would develop the linkage between the waterfront and cultural center (Children's Museum, Library, Arts Center) / historic Ocean Ave areas. This central parking location can generate pedestrian traffic for the entire area and when combined with additional parking in the waterfront area allows for sizable visitation, events and festivals to become reality. The Boynton Boardwalk Complex would be proposed to be integrated into the existing Park and Mangrove Nature Walk. This substantial existing investment goes underutilized. The Community is in need of an events and festival area which can be used easily with little set up cost and permanent public accommodations such as restrooms, water fountains, trash, shade and seating areas. The area would be proposed to be decoratively iron fenced with entry gate arches. These will be normally open to allow public access, but also could be used as ticket areas for special events and festivals. Further, basic items such as several temporary stage areas should be scattered in the project design. To draw visitors to the Boardwalk aspect of the project, it is proposed that the Promenade's pedestrian element have several sites for public "Sculpture Fountains" along its length. These items could be phased in and represent the first major commitment to Public Art in Boynton. The potential exists that underwriting for the individual "Sculpture Fountains" can come from the CRA, citizen fundraisers, public funds, private individuals, corporate gifts, grants, and other capital campaigns. To enjoy Boynton Boardwalk Complex Page 1 of 10 8/1/2002 the cool refreshing "Sculpture Fountains", viewing areas with shade created from imitation "sails" would provide colorful shade and tie the look to the adjacent marina. At night the dancing waters could be lighted to extend the hours of enjoyment. The Promenade would become an inviting Arts Walk for all ages and the subject theme of the "Sculpture Fountains" can be the heritage of Boynton; i.e., marine fishing, scuba diving, agriculture or historical sites/personalities, thereby celebrating and preserving it for generations. The "Sentinel" at the end of the Promenade to mark the Boardwalk would be proposed to be a large screen format theater. An IMAX Theater would be seen from Federal highway and if designed and lighted correctly, would draw people to the Boardwalk Complex. The building could use lasers to present graphic arts or moving pictures in a non-evasive format in the evenings. The IMAX Theater's "larger-than-life" size screen'is unmatched in its ability to bring film content to life. The IMAX film library has substantial holdings of marine themed movies, which are proven winners and directly correspond to Boynton's heritage. The theaters routinely draw in access of 100,000 people per year. To further develop the theme of Boynton's marine linkage, it is proposed that a Prehistoric Marine Reptile, Fish and Mammal Museum be developed on the proposed Boardwalk Pier. To our knowledge, there is no museum solely focused on these fascinating creatures. Further, there is no major dinosaur museum in the State of Florida or the entire Southeast. Marine Reptiles are one of the most intriguing and fastest growing sectors of paleontology. It is a small niche, which Boynton could dominate. The museum exhibits area would therefore be relatively small in size, but great in importance. The initial concept is for primary exhibit area of 10,000 sq.ft. Other elements of the Museum would be skeletons of the sport fish found in the area to compare and contrast with the prehistoric fossils. One of the other creatures in the deep is the shark family which would be represented in exhibits as all three (dinosaurs, reptiles and sharks) existed in the prehistoric ocean. Finally, exhibits relating to the ecology of the Intracoastal Waterway will present current issues, concerns and programs. Boynton Boardwalk Complex Page 2 of 10 8/1/2002 A design concept would be to explore the potential of having the museum built down into the Intracoastal waters. The current proposed site is water covered and does not have endangered sea grasses or mangroves on it. The glass walls of the first level of the museum would provide a natural backdrop for the exhibits. The design will allow the ecology of the Intracoastal Waterway to be seen by all visitors. The glass could show the first levels of the bottom soils, the water condition, mangrove root systems, etc. It further could link the manatees to their prehistoric relatives. Feeding areas for manatees and fish from the first floor would generate underwater activities for all to see. The Boardwalk Complex design links it to the existing Mangrove Nature Walk. This complex also supports the scuba diving industry and the excellent scuba diving found just off the coast from Boynton. Possible linkages would be to develop dock areas for dive company rentals, displays, and educational exhibits about the reef system and its habitat. The museum complex may be designed as a floating structure to mi. tigate possible impacts. Boat moorings may be included in the design to allow visitation by boat. Final design criteria would encourage a world-class design to Boynton. The Museum Exhibits would be developed to follow a balance of 1/3 skeletons, 1/3 fleshed creatures, and 1/3 hands on displays. Note that the skeletons and fleshed creatures may be robotic exhibits. Animation adds to the visitor experience and has been shown to make vivid impressions on visitors. In particular, articulated skeletons could become a "signature" feature. New technology would allow skeleton movement without visible mechanical means. The pioneer in the field is Hall Train Studios of Ontario Canada. Mr. Train has confirmed the feasibility of such creatures and can deliver this never-before animation showpiece at a reasonable cost. This has been included in the projected budget. The Museum Store would carry educational items, proprietary branded products unique to Boynton, souvenirs, gifts, tee shirts, etc. The food area would supply basic refreshments and entertainment foods for the kids. Outdoor seating would be available in addition to a small indoor area. Boynton Boardwalk Complex Page 3 of 10 8/1/2002 The ultimate operations of the Museum Complex may reside as a division Of the CRA since we are the major funding source and it is in the heart of our district or may be handed off to a Museum Board / nonprofit organization. For either scenario, the staffing projected for six full time positions, several part-time / seasonal employees and a large volunteer group for support. Those permanent positions would be a Director/Curator, Marketing/Group Sales/Membership Manager, Finance/Accounting/Grants Manager, Operations Manager (oversees the store and food), Education Development Manager, and a secretary. The IMAX Theater operations would require three full time positions plus part-time workers. Those permanent positions would be a Theater Manager and two Projectionists. The Manager would oversee theater concessions. Both areas will need several part-time employees during public operating hours and the number will fluctuate during "peak season" or special events. Janitorial and Maintenance services would be by contract. Pricing packages would be developed for group sales, schools and festival/event activities. Revenues would be designed to sustain operational costs, with capital outlays coming from CRA funds and/or capital campaigns. The Promenade and Boynton Boardwalk Complex would be designed to attract a minimum of 120,000 museum visitors, 15,000 school children/students and 50,000 festival/event visitors in a "stabilized year" (generally excepted as the third operating year). Note that attendances of museums are greater in the first and second years because of its "newness" and festivals/events take three years to build and reach a stable draw. These trends are counter cyclical, which is good for the facility and brings a more flat line to attendance and revenue numbers. Every three years museums traditionally re- invest in major exhibits and/or secure traveling exhibits to renew attendances. The project has budgeted for and would follow this operating philosophy. The museum is expected to draw as follows: 30% coming from the local area (0-25 miles), 40% coming from the regional area (26-75 miles), 20% coming from out of the area, but in Florida (76+ miles) and 10% from out of the State. Elements are designed to retain visitors as follows: Boynton Boardwalk Complex Page 4 of 10 8/1/2002 Attraction Duration in Hours Promenade Sculpture Fountains 0.50 Museum Main Exhibits 0.75 Traveling Exhibits 0.50 IMAX Theater - Movie and Transfer 1.00 Museum Store 0.25 Museum Refreshments 0.25 Boardwalk - Manatees/Viewing/Marine Village 0.75 Mangrove Walk 0.50 Subtotal 4.25 Other Marina Area Shopping & Activities Area Total 1.00 5.50 The Project generates a .5-day activity for the visitor in the area. The Project will need to seek "Package" partners in the area or region to become an effective destination option. However, because of the quality of the Project, partners should be easily fou~nd. Note that 6 hours of activities are considered to be a "Day of Visitation" and thereby, generates an over night stay for some 30% to 40% of the projected Project visitation. This does not include any potential packaging of festivals and events for multiple day stays or any summer camp programs for the museum. An overnight stay generates an additional $170.00 per person in revenues for the local area (as per the Palm Beach CVB); i.e., $6,800,000 in new dollars to the local area just for the museum. Boynton Boardwalk Complex Page 5 of 10 8/1/2002 r The museum would include primary exhibit areas - 10,000 sq.ft., space for traveling exhibits or special local shows - +/- 5,000 sq.ft., Offices - 2,000 sq.ft., Storage & Work Areas - 2,000 sq.ft., Briefing Room - 400 sq.ft., Lobby/Restrooms - 2,000 sq.ft., Museum Store - 1,000 sq.ft., and Food Concession - 1,000 sq.fL approximately 23,400 sq. ft. on multiple levels. Capital costs for the project would be project initially as the following: Promenade Boardwalk Land Acquisition Promenade Boardwalk - Basic construction/Landscape Board Walk-Historic Marine Village & Docks Special Outdoor Features - Sails, Seating, Restrooms, Sculpture IMAX Theater - 125 seat 18/70 format 8,000 sq. ft. Museum Exhibits Area with Exhibitsl0,000 sq.ft. ~ $500/sq.ft. Traveling Exhibits Area Briefing Room Lobby/Restrooms Retail Store Food Concession Offices Storage, Work areas 5,000 sq.ft. @ $300/sq.ft. 400 sq.fL @ $250/sq.ft. 2,000 sq.ft. ~ $150/sq. ft. 1,000 sq.ft. ~ $300/sq.ft. 1,000sq.ft. ~ $300/sq.ft. 2,000 sq.ft. ~ $150/sq. ft. 2,000 sq.ft. ~ $100/sq.~. Inventory Stocking, Misc. Equipment, Supplies Special Construction, Exhibits, Fixtures, etc. Project Total Architectural, Engineering, Contingency 15% Total for a total of $ 750,000 $ 1,250,000 $ 1,000,000 $ 750,000 $ 3,000,000 $ 5,000,000 $ 1,500,000 $ 100,000 $' 300,000 $ 300,000 $ 300,000 $ 300,000 $ 200,000 $ 100,000 $ 750,000 $14,600,000 $ 2,200,000 $16,800,000 Proposed funding sources for the Project: (conceptual and unconfirmed) CRA Cash Funds Bonds Subtotal CRA City of Boynton Beach- Eco.&Tourism Dev.-Parks&Rec. Palm Beach County - Arts/Museums,Eco.&Tourism Dev. Grants Educational Tourism Development- State of Florida DOT- "IceTea" Grant FIND Nation Science Foundation Subtotal Grants 18°,4 Capital Campaign 34°,4 Individuals Private Foundations Corporate Foundations Total Proposed Funding Boynton Boardwalk Complex Page 6 of 10 8/1/2002 36% 3% 9% $1,000,000 $5,OOO,OOO $6,000,000 $ 500,000 $1,500,000 $ 3,000,000 $ 5,800,000 $16,800,000 The project will appeal to a large demographic cross section that ranges from 2 year olds to 92 years, low to high incomes, and all educational levels. Studies by the Discovery Channel have found that the subject matter of Dinosaurs and Sharks are consistently the top drawing subjects. This museum concept has the potential to attract consistent visitorship to the area, whether through school educational visits, tourists or festivalgoers. Studies also show that IMAX Theaters perform substantially better when linked to educational facilities. The project design creates flexibility by incorporating a traveling exhibit area. When coupled with a variety of IMAX movies, the facility is kept fresh to create repeat visitation. The project concept opens many new funding opportunities for the Boardwalk Project. The Project can be phased to match funding flow. Alliances will be formed with other museums in the region, schools, colleges / universities, attractions and nonprofit groups. The caliber and focus of the Museum will also attract attention from national private and corporate foundations, science and education foundations, and governmental/public grant sources. The ability of the Project to draw funding from a large geographical area and diverse background should be emphasized so that it is understood that the project funding focus will far surpass the local community. It is suggested that the Board seek Feasibility Studies for the Complex, which can be performed by specialists such as ERA, Inc., Harrison Price Comp.any, etc. Professional capital campaign firms can confirm capital campaign feasibility. Each of these studies would cost approximately $25,000 to $45,000 and are usually done very early in the project development process. Staff, along with existing design study projects underway with Quincy Johnson Architects, can develop the required initial design concept documents for the feasibility studies. Initial operating and capital estimates are under development at the staff level at this time. These should be completed in early August. The project feasibility study would be completed first. Its deliverables would be (a) market area analysis, (b) competition and other attractions analysis, (c) projected project attendance, (d) projected project admission fees, (e) space analysis, (f) projected operating budget, (g) cost estimates and (h) economic impacts. The capital campaign feasibility would next look at various sources and potentials for capturing funding for the Boynton Boardwalk Complex Page 7 of 10 8/1/2002 project. The size, scope, quality, endorsements and feasibility of the project are critical to attracting a broad base of backing. With results from these two proposed studies, the Board could decide whether to pursue the Museum and IMAX project scope. The first feasibility study could be started in the next 45 to 60 days with a completion time of 60 to90 days. The capital funding feasibility would be started upon receipt of a favorable feasibility study and be completed within 30 to 45 days. If the studies indicate a feasible project and if the Board desires to move forward, the Board would secure an architectural firm, exhibits design firm, a museum consultant and a lead consulting paleontologist. It is anticipated that at least one major private sector project will be announced as a direct result of the announcement of this concept. Further, initial economic impacts indicate the Project will itself (museum, IMAX, festivals/events and student programs) generate nearly $7,000,000 per year in new local revenues in the private sector (hotels/motels, restaurants, gas, retail shopping, entertainment, attractions and services).. The concept brings many facets of the Community together and defines the Community through their input and investment in a public project vs. developer driven projects. The "Branding" of Boynton with its current logo and product line are easily defined and expanded with this concept. The current City logo would only be slightly modified to a fish skeleton, thereby linking the project to the City graphically. This reinforces the City's image without sweeping changes or confusing graphics. Signage and a grand entryway design are imperative to the visitor use of the area and should be carefully designed to benchmark Boynton. Parking linkage with pedestrian comforts should be of first priority to bring people into the area. The Project cannot be seen from any major highway therefore, it cannot be assumed that "build it and they will come". Further, there are no indicators that the project, if built without some additional elements as proposed herein, would be used or considered a visitor draw or asset. At best the response to an informal survey of tourism entities has been it would be a passive attraction, which may not merit investment in the first place. Boynton Boardwalk Complex Page 8 of 10 8/1/2002 As the anchor to the west, the Arts activities at the Community center and Children's museum would be further developed. Elements could include skate parks, story telling areas, food, stores, and other family activities. The Ocean District Study considers the future of the old high school or the concept of building a new arts and performance center. Its stage could support Community Theater, puppet shows, etc. Classroom space is badly needed for teaching the Arts. Further this Educational and Community use will attract funding sources for Arts expansion. The Children's Museum and Arts area has close proximity to' the Historic Ocean Avenue area. The Historic Ocean .area would capture traffic from public parking adjacent to it at Federal and Boynton Beach Blvd. In the future, if light rail is developed, the logical station location is in the Ocean area. The concept gives linkage to major existing investments by the Community in the Community Center, Arts Building, Children's Museum, Library, etc., and the proposed new waterfront development..The downtown would truly be a destination location for entertainment, education, cultural arts, food and specialty shopping. Many of the Cities and/or CRAs in the Palm Beach County area have a centerpiece, Boynton must also distinguish itself as a Community, and I believe this Implementation Vision fulfills the public's input and planning that has occurred in several studies. It also serves the Community's needs first, and then reaches beyond. It is a concept of quality and substance that has lasting interest and value for a broad range of the public. I believe that this investment in public projects is wise and serves the Community directly. I do not believe that incentives or subsidies to large- scale developers will be required with this caliber of anchor' attraction project. In fact, I believe we can expect several major projects to move their timeframes fonvard and announce their projects earlier because of this project commitment. Further, I believe that the developments can be standalone and not subsidized by the CRA. The anchor project concept generates considerable economic activity, which the private sector can use to support their investments without public subsidy. I believe that the public would rather support this public project investment concept rather than monetarily supporting private sector developers. Boynton Boardwalk Complex Page 9 of 10 8/1/2002 Boynton Boardwalk Complex Attendance Projections 7/31/2002 Page 1 of 2 Attendance by Month IAAPA Model Month January February March April May June July August September October November December Total Marine Dino Museum & IMAX (M) 4.8% 5,760 6.1% 7,320 8.2% 9,840 8.3% 9,960 8.6% 10,320 8.9% 10,680 10.6% 12,720 9.0% 10,800 12.5% 15,000 10.4% 12,480 6.7% 8,040 5.9% 7,080 120,000 100.00% Festivals Events n/a 0.00% 0.00% 50.00% 25,000 0.00% 0.00% 0.00% 0.00% 50.00% 25,000 0.00% 0.00% 0.00% 0.00% 50,000 100.00% Total Average nla 3.39% 5,760 4.31% 7,320 20.49% 34,840 5.86% 9,960 6.07% 10,320 6.28% 10,680 7.48% 12,720 2t .O6% 35,800 8.82% 15,000 7.34% 12,480 4.73% 8,040 4.16% 7,080 170,000 O0 O0 o o oo oo OO >. o ~- ~o°°°~oo o CD '~ 0oooo ~ ~ oooo ooo ~ o ~ ~ oo ~ ~ oo oooo~ ooo ooo ~ oooo~ ~ ~ ~ oo ~ ~ o~ ~ooo~ o o LLI 0 LU Il. .J --I I- x X 8o° O0 000000 000000~ ~0~00~ 00~000 ~ ~ ~0~00~ ~ ~ oooooo~ 00~000 ~ ~ ~0~00~ 000 0000 ~00 oo ~ oOoo O0 O0 0 0 O0 0 C OC 0 C oo 00 O0 0 0 00000000 0~000000 ~0~~ o~oo~oo 0 O0 O0 ~O00~C 0 O0 0 ~ ~~0~ ~ ~ooo~J~ooo 8o°~ooo,~ x o° oo°° ~ooosEoO~ooo oo 0 ~ ~ ~ ~ ~ O0 ~ ~ ~ 000 ~00~ ,,., ~ .9,o ,- ._ · -,, .,.., .- ~: ~ ' Jl$ 0 ~ ,.~' I-- ~'- ~ I-- J./j u." IA. 00000000 00000000 8 8o© 8 88 88888°°8888°°oo o~8 00000 O00 ~ 0 ~ ~ ~ 0000000 8 8§ 000 O000000000 000 O0000000~0 00 ~ ~0~ 0 ~0~ ~ ~ x 00000000 00000000 8 88 00000000000 00000000000 1 in. = 300.0 feet Boynton Boardwalk Complex WONDERWORKS Exhibits Company Friday, July 19, 2002 Doug Hutchinson Boynton Beach, FL Dear Doug: Enclosed is are two cd's from Mike Triebold and a few photos of several Marine Reptiles from the Cretaceous Age. These are about all the photos I have on hand. I also have included a copy of an old Dinamation folder on our "Under Sea, Over Time" Exhibit. This exhibit was held in Japan where over 1,000,000 visited the exhibit in three months. Over 500,000 people saw it in Korea in six weeks. It was extremely popular in the Far East. WonderWorks has a complete set of Whales and Sea Creatures. As I mentioned in my e-mail, most of my friends that are experts in Marine Reptiles are in the field. It will be September before they can send me photos/information on their creatures. I don't specifically know what you have in mind for your proposed museum, but I expect something like the Marine Reptile-area in the Museum of Ancient Life in Utah, but much larger. I think a combination of robotic, static and fossil cast creatures would be a great idea and very popular in that area. With a little hard work we could put together the largest and most complete Cretaceous Age Marine Reptile Museum in the World, it could be a real "showcase" for the City. ! hope this information helps, let me know if you have any questions or need anything further (in the short term). Sincerely, 4102 BUFFALO GAP ROAD / SUITE F-104/ABILENE, TEXAS 79605 PHONE 915.692-8811 / FAX 915.692-1711 www. wonderworksexhibits.com World's Largest Sea Turtle Archelon ischyros Late Cretaceous 75MYBP Pierre Shale South Dakota cast replica cast from molds of original specimen on display at The Natural History Museum in Vienna, Austria Archelon ischyros World's Largest Sea Turtle Late Cretaceous 75 MYBP Pierre Shale South Dakota, USA replica approx. 17 feet (5.2 meter) between fingertips Baleen Whale Skeleton Miocene 10MYBP Pisco For m ation Dept. Arequipa, Peru length 9 meters Paleontology, Inc. 2002 Specimen Catalog p achyrh zodus A rarely preserved giant predatory fish from North America's late Cretaceous inland sea of 84 million years ago. This beautifully detailed skeleton is the only one of/ts k/n,~. The original specimen was disarticuiated and nearly complete, making it a perfect candidate for three- dJmensionalization. We used the same techniques as in our Xiphactinus cast, with technical guidance from leading paleontologists. Every intricate detail of the gill arches, hyoid apparatus, and palatine structures are reproduced in the skull. Each skeleton is just less than 2 meters (6 feet) long. Vertical distance required is about ! meter. (39 inches). Skeleton: $11,500 Skull Only: $1,550 Original Skeleton Available www.tdeboldpaleontology, com 719-686-1 495 Triebold Paleontolo~/, Inc. 2002 Specimen Catalog Toxochelys Usually found as partial skeletons ranging in size from 2 to 4 feet long, this Toxochelys is a rare exception. The shell is only about 24 cm (9.5 inches) long, and is the smallest skeleton we offer. The baby Toxochelys is very finely detailed, and includes the complete hip and limb structures articulated as in life. ~s with all sea turtles alive today, the front and back limbs of Toxochelys were greatly elongated, and modified into broad flippers for swimming. Skeleton: $695 www. trieboldpaleontology, com 719-686-1495 Triebold PaleOntology, Inc. 2002 Specimen Catalog TylOsaurus proriger 45' (15m) 22 in 1911~ a man named C.D. Bunker collected the largest mosasaur ever found in North America. It was placed in the collections of a major university in the US, where it has been in storage all these decades. By special agreement, the Bunker Tylosaur was restored, molded and cast by Triebold Paleontology, and casts are available now. The specimen is gigantic. Approximately 45 feet (15 meters) long, its skull measures nearly 6 feet (1.75 meters) in length, full of T-rex sized teeth. Orders are now being accepted at an attractive price and terms. The skeleton can be suspended or supported and is posed to suit. Skeleton: $67,500 Skull on Stand: $4,750 Original Skull Available www.trieboidpaleontology, com 719,686-1495 TriebOld Paleontolo~, Inc. 2002 Specimen Catalog ElasmOsaurus Original specimen is in the collections of the Academy of Natural Sciences of Philadelphia. and collected the ~-~ Kansas, this Elasmosaur is famous for the role it played in the "Fossil Wars" of the latter part of the 19th Century. This cast skeleton is offered exclusively by Triebold Paleontology, inc., and it can be mounted for suspension or on supports, and posed to suit your exhibit requirements. The specimen is 42' (13M) long with a maximum width of 10' (3H). wwwotrieboidpaleontology, com Skeleton: $65,000 I 719-686-1495 Triebold Paleontology, Inc. 2002 Specimen Catalog Champsosaurus lust over 5 feet long, it is just now available and only $4,900! As with ali our skeletons, there are no hidden charges. Price includes complete finishing and crating...ready to ship! The remains of these aquatic reptiles are found throughout t~e Hell Creek as disardculated elemems but it is very rare to find a skeleton° This specimen is approximately 5 feet (1.52 m) long with a crocodile-like shape° Skeleton: $4,900 Skull Only: $1,400 Original Skeleton AvailabJe 719-686-1 495 www.trieboldpaleontology, com Triebold Paleontolo~,, Inc. 2002 Specimen Clidastes propython 6 Clidastes was the smallest of the mosasaurs, averaging 2-4 meters (7- 12 feet) in length, with the largest specimens reaching 6.2 meters (20 feet)long. As with all mosasaurs, virtually half its length was ~aii. Clidastes was a surface or shallow water hunter unlike Hatecarpus and Tyiosaurus which followed their prey into the depths of the sea. speclmen as one of the finest Clidastes skulls ever found. Skeleton: $14,500 Skull Only: $1,100 Flesh Restoration: $4,200 www.trieboldpaleontolo~.com 719-686-1 495 Triebold Paleontolo~/, Inc. 2002 Specimen Catalog Platecarpus ictericus Top predators in the sea for the last 20 million years of the Cretaceous period, mosasaurs were an offshoot of the monitor lizard group, fully adapted to a marine life. Some of them were giants. In the Kansas chalk from which this specimen was collected, Piatecarpus, Clidastes, and Tylosaurus were the most common. Thriving on a diet of fish, pterosaurs, ammonites, and smaller mosasaurs, the success of the mosasaurs was so complete, they even suppressed the evolution of large sharks until their demise at the close of the Cretaceous period. This specimen is highly detailed with an excellent three-dimensional skull including internal structures. As with all of our marine creatures, it can be either supported from the ceiling or suspended from below, and is built posed to suit your needs. Our Platecarpus ictericus measures approximately 15.5 feet (4.8 meters) longo The skull measures 19 inches (46 cra) long, 8 inches (20 cm) wide. Skeleton: $18,500 Skull Only: $1,200 www.trieboldpaleontology, com 719-686-1495 Trieboid Paleontology, Inc. ;?002 Specimen Catalog Platecarpus p an frons TPI is Pleased to announce the availability of this extraordinary skull. One of only a few known, this specimen is the best in existence. Platecarpus planifrons features a small number of large teeth for its skull. In addition to being the most complete planifrons skull known, this specimen features shark scavenging marks on the dorsal margin of the left Surangu~ar. Thru special arrangement with Bone CionesT~ we are now able to offer this great skull cast at the very affordable price of just: Skull Only: $495 Skull w/Vertebrae: $695 Measuring 14 1/2", (37 cra) long by 5 1/2" (14 cra) wide, the planifrons is also available with cervical vertebrae at a total length of 22" (56 cm). The planifrons comes mounted on an oak base. www.trieboldpaleontology, com 719-686-1 495 DINAMATION, "World of Whales" Premieres The Edmonton Provinci~ Museum did a fantastic ]ob of promoting our New World of Whales show. Four-year-old Serene Sharrock keeps a light hold as she escorls her mom past the massive gray whale Steve Simon The Jomuml Only a few wails greet whales Museum exhibit expected to draw more people than dinosaur show K.~TNi. EEN ENQMAN Of the eight moturized crea- motorized creab, tre to greet vis- added. Journal StaffWriter rares in the museum's Whales itors as they enter ~e show exhibit /laydene sams she ~ould rooms. This creature is included ~ma~o~ like the baby gray as a pet "be- in the show because it belongs m A thre~year-old he~ shi~ cause they like to play games and a group of primitive carnivorous uneasily, looking back and forth from the giant head of the killer whale to the spiky-toothed snout of the und~atJr~g eel whale hu the eerie blue light of the Provincial Museum's new whale display, the robotic creatures seem extraordinarily real. The air around them is full of liaantteg whale songs, the chatter of sea gulls and the pounding sur~ Suddenly, the boy bursts ir~o tears, clings to his father and begs to be taken from the room. Nearby, four-year-old Jaydene Lavaliie slurps her sucker and riously eonalders the rohetie gray whale, which seems to be s~hn- ming peaeefilny along with its nursing calf at its side. Jaydene, her two-yeer-old sister Courtuay, their infant brother and parents. Korea and Orlin attended opening day of the show Saturday. The Lav~Iies brought their children t~ the exldbit, es they had to the muse[un's popular dinosaur exhibit before it. ~o edu- cate them about nature Karen I,avallie said the girls weren't afreid. "We make sure they know they aren't real." Indeed, s~d Korea, upon entering the exhibit rooms Cern'they climbed up beside a huge wolf- like cree~ure called a andrewsarehus, petted it and "even called it a raccoon." The andrewsarehus is the first land mammals which scientists believe may have been the prede- cessors of whales. The subsequent displays feature a tail-waving ~ea, a Iank-5- basilosanmm m~d the gray whale wilh calf, among others. The Wh~es exhibit ~s sm tozun m~tQ i~Iarch 7 and museum o[lleial Ted Smith said organizers expect it to attract more visitors than the opular dinosaurs display. On aturday, the first day of the exl~thit, between 2,?00 and 2,800 people streamed through. Smith said visitors were split pretty equall~ between adults and chil- .dry. T~.e gala opening the ~ght eemre ar~v about 500 people, he said. About 35 000 school children are booked to tour the shew, he Visitors can peer through spe- cial periscopes to identify differ- ent kinds of whales, get stamped passports with images of each creature they see, and manipulate a model of a head of a Riglit Whale. The show features severeJ par- ticipat~ry stations where visitors can learn to identit~ whaler the way that scientists do; hv their songs, theh- mar]drgs their fins and Poi s and ~heir behavior. The eight J~rge motorized creatures, operate on air pressure and were eous~reeted in Les Angeles, but their surroundings were created in Edmonton. Organizers have planned a range of events to aemompany tl~e show, among them a sleepover in the actual exhibit rooms for school-aged children, and a series of Saturday brunch lectures by noted whale experts. DINAMATION. Statement 189-A Technology Drive Irvine, California 92718 714 - 753 - 9630 1AX 714 ~ 753 - 9657 Underwater is nearly as alien an environment for humans as is outer space. Most of us rarely get to spend much time there. And when we do, we are thrilled to discover that we are nearly weightless. D~s~ DINAMATIONT UND-3 Statement 18~-^ Technologr Drive Irvine, California 92718 714 - 753 - 9630 1AX 714 -753 - 9657 Because of this we all can We can take off, climb, soar, do barrel-rolls, glide and land--as though we are birds in the sky./And we notice that persons who are overweight on land weigh less than skinny people when both are underwater. Underwater is a topsy-turvy, strange place for us. Come, experience the derwater world with the magic of Dinamation. DINAMATION. Statement 189-A Technology Drive lrvine, California 92718 714 - 753 - 9630 FAX 714 - 753 - 9657 Exploration a~cd discovery of the undersea world then and ~zow is the theme of Dinama= tion's "Under Sea Over Time" exhibition° Here, guests marvel at ancient and modem sea creatures including those that have inspired ']aws'5 '~oby Dick" and the Loch Ness monsWr~ I~ addition, visitors will go "undersea" to dis= cover that over the millenia generation after generation of d~ferent kinds of animals have ~olved special ways of living to xuwive in the underwater world~ DINAMATION. UND-, Statement 189-A Technology Drive Lrvine, California 92718 714 - 753 - 9630 FAX 714 - 753 - 9657 Guests also discover that water is water--no matter whether it is ancient or modern- and that living in water requires special adaptations to cope with aquatic conditions. Many of these conditions require similar body plans (because there are a limited number of basic ways of making a living while dealing with the funda= mental physical circumstance of being under- water). In other words, the evolutionary, eco- logical, environmental 'play" remains the same throughout geologic time while the "troupes of actors" change. Dj~,~,~/i NAMAT I ON, Statement This oiockbuster exhibit brings the visitor face to face with giant lifelike animated sea creatures in a dynamic simulated undersea environment a huge "dry aquariums" Visitors first explore prehistoric depths, encountering creatures that lived millions of years ago. The adventure continues into the present as visitors interact with an exciting array of whales and their ~friends' such as the Great White shark and the Giant Squid° 189-A Technology Drive Lrvine, California 92718 714 - 753 - 9630 FAX 71.4 - 753 - 9657 4 DINAMATION. UND-6 Statement 189-3_ Technology 'Drive Irvine, California 92718 714 - 753 - 963O FAX 714 - 753 - 9657 Through their encounter with strange and diverse marine creatures, visitors will learn how these amazing animals evolved and what it takes to "make a living" in the sea~ Dinamation International Corporation has combined elements from two proven' programs, "Real Sea Monsters" and "World of Whales'; to create this comprehensive and entertaining experience° "Under Sea Over Time"presents millions of years of underwater adventure all in one spectacular exhibit./ 5 I%INAMATIONT UND-7 ,D o.> o 1992 Diizamalion Internatlona~ Corp. 992 Dinamation International Corp, © 1992 Dinamat~on ~uternational Corp. 1992 Dinamation Internatiot~zl Corp. 1992 ~ Dunkleosteus ~ This armored fish was the l~rrst vertebrate to ~'~ attain monstrous size, ~ weighing up to 5 tons. Its "teeth" were really cleaver-like projections ~ protruding from the powerful jaws. This was .... the f'ffst fish to have -~, muscular fins supported by an internal skeleton. D LNAMAT ON. ~ Kronosaurus ~Among the largest of the pliosaurs, this huge marine reptile had ~jaws up to 9 feet long-- much bigger than those .... of Tyrannosaurus. ~-,Kronosaurus swam with powerful strokes ~bf its massive flippers ~._,azxd preyed upon other marLrm reptiles and fmh~ ~ ~ ~' m ~mAMATIOM ~ SP-3 Yylosaurus ~Thi8 .rl:losas~.llI' w~s rxore closely re.ted to present-day l~ards ~--th~ to ~e rept~es of ts day. To sw~ ~ough ~e water, it =~sed a side-t~side notion, sitar to ~ a~igatoz. Its e~a m~ ~e jaw jolt w~ use~l or prey m~p~a~on. D LNAMAT.I_ON. sP-5 -~,archarodon ~lso known as the ;teat White, this shark --is the most feared of ~11 sharks. Its speed and trength allow it to attack prey in a ~,~direct manner. The fficient, streamlined ~'body has been adapted ~y the U.S. Navy for ubmarine design. .... : ~- DINAMATION. =~'--a .... DINAMATiON. 189-A Technology Drive ~Irvine, California 92718 714 - 753 - 9630 IAX 714- 753- 9657 DINAMATION. D:iNAMATiON, ----- WP-2 MEMO TO: CRA Board Members FROM: Douglas Hutchinson - CRA Director DATE: 8/2/2002 RE: Revised Budget Income Projections Please find attached a revised 5 year Budget Projection for the CRA. The only revision is in the CRA Income Forecast. The City's Planning Office has provided historical data and back up for CRA TIF Income. The studies are projected in three scenarios: Scenario I - Moderately Optimistic, Scenario II - Optimistic, Scenario III - Moderately Pessimistic. The Revised CRA Budget forecast uses the Scenario III - Moderately Pessimistic version to project the five-year period. ~-o ,- ~o ~ 0~o Ill' m. ~- c- 0 0 ~ 0 '-- ~1 = ~=~ = = o ~1 ~1~1-~ ~ ~ ~IEI'~ ========================================================================== ~:/:~:///:~E?:EE~??~::~::~ ~ :: ::~ :: :: ::~ ! 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' i i i~i~ ~ ~1~ ~o ~ ~ o~ m ~ o~ ~o~ m ~o ~ ~ o~ X · 00 n'0 o o ~ 0 0 0 ~0 ~0 oo ~ v O,-j v0 0 ~ 0 0 (~ 0 n' O_ LU ZD Z W LU X %~'6 %8'8 %9'L %['9 %L'g %g'g %1~'g %1~'L %/-'0 %8'g %1.'g %L'L %0'~ %9'~ %~'~ 688'1.9~ $ 968'6 808'68L $ 099'~Z1. $ Z9 L' i.'1;'1- $ senue^eEI xe/ ~6g'09L'gg 088'~6~'8 $ 9#£'gZ6'tE $ ~8'9~'8~ $ ~1.8'9~'/-8 $ 89~'~0'~ 1-89'~ff9'8 I. ~08'868'~ ~69'81z8 8~'6~'~L 6Sz'OL9'~L $ LO9'6L6'98 $ 89P'~gO'Sg ~§~'LO~'~ 86~'68't, $ o~tz'~z $ 080'O~g'~g ~gS'~8~'O~ . /-g~'O~O'gL 6~/-'OL9'tL $ 86L'6~L'98 $ 89~'~0'~ $ 98L'~6'~L 61~C'8~8'8 G/-6'G98'OL $ e£6'z~z'kz $ t~9'9~fft 6GZ'OL9~L 8LI-' t8/-'81. $ i.8'8 I.~/-'9~'1;,'88 g~cJ'~81.'08 (8~9'~9) tO t'9'~;"l;, I. 6~L'O 1.9'9;, t OL9'L8~'OI. $ 8/-0'90~'§8 $ 99'/lzgO'C3g (880'68~) LZ9'L81.'~1. 68/-'01.9'~L 6~6'/-~Z'6 $ ZLff'~G/-'~S $ 89~'~0'9~ ~UOLUOJOU I uo!~enle^3 Jee,k leUl-t asea enleA elqex~/ 6u!ou~u!4 luemeJOUl xa.I. ~ouefiV luemdoleAepel:! ~4!umuuaoo (6860 le!luep!sebl (686 ~) pepuedx=l - le!mewwoo (l;86 L) le!oJewwoo :00/666 (686'~) lei3uepIseEI (686 ~) pepu~dxE - I~!OaOLU~UO0 (886 L) I~!OJOLU~UO0 :66/866 (686 L) leP, uepiseEI (686 I.) pepuedx3 - le!oJeuJuJoo (8~61.) I~!OJeUJCUoo :~6/Z66 L (686 L) le!lueplsebl (6~6 ~) pepuedx~l - le!oJewwoo (8961.) leiWewwoo :/-6/966 (6861.) leguep]seE! (6861.) pepu~dx3 .- I~!oaeuatuoo (886 L) leioJewwoo :96/cj66 L (686 L') lei~uep!sebl (686 ~) pepuedx3 - le!o~ewwoo (886 L) le!oJetuLuoo :~;6/ff66 ~ July 25, 2002 CRA PACKET PREPARATION PROCESS ID Projects for CRA Meeting Legal Notices Draft staff Reports w/ Back-up Final Staff Reports w/Back- up Agenda Agenda info for Development Review Items Packet Format Agenda Items - Copies Mailing Envelopes and. Labels Packet Compilation Packet Distribution to Board Members Packet Distribution to Staff and Others Agenda & Staff Report Fax /Email to Applicant Posting of Signs for Site Plans & Conditional Uses P&Z P&Z P&Z P&Z Development Dept. - Admin Asst. P&Z - Admin. Asst. Development Dept. Development Dept. Development Dept. Development Dept. - Admin. Asst. If ready before noon, Bldg. Dept. Inspectors. Development Dept.- Administrative Assistant P&Z - Development Review Items Only P&Z Application intake/ID on TRC agenda where applicable As required for each application Monday - one week prior to CRA meeting Wednesday - week prior to CRA meeting Monday - week prior to CRA meeting Monday- On 6r before the week prior to CRA meeting. Email info to CRA Director, Development Dept. Administrative Assistant and City Clerk in '~ agenda format. OngOing On or before the Thursday preceding the CRA meeting On or before the Thursday ~receding the CRA meeting On or before the Thursday >receding the CRA meeting Friday preceding the CRA meeting before 5:00 PM. Friday preceding the CRA meeting before 5:00' PM Friday l~receding the CRA meeting before 5.:00 PM. On or before the Friday preceding the CRA meeting PLANNING AND ZONING DIVISION P&D/CRA AGENDA PREPARATION OUTLINE PROCEDURES AGENDA · Agenda is typed ahead of time putting in as much information as possible. As information is available it is f'filed in. When completed it is looked at by Lusia to revise, given to Mike for his in put and finalized. After it is finalized, a copy is e-mailed to City Clerk's office, certain planners working on projects, Quintus, Cynthia, Nancy in Development and if CRA the Director for CRA. For P&D meeting the agenda is part of the packet to Board members, Staff and the press. Extra copies of the agenda are provided for the da~ of the P&D Board meeting. A cover sheet is prepared to be put on each agenda item for P&D packets. For CRA, person putting their packets together for Board members, City members and whomever else they send them to is responsible for this. S:\PlanningkPatTkPLANNING AND ZONING Preparation.doc July 25.2002 PLANNING AND ZONING DIVISION P&D/CRA* AGENDA PACKET PREPARATION OUTLINE CHECK "PROJECT IDENTIFICATION LIST' FOR UPCOMING AGENDA ITEMS. * PREPARE AGENDA AND COVER SHEETS FOR STAFF REPORTS. * COPY STAFF REPORTS INCLUDING ALL EXHIBITS AND THE DEVELOPMENT ORDER IF APPLICABLE. * AGENDAS, MINUTES AND STAFF REPORTS ARE COPIED ON 3-HOLE PUNCHED PAPER AND PLACED IN EACH NOTEBOOK. IF STAFF OR A BOARD MEMBER HAS NOT RETURNED A NOTEBOOK, CLIP OR BAND PACKET TOGETHER. REVIEW EACH BOOK TO MAKE SURE DOCUMENTS ARE IN PROPER ORDER. REVIEW ONE PACKET PAGE BY PAGE TO MAKE SURE NO PAGES ARE MISSING FROM STAFF REPORTS. * CHECK FOR DUPLICATES IN PACKET. FOR SITE PLANS, CONDITIONAL USE/SITE PLANS AND MASTER PLANS, NINE (9) SETS OF PLANS ARE REQUIRED FOR BOARD MEMBERS REVIEW. * INSERT PACKETS, INCLUDING PLANS, IN BROWN ENVELOPES FOR DELIVERY TO BOARD MEMBERS. MAKE SURE BOOK LABELS MATCH ENVELOPE LABELS. PREPARE FAX COVER SHEETS. FAX AGENDA AND STAFF REPORT TO APPLICANT/AGENT. KEEP FAX CONFIRMATION WITH THE REPORT AND RETURN TO THE PROJECT FILE. * A COMPLETE PACKET IS PLACED IN THE P&D BOARD MEETING FILE. TAKE BOARD MEMBER'S ENVELOPES, WITH PLANS, TO THE BUILDING INSPECTOR'S OFFICE BY THURSDAY AT 5:00 PM FOR DELIVERY ON FRIDAY MORNING. DISTRIBUTE REMAINING PACKETS PER DISTRIBUTION LIST ON FRIDAY BEFORE THE TUESDAY MEETINGS. FOR CRA MEETINGS, FOLLOW THE STEPS MARKED WITH AN ASTERISK (*). CRA A.qenda Packet Preparation Checklist The Community Redevelopment Agency Board meets on the second Tuesday of every month. 1. One week ahead of meeting, draft agenda is prepared by CRA Director, and emailed/circulated to all staff responsible for preparing backup materials (i.e. City Clerk- Janet Prainito/Bonnie Glinski, Development Director - Quintus Greene, Administrative Assistants - Cynthia Mann & Pat Tucker, Planning & Zoning Director - Mike Rumpf, and Principal Planner- Lusia Galav). 2. Backup materials for Planning Division agenda items are generally submitted to CRA Director review by Thursday prior to the CRA meeting. Each approved backup item is labeled in the upper right corner, prior to making copies*, with the corresponding agenda item identification. (e.g., Item VL A.). A Casio label maker has' previously been used for the item identification, using label font size 1X1. 3. Copies of approved, labeled, backup items are made and packets are prepared for distribution by Friday morning (at the latest), prior to the meeting, via a courier service or hand-delivery. Packets include: [~ Agenda [~ Prior Meeting's Minutes [~ Backup Items (if applicable) ~ Reference Materials Packet Distribution: (20+ Oriqinal = 21 total) [~ Board Members (7) (separate listing of addresses) - (Hole-punch - via courier service/hand-delivery). [~ Kurt Bressner - City Manager (Hole-punch - via hand-delivery/inter-office/courier service; Attn: City Manager Office) I-'l Wilfred Hawkins - Assistant City Manager (Do not hole-punch - via hand-delivery/inter-office/courier service; Attn: City Manager Office) [~ Dale Sugerman - Assistant City Manager (Do not hole-punch - via hand-delivery/inter-office/courier service; Attn: Utilities Dept) I~ .Wayne Segal - PIO/Media manager (Do not hole-punch - via hand-delivery/inter-office/courier service; Attn: City Manager Office) [~ Lindsey Payne - City Attorney (Hole-punch - via hand-delivery/inter-office/courier service; Attn: City Attorney) + I extra copy to be post-marked to Ft. Lauderdale office (Goren, Cherof, Doody & Ezrol, 3099 E. Commercial Blvd, #200, Ft. Lauderdale, FL 33308) by Thursday afternoon or Friday morning via courier service. [~ City Clerk (Do not hole-punch - via hand-delivery/inter-office/courier service + 25 copies of agenda only, [~ quintus Greene - Development Director (Hole-punch - via hand-delivery/inter-office/courier service; Attn: Development Dept) I~l Mike Rumpf - Planning & Zoning Director (Hole punch - via hand-delivery/inter-office/courier service; Attn: Planning & Zoning Dept) + 1 extra packet for Planninq & Zoning Division. [~ Doug Hutchinson - CRA Director (Hole-PUnCh). [~ Sun Sentinel & Palm Beach Post Packets (x 2) (Do not hole-punch - via hand-delivery/inter-office/courier service; Attn: City Clerk's Office) [~ Originals - punched and placed in CRA Binder (The CRA must track and keep all originals, being the originator of the information). [~ 30 additional copies-of the agenda, for the public on the night of the meeting. * Special note to CRA Director - Please note that the City Clerks copier has recently been made available for your copying needs. Please use code #030. J: ISHRDATA IDevelopmentL4dministration~CRA Items~Reference Materials~CRA Agenda Packet Preparation Checklist - updated, doc 1 in. = 628.3 CRA Nodh Federal HighwaY 1 in. = 623.5 feet CRA North Federal From Canal in. = 766.9 feet CRA West 1 in. = 769.1 feet CRA west 1 in. = 766.9 feet CRA South Federal Highway I in. = 357.3 feet South Federal Highway I in. = 357.3 feet South Federal Highway August 2, 2002 BOYNTON BEACH PROMENADE AND RIVERWALK-SCHEME A PRELIMINARY BUDGET ESTIMATE* Phase I (Federal Highway to NE 6th Street) Phase Paving $1,300,000 Entrance Gateway 120,000 Fountains 150,000 Landscape 120,000 Wall/Fence 80,000 Lighting 100,000 $1,870,000 II (NE 6th Street to. Inter-coastal) Paving Gateway Trellis Sh-ucktres Shade Structures Restrooms Fountains Landscape Lighting $ 480,000 60,000 80,000 80,000 80,000 100,000 50,000 40,000 $ 970,000 Phase III (River-walk at Inter-coastal) Deck and Pilings $2,800,000 Stage/Observation Tower 180,000 Amphitheater 420,000 Trellis Structure 80,000 Kiosks 200,000 Shade Structures 200,000 Manatee Interaction 80,000 Fishing Village 300,000 Marina 360,000 Landscape 80,000 Lighting 180,000 $4,880,000 Total $7,720,000 A/E &'Contingency 153/o $1,158,000 Total Project $8,878,000 *Estimate is- preliminary and will vary with final material selections and market condilions at time of bid and does not include land acquisition,, equipment, ~ supplies, Or fixtures. August 2, 2002 BOYNTON BEACH PROMENADE AND RIVERWALK-SCHEME B PRELIMINARY BUDGET ESTIMATE* Phase I (Federal Highway to NE 6th Street) Paving $1,300,000 Entrance Gateway 120,000 Fountains 150,000 Landscape 120,000 Wall/Fence 80,000 Lighting 100,000 $1,870,000 Phase II (NE 6th Street to Inter-coastal) Phase Paving $ 480,000 Gateway 60,000 Trellis Structures 80,000 Shade Structures 80,000 Restrooms 80,000 Fountains 100,000 Landscape 50,000 Lighting 40,000 $ 970,000 III (River-walk at Inter-coastal) Deck and Pilings $2,800,000 Stage/Observation Tower 180,000 Imax 3,0100,000 Museum 8,000,000 Trellis Structure 80,000 Kiosks 200,000 Shade Structures 200,000 Manatee Interaction '80,000 Fishing Village 300,000 Marina 360,000 Landscape 80,000 Lighting 180,000 $15,460,000 Total $18,300,000 A/E & Contingency 15% $ 2,745,000 Total Project $21,045,000 *Estimate is preliminary and will vary with final material selections and market conditions at time of bid and does not include land acquisition, equipment, Boynton Plan includes animal museum, IMAX BY STI~.I.~.A M. CH~ STAFFWRITER BOYNTON ]~£ACH · Prehistoric sea crea'- Pares could come to life and an IMAX thea- ter could become the latest downtown at- traction. At least that's what Douglas Hutchin- son, the city's new Community Redevelop- ment Agency director, envisions as away to boost redevelopment and attract millions in new reve- nue. Hutchinson says the theater and marine muse- um would draw peopleto the future Riverwalk Com- plex,, a boardwalk-like structure along the Intra- coastal; and to the connect- ing Boynton Beach Prome- nade. "I know it's asking Boyn- ton to dream in a big way, but if you look at [other pro- jects] outside of Boynton, this project is not asking for much," said HutchinSon, who accepted his new post in May. "I'm saying, 'Let me spend some time to prove this out..,i~. Let's take a look at what we can become. ~ Hutchinson, who unveiled his vision to membersof the city's Community Re. de- velopment Agency dUring a Saturday morning workshop, said he's not asking for any money orthe board's official ap- proval yet. He wants to research his ideas and get backto board members. Board members warmed to Hutchin- son's idea Saturday. They gave him the go- ahead to study the project, but they weren't ready to commit almost $100,000 for feasibility studies. "I always thought we could build a promenade, but why would people want to come walk on some stones?" said board member Henderson Tillman. ~re need an anchor." If built, the museum and IMAX would be on the proposed Riverwalk site, which is now submerged landj ust north of the marina and east of Federal Highway. Till- man said he wants the state Department of Natural Resources to review the project .before the CRA commits any money. With 10,000 square feet for exhibits, the museum would have skeletons of modern- day fish and prehistoric fossils along with exhibits of Ge ecological system in the In- tracoastai Waterway. While the idea is prelimlrlary, Hutchin- son already is doing his homework. He re- cently visited with Edward J. Petuch,-a; professor of geology at Florida Atlantic Uni- versity and curator of paleontology at the ~raves MuseUmin Da- nia Beach. · 'It's awondertul op- portunity for Boynton to get on th,e. map be- cause there s:nothing like this in the world,' Petuch said. Unlike other parts of the world, dinosaurs did not roam Florida. But fhere were Plenty of seam S~grdphiC ' tures li saur, a . on-loo~ grew to §0 feet long, and which were turtle-shaped made their home in the dee ' AccordingtoIMAXoffii where .the company is b~ more than 225 IMAX theat oPerating in 30 countries. sters. Crea- the mosa- [omodo drag- ganimal that i~lesiosaUrs, itfi longnecks, ~ blue. .~ ials in Canada, ?d, there are ,rs in-the world Hutchinson calculates the entire project from buying property to building a muse- um would cost an estimated $16~8 ~on. Of'that, 36 percent, OT $6 million, would come from CRA cash funds and bonds. Another 34 percent of the cost, or $5.8 mil- lion, would come from private, corporate and individual donation. The CRAwould seek another $3 million in grantsand ask for $500,000 from the city and $1.5 million from Palm Beach County. Staff Writer patty, Pensa contributed to this report. Stella~M. Chdvez can be reached at schavez@sun-senfineLcom or 561-243-6602.